GUIDE: MR. RAGHU PRASAD, Manager.

Presented by A.Sakthi Shunmuga Sundaram, Reg.No:9909009334

PROJECT ORGANIZATION CHART:

MR.RAGHU PRASADMGR

MR.ANIL KUMAR-AM

KAIZEN TEAM

SAFETY & ENVT. TEAM

COST TEAM

MR.GONDALLI

MR.SURESHA

MR.GIRISHA

GUIDING PRINCIPLES:
How can you expect to do your job without getting your hands dirty.

Before you say, you cant do something.. try it!.

An engineer who has power to critize but not take action is not able

to make cars.
Good thinking; Good Product Engage in Creative thinking Actively.

KEY RESPONSIBILITIES:
Identification of kaizen in P#2-Weldshop.

Provide counter measure and Implement the kaizens.

Support for Cost team and Safety & Environment team. Identify the improvement area.

OBJECTIVE:
Identification of the Improvement areas and Implementation of

counter measures in the Toyota Weld shop.

Improvements like Space reduction, Effective space utilization,

Energy conservation, Cost reduction, Safety aspects, Wastage reduction and Karakuri methods in Weld shop.
This has to be done with less or zero investment. Increasing or maintaining the productivity without decreasing the

quality.
This should be practiced considering the SQPCH.

INTRODUCTION TO TPS

SAFETY

QUALITY

TOYOTA

THE TWO PILLARS OF TPS:

JUST IN TIME:

it is a timely basis. It means to produce and convey what the need is, when they want exactly and the amount needed.. it is a pull system.
JIDOKA-Automatic self stopping machine.

It stops on abnormality to build quality. it refers to the ability of the machines or production line to be stopped in quality problem, equipment malfunctions or work being late either by machines which have the ability to sense abnormality or by employees.

STANDARDISED WORK:
Standard work means considering SQPCH. Practicing safe work by learning to identify and arresting risks. Standardized work is the foundation for success of TOYOTA

Following 5S
Seiri-Sorting
Seiton-Arrange Seiso-Cleaning Seiketsu-Standardising Shitsuke-self Discipline

KAIZEN:
KAIZEN-Continuous improvement or change for the improvement.

Kaizen can be achieved by the elimination of 3Ms

1. 2. 3.

Muda-increased cost but adds no value. Mura=Muda+Muri Muri-over hard work or strain. Foundation of Kaizen is Standardization.

Focused improvement is an essential requirement for sustaining

and gaining a competitive advantage.

TYPES OF MUDA:
Muda of Over production Muda of waiting Muda of transportation Muda in processing Muda of inventory Muda of motion

Muda of defective

CONSIDERATIONS IN KAIZEN:
SAFETY

ERGONOMICS

QUALITY

KAIZEN

COST

PRODUCTIVIT Y

PDCA CYCLE:

PLAN

ACT

DO

CHECK

FUNDAMENTALS OF TPS

IMPLEMENT & EVALUATE

IDENTIFY THE IMPROVEMENT AREA

BRAINSTORMING

STEPS INVOLVED IN KAIZEN

SELECT A THEME

ANALYSE THE PROBLEM &

GRASP THE SITUATION & UNDERSTAND THE CONCEPT

CAUSE

IDENTIFY ABNORMALITY

POKA YOKE:
It means fool proof system. Ultimate aim is zero defect. Poka Yoke is a vital factor in eliminating defects. Simply it is impossible for an operator to insert a component other

than the correct one in any position.

The arrangement prevents the accidental error of the operator from

spoiling the work.

SAFETY & ENVIRONMENT:

SAFETY:
Safety is the state of being "safe", the condition of being protected

against physical, social, spiritual, financial, political, emotional, occupational, psychological, educational or consequences of failure, damage, error, accidents.
By the use of PPE and other equipments. Accidents happen due to unsafe act and condition.

TYPES OF ACCIDENTS:
A-Actuator=Due to machines.

