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Manjunath Shettar et al. Int. Journal of Engineering Research and Applications www.ijera.com
ISSN : 2248-9622, Vol. 5, Issue 5, ( Part -2) May 2015, pp.101-103
www.ijera.com 101 | P a g e
KAIZEN – A case study
Manjunath Shettar*, Pavan Hiremath**, Nikhil R***, Vithal Rao Chauhan****
*Asst. Professor, Department of Mechanical & Manufacturing Engineering, Manipal Institute of Technology,
Manipal University, Manipal, Karnataka, India.,
**Asst. Professor, Department of Mechanical & Manufacturing Engineering, Manipal Institute of Technology,
Manipal University, Manipal, Karnataka, India.
***Asst. Professor, Department of Industrial and Production Engineering, Gogte Institute of Technology,
Belagavi India.
****Asst. Professor, Department of Mechanical Engineering, Rao Bahadur Y Mahabale shwarappa Engineering
College, Bellary, India.
ABSTRACT
The ultimate objective of manufacturing industries is to increase productivity with high quality. At present,
many manufacturing companies are facing problems such as high quality rejection, high inventories, high lead
time, high costs of production, and inability to cope with customer orders.
By implementing and practicing the lean production system many problems can be solved without employing
high-tech and high-touch approaches but by involving people on the shop floor in Kaizen activities. Kaizen is
one of the powerful tools of lean manufacturing. Kaizen refers to continuous improvement in performance, cost
and quality. Kaizen ensures that manufacturing processes become leaner and fitter, but eliminate waste
(problem) where value is added.
The main objective of this paper is to provide a background on kaizen, present an overview of kaizen concepts
that are used to transform a company into a high performing lean enterprise. A case study of implementation of
Kaizen‟s has been discussed.
Keywords: Kaizen, Lean Manufacturing, Muda, Lead time,..
I. INTRODUCTION
Kaizen means improvement. Moreover it means
continuing improvement in domestic life and
working life. Kaizen means continuing improvement
involving everyone - from top management to
managers and workers, when it is practiced at
workplace (Imai, 1986).
The Kaizen philosophy has been implemented in
organizations around the world as a way to improve
production values while also improving employee
morale and safety. The Kaizen philosophy may be
applied to any workplace scenario due to its simple
nature. Taiichi Ohno and Shigeo Shingo developed
in at Toyota. The kaizen in important tool for Lean
Manufacturing, the Toyata Production System (TPS),
Just In Time other effective manufacturing strategies.
(Koichi)
Kaizen - The Definition
Kaizen (Ky „ zen) is a Japanese term that means
continuous improvement, taken from words 'Kai',
which means continuous and 'zen' which means
improvement. Some translate 'Kai' to mean change
and 'zen' to mean good, or for the better (Palmer,
2001).
II. LITERATURE REVIEW
In the literature that mentions kaizen is often
emphasized small group activity such as quality
circles and/or suggestions made by individual
workers. In TPS (Ohno, 1978), which explains
kaizen methods are useful to increase the
productivity and product quality.
Suzaki (1987) explains that Kaizen is a
philosophy widely practiced in belief that, that there
is no end to make a process better. Each small
improvement consists of many levels of
development. Mainly used for improving
manufacturing processes.
Teian (1992) describes that, Kaizen is much
more than just a means of improvement, since it
speak to the day by day obstacles happening in the
work environment and the way in which these
obstacles are succeed. Kaizen can be applied to
where on need of improvement.
Deniels (1995) describes that the best approach
to accomplish principal change on the shop floor is
to empower operators to create their own particular
measures, to adjust business procedures and to utilize
them to drive their Kaizen exercises.
The author clarifies that operators are the
specialists and once they understand that they are the
one, who is going tackle the obstacles, and afterward
everything they need is some direction.
RESEARCH ARTICLE OPEN ACCESS
Manjunath Shettar et al. Int. Journal of Engineering Research and Applications www.ijera.com
ISSN : 2248-9622, Vol. 5, Issue 5, ( Part -2) May 2015, pp.101-103
www.ijera.com 102 | P a g e
Womack and Jones (1996) refer to Kaizen as a
lean thinking and lay out a systematic approach to
help organizations systematically to reduce waste.
They describe waste as any human activity that
absorbs resources but creates or adds no value to the
process. Most employees could identify muda in
their workplace, but unfortunately the waste that they
identify is only the tip of the iceberg. The authors
state that until these employees have been taught the
essentials of lean thinking, they are unable to
perceive the waste actually present in their
environment.
III. KAIZEN EVENT
This is the means by which we get employees
involved in Kaizen. The accompanying pointers offer
direction for anybody contemplating actualizing
Kaizen:
1. Choose a segment of the business, whereupon
Kaizen will be actualized.
2. Settle on a group pioneer for the group -
guarantee this individual has all the right
preparing.
3. Unite the group, and clarify the hypothesis
behind Kaizen, let the group talk about issues in
the work environment.
4. Get the group to talk about the same number of
issues as they would wish to handle, recall that it
doesn't need to be a solitary issue against which
they ought to center, a few little issues are
constantly advantageous taking a gander at.
5. Let the group choose which issue(s) will be
handled. It is the group that knows best about its
surroundings.
6. Let the group choose what the fundamental
driver of concern with respect to the issue(s) are.
