INTRODUCTION
OF LEAN MANUFACTURING PHILOSOPHY BY KAIZEN EVENT: CASE STUDY ON A
METALMECHANICAL INDUSTRY
Vinicius Mitsuo Kojima Campos
State University of Maringá - UEM, Departament of Production Engineering,
Brazil
E-mail: kojima@gmail.com
Syntia Lemos Cotrim
State University of Maringá - UEM, Departament of Production Engineering,
Brazil
E-mail: syntialceng@gmail.com
Edwin Vladmir Cardoza Galdamez
State University of Maringá - UEM, Departament of Production Engineering,
Brazil
E-mail: evcgaldamez@uem.br
Gislaine Camila Lapasini Leal
State University of Maringá - UEM, Departament of Production Engineering,
Brazil
E-mail: gclleal@uem.br
Submission: 14/10/2015
Accept: 30/10/2015
ABSTRACT
The competitive scenario requires
organizational strategies increasingly elaborated, creating the need of
companies to structure their management models in order to absorb these
conflicts generated by competition. The manufacturing area is financially
affecting deeply the company's results, thus process improvement comes as the
organization's survival guideline, and the rationalization of waste without the
need for high investments, shown a great competitive alternative. The
application of Kaizen event seeks to measure the benefits generated by the
implementation of the philosophy of lean manufacturing, working setup aspects
of machinery, the manufacturing process flow, reduced delivery lead-time and
inventory process. The Kaizen Blitz was applied in a production cell of
stamping and spirt processes. The obtained major improvements have been the
reduction of machine setup time, reducing lead-time of item processing, the
material flow within the production cell, and creating conditions for a more
flexible management of the production schedule.
Keywords:
Lean Manufacturing; Kaizen; Continuous Improvement; Waste Reduction.
1. INTRODUCTION
With
ongoing globalization process, consumer markets end up creating high levels of
criticality, challenging the survival of organizations demanding better levels
of productivity and quality, putting in proof their management methods.
In manufacturing, the pursuit of
excellence provides management with the target pointed to waste of the
production chain, defined as an activity that absorbs resources and creates no
value (WOMACK, 1998). After World War II the need for a competitive industry
inspired the Japanese to develop a set of new practices that would leverage its
competitiveness.
These
practices were called up as lean manufacturing techniques, where processes
leading to overproduction, waiting times (people and equipment); errors that
require correction, unnecessary inventories, excessive transport of materials
and movement of people are uniformed to continuous improvement actions (WOMACK,
1992).
High levels of quality,
productivity and competitiveness stimulated actions seeking continuous streams,
machinery and manpower in the best sequence of activities, aimed at reducing
waste in order to add value without interruption by setting guidelines called
Lean Thinking, created by Taiichi Ohno (PASCAL, 2008).
According to Correa and Vieira
(2008), the representativeness of the results that the Lean Manufacturing
methodology or lean production, which had as precursors Eiiji Toyota and
Taihichi Ohno of Toyota Motor Company has been a recognition of movement in the
Western world. The Lean Manufacturing methodology became part of the
organizations competitive strategy, providing productivity improvements whose
interest is to reduce costs, increase the availability of resources, increase
efficiency and reduce waste.
The work developed by Peinado and
Graeml (2014) concluded that in practice of Operations Management by the
corporations analyzed; among the most referenced topics in the contents of main
documents that direct to the production systems two of them stand out: quality
management (20.3%) and lean production system (with 15.8%) demonstrating the
relevance of lean production in production systems.
According to Imai (1996), the
spread of Lean Thinking can be stimulated through Kaizen events, setting up
projects aimed at optimizing existing resources, speed in the implementation of
changes, active employee participation, small steps and continuous approach of
the established goal. These short-term results end up promoting the alignment
of corporate guidelines with his cast through compromise. Karlsson and Ahlström
(1996) state that the Lean objectives address the reduction of waste, improved
quality, increased productivity, reduced setup times and reducing costs.