B-Big=Equipment hits man.

C-Car=Tow car hitting while crossing. D-Drop=Men falling from height. E-Electrical=Shock, Short circuits F-Fire=Due to oil spillage.

G-Gillete=Cutting or injury by sharp edge.

H-Health=Ergonomic Activity, Back pain.

HEINRICHS PRINCIPLE:
It states that for each & every major industrial accident

there are 29 minor accidents & 300 near miss accidents derived
from same cause.

1 29 300

Following 5R:
Refine

Regenerate

Reduce

Recycle

Reuse

HIYARI HATO:
Sensing potential danger; reporting and taking counter measure

before it could result in accident.

It is done to make our working area safe by eliminating risks and

avoid accidents.

MATERIAL SAFETY DATA SHEET (MSDS):

MSDS is a document that contains information on the potential

hazards (health, fire, reactivity and environmental) and how to work safely with the chemical product. It is an essential starting point for the development of a complete health and safety program. It also

contains information on the use, storage, handling and emergency

procedures all related to the hazards of the material. The MSDS contains much more information about the material than the label.

PURPOSE OF MSDS:

It is intended to tell what the hazards of the product are

how to use the product safely. what to expect if the recommendations are not followed. what to do if accidents occur. How to recognize symptoms of over exposure. What to do if such incidents occur.

WHAT INFORMATION IS ON THE MSDS ?:

There are nine categories of information that must be present on an

MSDS.
Product Information: product identifier (name), manufacturer and

suppliers names, addresses, and emergency phone numbers.

Hazardous Ingredients.
Physical Data. Fire or Explosion Hazard Data.

 Reactivity Data: information on the chemical instability of a product

and the substances it may react with.

Toxicological Properties: health effects. Preventive Measures. First Aid Measures. Preparation Information: who is responsible for preparation and date

of preparation of MSDS.

WHEN TO USE MSDS:

Always be familiar with the hazards of a product BEFORE you start

using it. You should look at a MSDS, match the name of the chemical on your container to the one on the MSDS, know the hazards, understand safe handling and storage instructions, as well as understand what to do in an emergency.

 OCP-Operation Control Procedure. WMCC-Waste Management control chart.

these are the other tools used to execute Environmental policy.

LITERATURE REFERRED

APPLYING LEAN PRINCIPLES AND KAIZEN RAPID IMPROVEMENT EVENTS IN PUBLIC HEALTH PRACTICE
It followed kaizen methodology and made significant improvements

in scheduling time, resulted in reduced operational cost, improved working condition and efficiency.
Morning shuffle and Pre shuffle process is practiced everyday. By utilizing the PDCA cycle to perform small test of changes before

making large scale changes.

Preparation for a future kaizen including 5s.
Kaizen produces both tangible and intangible results.

KAIZEN PHILOSOPHY A MANNER OF CONTINUOUS IMPROVEMENT OF PROCESSES AND PRODUCTS

The philosophy conducting to the increase of productivity without

simultaneously decreasing of quality, based on PDCA cycle.

Simplest method of problem identification are observing small

incompatibilities in the result of work, than finding the sources of

incompatibilities.
Continuous searching the answer to the WHY? Questions, leads to

improvement.
Such an approach promotes creation for positive relation between

employee and work.

IMPLEMENTATION OF KAIZEN AND POKA-YOKE TO ENHANCE OVERALL EQUIPMENT PERFORMANCE

Focused improvement is an essential requirement for sustaining and

gaining a competitive advantage.

Operational defects are eliminated at the root cause level and are

prevented from reoccurring by Overall Equipment Effectiveness.

TPM permanently improves the OEE with the active involvement of

operators.
OEE continuously focuses the plant on the concept of zero-waste. Six major losses are overcome by the Focused Equipment

Improvement and Autonomous Maintenance.

A KAIZEN BASED APPROACH FOR CELLULAR MANUFACTURING SYSTEM DESIGN

In order to remain competitive in the global economy and to satisfy

both internal and external customers continuous improvement of process is necessary.