7. Let the group choose how the issue(s) will be
measured - how has the current issue been
chosen? Also, by what means will we screen the
current circumstance?
8. Data about the issue is accumulated.
9. The group ought to now be in a position to
concoct a target circumstance, let the group take
a gander at the benefits of diverse arrangements,
let the group settle on target culmination,
execution dates.
10. Let the group, choose how to achieve the change
to the work environment, is it going to be
outwardly conveyed? Verbally conveyed?
(Work-practice changes), and so on.
11. At last let the group choose how they will screen
the progressions they bring, to perceive how
fruitful they have been.
IV. Case Study
A case study was conducted in an automotive
parts manufacturing industry. Kaizen‟s are
implemented in hydraulic actuator assembly line.
Kaizen – 1
Figure 1: Kaizen 1
Sizing tool is used for the proper alignment of
piston rod sub-assembly in to the tube. Operator has
to pick up sizing tool and place properly on the tube
in the assembly stage for each assembly of actuator.
Due to the more weight of sizing tool, the fatigue to
operator is more. Also the loading/unloading time is
more. By the high fatigue to operator, he misses the
usage of sizing tool during assembly, which will lead
to the misalignment of piston rod assembly and the
tube. Due to this misalignment the actuator doesn‟t
operate to the requirement, while testing in cyclic
test rig. This ends up with the rejection of actuator,
which will be again reworked. To overcome all
above problems, reduction of weight of sizing tool is
must. So as above shown in figure, the sizing tool
material is changed from steel to aluminium, which
leads to reduction in weight by 2.52 kg and reduction
in loading/unloading time by 4 secs.
Kaizen – 2
Figure 2: Kaizen 2
Piston rod is clamped by the clamping leaf and
clamping bolts. Clamping would have been done
manually, as operator had to tight all four clamping
bolts by the rod as shown in figure 2. All four
clamping bolts have to be tightened to hold piston
rod rigidly in fixture. For tightening it took more
time as well, it‟s required extra effort to operator.
Manjunath Shettar et al. Int. Journal of Engineering Research and Applications www.ijera.com
ISSN : 2248-9622, Vol. 5, Issue 5, ( Part -2) May 2015, pp.101-103
www.ijera.com 103 | P a g e
Improved fixture, Piston rod is clamped by the
pneumatic actuator arrangement as shown in above
figures. As piston rod has rectangular slot on its one
end, the clamping has done on that rectangular slot to
hold piston rod rigidly. Due to pneumatic clamping,
time and effort by operator is reduced.
Kaizen – 3
Figure 3: Kaizen 3
Previously operator has to stand and inspect
closely, the cylinder for any leakages. It was taking
more time for the operator to inspect the cylinder for
leakages at the ends and welded part.
By introducing developer (Magnaflux) for leak
inspection as shown in figure, the time has reduced
by 30 secs.
Kaizen – 4
Figure 4: Kaizen 4
Two different sized actuators are assembled on
same assembly area. One is having 410 mm length
and another one 350 mm. As shown in above figure
spacer is introduced for small lengthened actuator.
Spacer -To accommodate the length of new pattern
with the existing assembly work station.
Benefits achieved by kaizen:
Reduction in cycle time.
Lower Operator fatigue.
Lower in quality rejection.
New pattern accommodated.
Increase in Operator confidence and morale.
V. CONCLUSION
Kaizen implies change. It implies little changes
done reliably over a drawn out stretch of time.
On the off chance that you incorporate the
kaizen standards into your working
environment, you will see perceptible upgrades
immediately, and extraordinary enhancements in
the long haul.
The advantages to applying the standards of
kaizen are complex. Arrangements accentuate
practical, ease approaches, constant modification
and change gets to be conceivable and further
attractive. It is not even constantly important to
increase upper administration support to roll out
improvements.
The Kaizen methodology endeavors to give
unified consideration regarding both process and
result.
Kaizen gives the ideal information for future
execution of any thou
REFERENCES
[1] Imai M (1986), Kaizen: The Key to Japan‟s
Competitive Success, McGraw Hill, New
York, USA.
[2] Koichi Shimizu, Transforming Kaizen at
Toyota, Okayama University.
[3] Palmer V S (2001), “Inventory Management
Kaizen”, Proceedings of 2nd International
Workshop on Engineering Management for
Applied Technology, pp. 55-56, Austin,
USA.
[4] Wormack J.P., Roos D., and Jones D.T.
(1990), The Machine that changed the
World, Macmillan
[5] Ohno T. (1988), Toyota Production System:
Beyond Large-Scale Production,
Productivity Press, Cambridge (Japanese
version, 1978)
[6] Suzaki K (1987), The New Manufacturing
Challenge-Techniques of Manufacturing
Systems, John Wiley and Sons, Inc., New
York.
[7] Teian K (1992), Guiding Continuous
Improvement Through Employee
Suggestions, Productivity Press, Portland,
US.
[8] Deniels R C (1995), “Performance
Measurement at Sharp and Driving
Continuous Improvement on the Shop
Floor”, Engineering Management Journal,
Vol. 5,No. 5, pp. 211-214.
[9] Womack J P and Jones D T (1996), Lean
Thinking, Simon & Schuster, New York.
[10] Jagdeep Singh and Harwinder Singh,
Kaizen Philosophy: A Review of Literature,
The Icfai University Journal of Operations
Management, Vol. VIII, No. 2, 2009.