In the process of continuous improvement,
what actually have significance is to choose the moment of improvement even if
it is the minimum possible, not how much should be improved. Any process can be
analyzed in a different light undergoing positive changes every hour, day, week
or month, and the important thing is that some improvement has taken place,
further improving the processes and influencing the organization's maturity
level.
However, the ability of
continuously improve does not occur naturally, and requires involvement from top
management to operators, where the break paradigms include the absorption of
new values, specific skills, behaviors and actions aimed at continuous
improvement, supported by a philosophy dedicated to results (HARRINGTON, 1997).
Gonzalez and Martins (2011) confirm that the simple implementation of programs
and tools for troubleshooting is not enough, it is necessary that organizations
encourage learning and cooperation among its employees through the development
of human resources for such improvement initiatives are in fact continuous.
In most manufacturing companies,
the highest concentration of their capital is invested and focused on the
production sector, where productive resources (labor, machinery and raw
materials) require an increasingly mature management. The company granting the
study created a need for changing their behavior so some strategic objectives
can be met, such as increase of productivity, attracting new consumer markets,
increase of customer satisfaction and pursuit of industry leadership. The
choice of a lean production as a competitive strategy was given by the example
of the method efficiency applied to various sectors of manufacturing.
In this context, this paper aims to
operationalize the concepts of lean manufacturing through the development of
Kaizen Blitz, i.e., small projects that optimize existing resources in the
short term, with low investment, active participation of employees and the
approach of previously defined goals.
This text is structured into four
sections besides this introduction. The second section presents the theoretical
framework of Kaizen philosophy. The third section describes the research method
adopted. The fourth section describes the fieldwork. Finally, the fifth section
presents the contributions and limitations of this work.
2. KAIZEN PHILOSOPHY
To
Chen et al., (2000) Kaizen is a Japanese word that has become common in many
Western companies. According to Ashmore (2001) Kaizen originated in Japan in
1950 when the management of industries and government recognized that there was
a problem in the current system of management creating a labor shortage. Kaizen
is a kind of thinking and management, i.e., a philosophy to be used not only in
management but also in everyday life. This means a gradual and continuous progress,
intensification and improvement (ASADA et al., 2000).
The process of continuous
improvement is the expression that comes closest to the translation of the
meaning of Japanese culture Kaizen, though not solely to process improvement,
such as the manufacture of products, services, customer service, relationships
with suppliers and unions (KOSANDAL; FARRIS, 2004).
There are two levels of Kaizen:
Kaizen of Flow: or of system, that focuses on the value stream, addressed to
the management; Kaizen of Process: focuses on individual processes, directed
work teams and team leaders (ROTHER; SHOOK 2003); (MALIK; YEZHUANG, 2006).
The basis of Kaizen consists of
simple concepts but no less important as 5S, set by Japanese experts as a set
of morals and manners, resulting from the traditional form of behavior at home
and at school (MICHALSKA; SZEWIECZEK, 2007). The generality and simplicity of
Kaizen ranges from activities that focus on the development of solutions in the
Gemba (factory floor), the implementation of a predetermined plan changes, the
fluidity of course paperwork, assuming various levels of involvement and
magnitude of projects.
Kaizen event is characterized as a
technique that realizes improvements in both deployment both in a production
process and in administrative process. It is a technique for the rapid
implementation of improvements, with the effective participation of the
operational level. This type of event is in a short-term intensive effort to
improve dramatically the performance of a limited scope process (LIMA, 2010).
The events aim to maximize productivity without generating an increase in cost,
and may take different levels of coverage, emphasizing teamwork because each
Kaizen Event is formed a cross-functional team of operators, engineers, people
of the administrative sector, suppliers and sometimes outsiders.
With work focused, the team
identifies the problem and the attacks from several angles, encouraging
creative solutions, therefore, since the team approved the idea, improve is
deployed immediately with the full support of the organization (CHAVES, 2010).
