JMAC Consultant Tips: How to Improve Loss #2 Improvement Step Approach ~Kaizen Steps~ Total Productive Maintenance - TPM

Improvement Step Approach ~Kaizen Steps~

Basic Loss Improvement (Kaizen) 7 step introduction

Step 1: Identifying Improvement subjects and targets

Kaizen begins with understanding the current situation. Analyzing losses, identifying improvement subjects, setting targets, and dividing roles initially leads to a clearer process. For loss analysis, visual aids such as Pareto charts and graphs/charts clarify the situation.

For instance, clarifying the causes of yield loss, along with their size and content, is very impactful. To efficiently select an improvement/Kaizen subject, extract the causes impacting yield loss via loss analysis and prioritize them to identify the most critical subjects. Among the selected subjects, confirm the priority based on factors such as the subject's difficulty, and assign them to improvement project teams according to the difficulty level. This is called role assignment. The improvement project team referred to here means cross functional teams and Small Groups.

Regarding the priority of improvement/kaizen subjects, it is advisable to categorize them based on the following items:

① Magnitude and necessity of improvement effect

② Difficulty  (judged by factors such as the time required to resolve: within 3 months, around 6 months or more)

③ Estimated cost of resolution

It's not simply about deciding whether or not to improve. Even when the necessity for improvement is high, challenging subjects or those requiring significant time are often postponed.In such cases, it's necessary to rebuild the required structure (including acquiring skilled personnel from other departments and providing training) to tackle the improvement subjects effectively. Prioritizing improvement subjects is related to the improvement approach itself (improvement strategy).

 

Step 2: Drafting an Improvement Plan

Depending on the subject, integrating it into a project schedule can be challenging. However, please create a project schedule by incorporating the improvement steps outlined in this document and the loss-specific improvement steps that JMAC will introduce later.

Furthermore, action items of the improvement plan should be made very concrete. Role assignments are preferably made according to the skills of improvement team members. Human resource development is most desirably achieved through improvement activities

The role assignment according to skills means the division of tasks such as a line leader (small group leader) who has mastered QC methods like Pareto chart creation conducting loss analysis, and an operator who has not yet learned QC methods collecting data for effect confirmation.

 

Step 3: Phenomenon Observation, Cause Analysis, and Countermeasure Planning/Evaluation

This is the most important stage in the improvement process, which involves direct confirmation of factual details regarding the occurring trouble on-site and with the actual equipment. Utilizing innovative methods such as digital camera video recording or a video camera is highly recommended.

Phenomenon observation involves examining not only the event but also the mechanisms and structures of the equipment and devices involved, along with the processes. The goal is to understand the underlying mechanism of the phenomenon.

In understanding the phenomenon, sometimes there is a tendency to see it as a 'chain reaction' or 'unexpected consequences.' For example, saying things like 'There are a lot of minor stoppages in this lot' is a typical example, but this alone doesn't mean the cause has been pursued. The phenomenon needs to be confirmed in detail, such as 'In what locations are there many minor stoppages?' And at those locations, it is necessary to grasp 'what kind of operations (processing) the equipment and devices are performing.' Also, confirming 'what mechanics are involved in the operations/process' and so on, leads to grasping the mechanism. In this way, grasping and understanding the mechanism becomes the foundation for pursuing the cause.

For cause analysis, utilize techniques such as fishbone diagrams (Ishikawa diagrams), 'Why-Why analysis,' and PM analysis. There are no specific limitations on methods. For cause analysis, fully utilize various techniques such as QC methods and SQC methods to clarify the relationship between the phenomenon and the cause.

For countermeasure planning, several countermeasure proposals should be developed for the problems identified through cause analysis. The effectiveness of these proposals should be compared and verified, and effective countermeasures should be selected.

 

Step 4: Implementation of Improvements 

This is the stage where improvements are carried out according to the improvement implementation plan. Depending on the content of the improvement, it may be necessary to secure the required budget. It is also important to communicate the details of the improvement implementation to relevant parties in advance and confirm that they are aware. Safety is, and always will be, the top priority during the implementation of improvements.

 

Step 5: Confirmation of Effectiveness 

Compare the effectiveness of the countermeasures with the target levels set in Step 1. Also, confirm other ripple effects caused by the countermeasures, as well as any new problems or problems that were not anticipated in advance. Of course, it should also be thoroughly confirmed how the operator's workload (man-hours) has increased or decreased due to the implementation of the countermeasures.

Step 6: Standardization 

This is the stage to standardize the measures with confirmed effectiveness and create operational rules to set them in various standards. It is also advisable to include training to transfer knowledge/techniques in the operational rules.

For measures with confirmed effectiveness, the conditions (position, time, temperature, pressure, rotation speed, etc.) should be quantified, and the evidence for those values should be clarified. Why are those values optimal? Up to which values are acceptable? What are the valid reasons for the control range? These details should be made clear. This information is very important for preventing recurrence and for future maintenance management. Think of this as clarifying the 'Know Why,' not just the 'How to'.

 

Step 7: Horizontal Deployment

Identify the targeted line/equipment for horizontal deployment based on loss analysis and the degree of impact on the target, and then horizontally deploy the countermeasures. This should be done based on the standards set in Step 6. There may also be cases where conditions need to be reset even for the same equipment, so the condition of the application target (e.g., deterioration, worn, differences or the presence of other factors) should be confirmed.

In any case, horizontal deployment will be done with the priority on setting conditions that are easy to manage, aiming to reduce overall losses. Of course, it is also very important to horizontally deploy the necessary skill transfer training.

If you would like to engage in a discussion with JMAC consultants, please reach out through our inquiry form at Contact JMAC!.

●Author profile

Nobuhiro Otsuka, Chief TPM Consultant

After joining the Japan Institute of Plant Maintenance (JIPM), Nobuhiro has been working on projects to improve productivity, reduce costs, and improve quality in the metal products, electrical and electronic parts, automotive, food and beverage, pharmaceutical and medical products, and paper industries. Nobuhiro provides consulting support from both a Gemba (shopfloor) perspective and a management perspective. Supports many companies both domestically and overseas. Currently works on a wide range of projects including TPM, cost management/cost reduction, quality improvement, industrial engineering, factory layout planning, purchasing/procurement, etc.

Katsunori Kanegae, Chief TPM Consultant, Director of TPM Consulting Business

After working as a production engineer at an electrical manufacturer, Katsunori became a consultant. As an expert in production strategy, production methods, and equipment management, he has been supporting domestic and international manufacturing companies in productivity improvement, cost management, defect reduction, inventory reduction, and lead time improvement projects. His expertise extends to researching advanced equipment maintenance technology and working on digital transformation in equipment maintenance. He also has authored numerous articles on digital transformation.