To redesign their shop floor, replacing expensive, non flexible

automation with low cost and highly flexible cellular application.

To reduce the production cost and to increase the quality of the

product.
Review of the current situation,Brainstorming,Evaluation and

selection of process,simulation,Design,Presentation and implementation.

METHODOLOGY PROPOSED:
KAIZEN methodology is adopted here. It means Continuous improvement. It leads to gradual and continuous progress, increase of value,

intensification and improvement.

The basis of kaizen are constituted by 5s.
Transformation can be done considering the PDCA cycle,

5Rs,SQPCH of the work environment.

Kaizen is focused on making small improvements on a continuous

basis.

KAIZENS IN WELDSHOP-P2

ISO BIN-POKA YOKE

INTRODUCTION:
Poka yoke means fool proof system. ISO BINS are used to dispose waste. Totally 6 bins are there in one dolly The color codes are as follow, 1. 2. 3. 4. 5.

Paper-white Plastic-black Wood- brown Glass-sky blue Cotton-yellow

6.
7. 8.

Hazardous-red
Steel- Green Metal dust-blue

PROBLEM IDENTIFIED:
Bin mis-match/ location in dolly is frequent. So segregation is not

good
Bins are taken for other activities during maintenance or during 4s

activity and are not replaced again. So bins are missing.

Some times all bins are not placed in dolly and it is taken to value

added yard. Due to this also segregation is not good.

Even when all the bins are not placed, the bin can be moved.

BEFORE KAIZEN:
BIN INTERCHANGE

Bin interchange

ABSENCE OF BIN:

No bin

COUNTER MEASURE:
Unique projections were made at the circumference of the bins. To

avoid inter change

In order to seat those projections on the dolly grooves were made on

the surface of the dolly.

To hold the dolly in correct location a boundary has been made, into

which the bin will seat.

In order to avoid dolly movement without placing all the bins,

mechanical advantage is used. It is stopped with the help of bush provided at the bottom.

DESIGN OF BIN-POKA YOKE:

Projections and grooves for all bins:

Bin Projection

LOCKING SYSTEM:

Bearing

Bush

Projection seat

PROJECTIONS AT THE BOTTOM OF BINS:

BIN BOUNDARY:

Bin boundary

Groove

AFTER KAIZEN:

Standards are maintained

ABNORMALITY SHEET:

ACTIVITIES PLANNED:
Further improvement in bins like providing small holes in bins

except the hazardous wastage bin, so that it wont be used for other
activities.
Separate door for each bin. For easy accessibility.

Labeling on the bins, doors, sides of dolly for easy visualization.

Checking for segregation results. Providing Abnormality sheet. Yokoten to all ISO bins in weld-P#2

KARAKURI KAIZEN IN COROLLA RH & LH HINGE FITTING AREA

KARAKURI KAIZEN:
It means Simple Mechanical Kaizens.
It also means elimination of low-cost automation. It means kaizen the operator environment to remove surrounding

waste.
Basically it is a simple devices to carry out tasks without additional

energy.

PROBLEM IDENTIFIED:
Previously two pneumatic cylinders were used for operation.
One for operation of work table , for making the work table in flat to

inclined position and vice versa, the other for clamping purpose.
Incase of pneumatic system failure, work is stopped.
Maintenance of pneumatic cylinders, power consumption, air

leakage, damage of hose/lines are the problems faced.

Investment is more

BEFORE KAIZEN:

Work Table

Pneumatic system

Rotary Base

COUNTER MEASURE:
Karakuri kaizen to be practiced to obtain the same process (i.e.) for

making the work table flat to inclined position and vice versa.
By using PDCA cycle as a tool, this kaizen is to be implemented. By using simple mechanical ideas the process is formulated.