Depending on the lean tool that
needs to be deployed, the event's scope defines the extent of the schedule,
with their respective schedule, number of participants and technical requirement
level, taking into account some key features (CHAVES, 2010):
a) Forming
a team of up to 12 people.
b) To
fulfill the mission in five days.
c) Staff
should be entirely focused on the mission to be fulfilled.
d) The
dedication must be unique and not having anything else to do next week.
e) It
has priority in the use of manufacturing resources and obtaining information.
The Kaizen differs from traditional
processes of continuous improvement because it is almost entirely based on
action, where teams are responsible for the development and implementation of
its solutions by employing another level of efficiency and speed, creating or
changing processes and letting a new in place (LIMA, 2010).
Singh and Singh (2009) state that
the Kaizen philosophy sparked considerable interest among researchers because
it increases the company's productivity and helps produce high quality products
with minimal effort.
3. RESEARCH METHOD
The
nature is an applied research, wherein the approach is quantitative, where a
performance analysis of the proposed solutions has been performed. Moreover,
objectives' perspective, the research is exploratory (GIL, 2010).
The
steps involved in the research were:
•
To characterize the company and the process to be
analyzed;
•
Perform Kaizen Event in the cell of manufacture of the
component observed;
•
Quantitatively evaluate the results employed by Kaizen
event by analyzing the output from the cell, the process flexibility and the
work piece processing time;
•
Qualitatively assess the improvements proposed by
Kaizen Event, analyzing the physical organization of the cell, ease of running
the operating procedure and the motivation of the operator.
The
start of the project was given according to a tactical direction where an
analysis of results of the production cell in question cast doubt on the
efficiency, evaluating critically deliveries of the cell at a given time. It is
important to highlight that in a previously moment it had already been
performed a valuable analysis on the entire production process of the company,
which turned out to outline the priorities of events, listing in order to sort
the projects according to their impact on the outcome of production.
First,
a leader chose a team of multifunctional employees who focused on information
and directed the development of the project. Later, after team recruitment, all
the information inherent to the cell manufacturing process were mapped,
highlighting important factors in the outcome of cell, such as: capacity,
delivery lead time, delivery volume, overall efficiency, production flow and
setup time.
On
further analysis of the collected data, general and secondary objectives of the
project were defined, and considering that the kaizen event aims to eliminate
waste from the process, the main problems that limit the results of the
manufacturing cell were stated. After a critical analysis of these problems, it
was outlined an action plan for the permanent elimination of the causes that
determined a significant impact level for the process.
In
the stage of action plan implementation, it were delegated the deliveries of
each team member according to their specific expertise, in which they became
responsible for "pulling" the actions within an agreed schedule among
all. A quantitative analysis was performed at the end of a period of
adjustment, where the same indicators that have been raised at the beginning of
the project are re-evaluated, generating a feedback of improvements
implemented. For a qualitative perception of improvement of the subjective
criteria such as, organization of physical means of production cell,
satisfaction and commitment of the operator and ergonomics from operating
activities were evaluated.
4. FIELD RESEARCH
This
section presents the characteristics of the process, efficiency analysis and
the conducted Kaizen blitz.
4.1.
Process
Characterization
The
object of this research study is a company located in the Northern of Parana
state, active in the metal mechanical sector. With a staff ranging between 160
and 170 employees, sells its products throughout MERCOSUR territory. Its
manufacturing sector is subdivided into three areas, two of which are
responsible for manufacturing components that feed an assembly line where the
finished products are designed.
The
observation of the study and all its systematic was directed to one of the
cells that manufacture part component of the final product, adding seven models
similar in their geometrical characteristics, however, different with respect
to their dimensions. As an example, it was called "component", the processed
object on the premises of the cell and increasingly compared to their size,
gain an alphabetical reference to differentiate themselves from others
(Component A, B, C, D, E, F, G) .
The
component manufacturing process is identical for all models, and the beginning
of the transformation is given by cutting the flat steel plate, which is
received from the supplier in accordance with a specification of measurements
(thickness, width and length), ensuring cutting process efficiency.
This
raw sheet is processed in a cutter which supplies not only the cell component,
but also a second cell fabrication, which for its part subsequent process,
another cut, and giving rise to its final geometry. With the aid of a matrix,
the hydraulic press (hydraulic press 1) making the second cut in the steel
sheet, which undergoes a drawing process in its third manufacturing step, also
by dies, but in a second hydraulic press (hydraulic press 2). And as a final
step of adding value have the fourth component of the processing step,
characterized by making an edge component at the bottom.
As
processes still belonging to the manufacturing process under study, being cited
as a last process that occurs during the component processing, washing, that
does not add value to the product, but is essential for the subsequent
operation, welding. Besides washing process, it can be mentioned handling and
waiting processes between guillotine cutting and cutting processes by the
hydraulic press 1, and between the crimping process and component washing.
Two operators are required to
operate the guillotine, and a third operator is responsible for manufacturing
the component that passes through the presses and curler, and a fourth operator
is prompted when the washing of the caps is required to be used in the welding
process.
The materials handling processes are
the industry leader's responsibility using the forklift to move the lots that
are processed in the guillotine and going from guillotine to the hydraulic
press 1. The machine operator himself, who also carried the loading and
unloading machines, moves the component one by one into the manufacturing cell.
A materials mover is responsible for
moving the ready dirty components, stored in metal boxes, for an intermediate
warehouse. The storage and handling of the batch back to the cell, which is
required when the washing of the components for its use is needed in the
welding process; it is also within the competence of materials mover.
It
is important to point out that the two hydraulic presses and curler make use of
tools dedicated to the manufacture of component models and every time is
required to manufacture a particular model, conducting a setup (machine
preparation) is required, which is held by the industry leader and also the operator
of the presses and curler. Figure 1 shows the layout of machines and the path
followed by the piece within the cell.
Figure 1: Process
Flowchart map
a)
Efficiency Analysis
Quantitatively showing the line
efficiency, first it was checked the monthly productivity of the manufacturing
cell, considering a one year period. In order to get a sense of how efficient
the cell was being information of the volumes produced in the period according
to their models were gathered up, and to analyze the efficiency, the actual
production information to conflicted with a planned production generating an
indicator of cell efficiency, which indicated 75%.
Mapping
the process and sizing the capacity of each workstation, observe the possible
bottlenecks and also the activities that do not add value to the process of
transformation. It is important to conflict the process capability data and
manufacturing Lead Time, thereby obtaining an idea of how much waste the
process is suffering.
Table 1 illustrates the operational sequence for the
manufacture of components and also the analysis data for the capacity
parameters and process processing time.
Table 1: Manufacturing Process Capability
Other process parameters were also evaluated, for
example, economic batch size which determines the quantity to be processed and
subsequently stored volume. This inflexibility adds number characteristic to
the process by limiting the variability models that can be processed in a same
time interval.
The setup time also has significant influences to the
process, determining the machine stop time needed for the preparation inherent
in the production of a different model from the foregoing that had been
processed, limiting the time available for production.
b)
Kaizen Blitz
The realization of the Kaizen Blitz followed a phased
order constituting the project in six steps, arranged in: 1) Training of staff;
2) Critical Analysis of the Process; 3) Opportunities for Improvement; 4)
Action Plan; 5) Presentation of Results; and, 6) Checklist.
First it was recruited a team of 12 people from
different sectors, each of which would have a different assignment in the
project. Through integration, a group dynamic was held, where the main goal was
to show the team problem-solving capacity and start the group socialization.
Later, it was performed an analysis of the current
situation of the process, which were highlighted aspects of unproductive and
waste, such as: Deficit of the produced volume, process inventories, machine
time stopped and physical effort of the operator. From this analysis, the
project objectives were established, which were summarized in five key goals:
•
Ensure the production of 5040 components / month
•
Reduce setup time of hydraulic presses by at least 50%
•
Increase the productivity of the cell by 15%
•
Implement 1st and 2nd "S" of the 5S program
•
Implement at least five actions safety / ergonomics
Defining the main action plan guidelines, there was a
brainstorming where the main aspects of the process to be improved were found.