KARAKURI KAIZEN OF RH & LH HINGE FITTING STAND

LOCKING SYSTEM

Spring

Lever for arresting rotary motion on the support Work table locking / unlocking lever.

BASE PLATE OF THE STAND:

Base Plate

Roller Bearing

AFTER KAIZEN:
The same mechanism is achieved by using mechanical

advantages.
Pneumatic systems were removed, which results in low

investment, maintenance.
No chance of halt of work, since visibility of joints and

mechanical advantage is good. Easy to take precautions.

No chance of air leakage since no pneumatic energy is used. Relieved from complex mechanisms and wiring connections.

ACTIVITIES PLANNED:
Resuming the fabrication process.
Checking for results. Calculating tangible and non tangible benefits. Standardizing the process.

FIFO SYSTEM IN RI-ASSY. JIG AREA

PROBLEM IDENTIFIED:
FIFO-First In First Out. The problem is, in part holding stand in RI-Assy. jig area in shell

body-sub assembly FIFO system is not followed due to design constraint.

The parts at the bottom of the part holding stand remains unused for

a cycle and new parts are being loaded over it. This reduces quality.

BEFORE KAIZEN:

Part Holder & way for taking part out

Stand

COUNTER MEASURE:
Designed a new stand, which can enhance FIFO method. The new stand design has a rotatable part holder. In that the parts can be loaded through one side and can be retrieved

through the other, simply by rotating.

DESIGN OF NEW STAND:

Holder Rotatable Neck

Stand

Base

ACTIVITIES PLANNED:
Resuming the fabrication process.

Checking for results.

Further improvements. Standardizing the process.

WELD SUB-STATION POWER REDUCTION

PROBLEM IDENTIFIED:
Tube lights were used around the clock without being switched off.

No work is carried out in weld-substation.

Total no. of tube lights=34 Power consumed is 8406.79 kw/yr. Cost incurred per year is Rs.51,700.

BEFORE KAIZEN:

COUNTER MEASURE:
Switch off excess tube lights except emergency tube lights. Provide switch in weld sub station area for operation.

AFTER KAIZEN:
Only emergency lights were used. Total no. of tube lights used now is 4. Power consumed is 987.24 kw/yr. Cost incurred is 6082.56 Rs/yr. Energy saved is 7419.55 kw/yr. Cost saved per year is Rs.45,620

AFTER KAIZEN:

OPERATION OF ROOF LIGHTS USING TIMER SWITCH

PROBLEM IDENTIFIED:
Tube lights in roof were used in the morning session inspite of

sufficient brightness of sun light.

The condition is emergency lights should be on around the clock. But

even if it is on/0ff the TMs are not aware of this during morning.
The problem is brightness of emergency lights are not reaching the

ground during morning hours due to good ventilation.

BEFORE KAIZEN:
Total no. of roof lights=1570 Cost incurred for one tube light=0.22 Rs/hr. For 1570 tube lights=8300 Rs/day Cost incurred for 1570 tube lights per year is Rs.29,84,256.

Power consumed per year is 48524 KW/Yr.

BEFORE CONDITION:

BRIGHTNES OF THE SUNLIGHT THROUGH THE TRANSPERANT SHEETS

COUNTER MEASURE:
TIMER SWITCH can be used to operate roof lights. The lights can be used only between 6 pm to 8am. On and Off time of the tube lights during break hours can also be set

using the timer.

Has an option of glowing alternate tube lights.

AFTER KAIZEN:
With the installation of timer switch both Energy and cost can be

saved.
Tube light usage is only 14 hours now. For 1570 tube lights=4830 Rs/day

Cost incurred per year is Rs.17,38,800

Power consumed per year is 28273 KW.

MASTIC SEALER GUIDE

PROBLEM IDENTIFIED:
The main use of mastic sealer is to avoid vibration. In wheel house inner assy. Area LH, sealer is applied between the

parts to avoid vibration.

But due to improper application by human act most of the sealer is

squeezed out and quality problem may occur.

Sealer wastage also occurs.