Table 2 shows the improvement opportunities that guided the drafting of the
action plan.
Table 2: Opportunities for Improvement
Item |
Improvement opportunity |
Attribute |
1 |
Very
high Setup total time |
Setup |
2 |
Lack
of process flexibility before the variation of designs |
Productivity
/ Setup |
3 |
Restriction
of the use of forklift for moving the matrix |
Setup |
4 |
Difficulty
in the movement of materials within the cell |
Ergonomics |
5 |
Difficulty
in positioning the matrix during Setup |
Setup
/ Ergonomics |
6 |
Excessive
movement of the operator to pick up tools |
Setup |
7 |
Difficulty
of fixing the matrix during Setup |
Setup
/ Ergonomics |
8 |
The
need for another operator to washing of the components |
Productivity |
9 |
Excess
moving of materials |
Productivity |
10 |
High
volume of work in process |
Productivity |
11 |
Lack
for standard to operations flow in the cell |
Operating
standard |
12 |
Process
of components washing manual |
Productivity |
These
aspects were highlighted as crucial to meet the objectives of the project, they
are circumstances that directly impact the results of the cell, limiting their
efficiency in order to generate various waste for the manufacturing process.
In order to add value to the component manufacturing
process, it was made an action plan that had as main objective to assign to the
process, the characteristics required to fulfill their initial goals of the
Blitz. Table 3 highlights the actions that have been implemented and that
relates each improvement.
With the
creation of new production flow, the stage of products waiting to be washed could
be eliminated, creating the product condition out of the manufacturing process
finished, reducing considerably the process components, the manufacturing lead time (reduction 99%), besides
eliminating the need for an operator for the activity of components washing.
Table 3: Kaizen Components Action Plan
Item |
Action |
Improvement / Investment |
1 |
Implement
pneumatic fasteners to fix the matrices in the setup process |
Hydraulic fixer |
2 |
Create
conditions for easy positioning and adjustment of the matrices in the setup
process |
Hydraulic ruler with transfer
spheres |
Table base "T" |
||
Mobile positioning Door-post |
||
3 |
Eliminate
the use of forklift in the setup process |
Removable
arm with transfer spheres |
Cart to
setup with transfer spheres |
||
Rack
with rollers |
||
4 |
Create
continuous flow of operations and eliminate waiting products for washing |
Operating Procedure |
5 |
Create
physical conditions for the crimping of the components followed by washing
caps |
Packing
to product available for welding |
Windy
manual to drive components |
||
Trough
to waiting process components |
||
6 |
Create
new layout incorporating the flow of activities and the setup process without
the use of forklift |
New
Layout project |
Crane Service for moving
machines |
||
Electric and pneumatic
installations |
||
7 |
Arrange
the environment so that every physical element of the cell has local and
proper identification |
Tools Panel |
Panel to project consultations
and production orders |
||
Identification of the tools,
dies and components |
The creation of the new layout has absorbed the necessary
conditions for the creation of continuous flow of productive operations of the
cell, it also provided the possibility of the setup process be performed behind
the hydraulic presses, creating conditions for fixing and positioning
activities to be carried out parallel to exchange of matrices.
With the installation of hydraulic
fasteners to the process of establishment of matrices, the time of activity
loosen and tighten the fasteners was reduced considerably, generating approximately
20 minutes time savings in the setup process. These fasteners aims the same
function as screws, nuts and washers, however the hydraulic clamp supported at
two points between extremity of the matrix and the base of the hydraulic press,
hydraulic oil is triggered by generating a compressive force in the fixed
parts.
There was a precarious organization
condition of tools and resources available and used in the manufacture of cell,
moreover, there was no markings on the floor of the safe areas of the cell, or
entry and exit of materials, ended up causing a chaos of components within the cell.
Thus a job that will provide any
employee to find quickly and easily all the features of the cell was achieved,
beyond the easy reference of information required for manufacturing (technical
specifications of projects and production orders). The physical boundaries of
the cell have also been standardized, useful area of the cell, input area and
output materials and scrap disposal area.
For process control, some indicators
that would guide the decision making of managers in the area have been
standardized, as the continuous improvement process do not finish when the
implementation of the actions is carried out, there is a need to check the
results through analysis criticism that guide decision-making. Table 4 presents
the indicators proposed for monitoring cell. For each indicator is described
its purpose, timing, expression and goal.
Table 4: Production Indicators, Process and Quality
Index |
Objective |
Periodicity |
Formula |
Goal |
Production
volume |
Generate feedback on the achievement of goals for the
planned production volume of each component |
Weekly |
|
100% |
Efficiency |
Generate feedback for short-term decisions by daily
cell efficiency |
Daily |
|
100% |
Schedule appointment
|
To evaluate the efficiency of production by component
model |
Schedule |
|
85% |
Setup
time |
To evaluate the efficiency of the machines
preparation process |
Unit |
|
<
30 min. |
Cull |
Evaluate the quality of service and processing
provided by the production cell |
Monthly |
|
<
5% |
5. FINAL CONSIDERATIONS
The
adherence to lean manufacturing and organizational strategy provides a big
difference to the sustainability of organizations. Create conditions to do more
with less is the great challenge for companies competing in the market, and the
concept of waste disposal processes, enable a product with higher added value
at a very competitive cost.
The study was intended to demonstrate
the gains that the implementation of process improvement methodology, guarantee
significant results only companies with a better structured combination of
existing resources. However the greatness that these improvements are
implemented, derived from the process maturity level, and in sometimes still
needed some investments.
Starting from a condition where the
process taken as an object of analysis could not achieve planned results, it
sought to create conceptual alternatives for the resolution of problems through
lean manufacturing. Thus, as a result of the literature review the practical
part of the research was structured demonstrating the routines of kaizen event,
and their respective deliveries, becoming more "tangible" the
presentation of project execution.
The method of process improvement
through Kaizen events provides a position to act on various critical processes
of the value chain in a short period of time, and consume little runtime and
have a low budget implementation, enable the consolidation of improvement
continuous processes, by creating an organizational culture that prey by optimizing
and facilitating the work.
It is true that the change bothers to
break paradigms that are created after a certain accommodation of one's work
routine, but it is clear that the incorporation of this philosophy becomes
clearer when one suffering influence of certain events, notice the ease in
their day by day.
The way it should be conditioning the
method depends on several organizational factors, such as organizational
culture, organizational structure, process maturity, availability of resources
and so on, but it is important that every business understands the
peculiarities and understand the proposal philosophy.
For the process, one can highlight
various aspects that have been improved, for example, lead product delivery
team, decrease in set time, gains in productivity, processing pattern,
decreased physical effort of the operator and greater operator involvement with
the company's results. This is the main goal of philosophy Lean Manufacturing,
reduce waste of value adding processes, generating most significant findings
with the efficiency of processes.
Making operators believe the changes
that were proposed was somehow a limitation of the project, since its
criticality before the proposed projects was limited, since it was the first
contact with the concept. Many lack of understanding of the proposals caused a
rejection of the changes, and the operator had just insisting on older
operating addictions, ending often angry with the new routine.
This factor required certain skills
of project managers and area to spread the proposal of cultural change,
creating conditions for the operator realized that what was being proposed was
for their own job satisfaction, creating conditions so that their work could be
run more easily and efficiently, and contribute to the company's costs.
The available time for training was
also a critical factor of the project. Just training was given in order to
familiarize the people involved in the project that had never had contact with
the subject. This circumstance turned out to aggravate both the issue of
operator resistance, as well as the sense of urgency in implementing the
activities. The full availability of some project members reduced the dedicated
time for carrying out the planned actions, causing the delay of some deliveries,
delaying the implementation and realization of the plan. In addition, the
precarious nature of some features, there was need for some investments that
increased the project budget, and the deadlines for implementing those actions
had to be extended due to lack of availability of resources for the financing
of acquisitions.
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