BEFORE KAIZEN:

COUNTER MEASURE:
A sealer guide have to be provided by calculating the exact distance

from the outer boundary of the part, so that the amount of sealer
squeezing out can be reduced and quality can be ensured.
The material used for guide should not make any defects on the

parts.

DESIGN OF GUIDE:
Front view: Side view:

Nozzle

Guide

ACTIVITIES PLANNED:
Initiate fabrication process

Implement in one area alone.

Observation and evaluation. Further improvements

KARAKURI KAIZEN IN BACK DOOR AREA

PROBLEM IDENTIFIED:
In back door area inspection jig pneumatic mechanism is used for

table operation and clamping.

But mostly inspection is done by keeping the working table in

vertical position.
Pneumatic clamp usage frequency is also less.

BEFORE KAIZEN:

COUNTER MEASURE:
Karakuri kaizen to be adopted for the same process, thereby

eliminates pneumatic process which leads to less maintenance, cost.

DESIGN:
Clamp

Bearing

Work table

Cushion

OTHER KAIZENS INCLUDE:

Holders for coupler.

Provided barrigation in unsafe areas.

Provided Vinyl sheets to avoid spatter deposition on wire. Requested for providing foldable writing pad and parts storage rack

in main line-offline area.

Requested for providing tags in valves and lines intersection. A case study on Liquid Argon Wastage and counter measures.

PROVIDING HOLDERS FOR COUPLERS:

Problem Identified:
No holder for coupler

Coupler damage
So air leak.

PROVIDING PART STORAGE RACK-OFFLINE AREA:

PROBLEM IDENTIFIED: No shelf for part storage. So 4s is not maintained

PROVIDING TAGS IN VALVES & LINES:

 Providing tags in valves and lines intersection helps for easy

visualization.
Educate and aware the members.
Helps to avoid near miss accidents. Stating the fluid flow in line and direction makes good visibility and

knowledge.

A CASE STUDY ON LIQUID ARGON WASTAGE:

ACM mixture is used for shielding purpose in welding. The problem is in liquid argon bullet phase change occurs and it

forms gas due to which pressure build up occurs.

In order to maintain pressure inside the bullet for every 2 hours gas is

blown down. This leads to argon gas wastage.

But the thing is gaseous argon is used for shielding purpose and still

it is wasted.

LIQUID ARGON BULLET DATA :

Capacity-6 KL MAWP-17 kg/cm2 Pressure gauge safe limit=10 to 15 kg/cm2 ACM mixture is 80:20

Note: The customer tank pressure will not rise abnormally if the tank is in

cold condition. Under such condition if the pressure is under control filling can be done.

COUNTER MEASURE:
A flow meter is required to monitor the argon consumption. Based on the data collected, the refilling frequency can be altered.

Controlling the temperature by insulation (if feasible, satisfying all

the norms).
Collecting the blow down gas in cylinders for later usage. The liquid argon comes from PRAXAIR- Pune, during travel also

pressure build up occurs, resulting blow down.( which is a wasteful

action), hence distance can be reduced or capacity can be reduced.

Else a separate line from bullet to line side which can supply gaseous

ACM can be done, in which maximum wastage can be reduced.

SUPPORTING ACTIVITIES:
Prepared video training manual for SLG & spot

weld tip changing activity.

Kobheya board activity preparation.
Audit on fire extinguishers and ISO dollies. Preparation of Weld Process safety audit sheets. Evaluation of safety training sheets.

OUTCOME OF THE PROJECT:

Adherence to standardization & Time management.

Understood the basics and importance of safety.

Improved communication, team work and motivation. Brainstorming skills are improved. Decision making ability is improved. Kaizen thoughts improved.

OPINION ABOUT TKM:

TPS is the Guru for all the systems and it is a boon to be trained here.

TKM is a very good foundation for learning & practicing

standardized work.
An environment where a transfusion of talent and enthusiasm can be

gained.

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