ASSIGNMENT

Module Code EMM504

Module Name KAIZEN AND LEAN OPERATIONS
Programme ENGINEERING AND MANUFACTURING MANAGEMENT
Department Mechanical and Manufacturing Engineering
Faculty ENGINERING AND TECHNOLOGY

Name of the Student PRAKASH B S

Reg. No 18ETME027004
Batch FT-2018
Module Leader SANDEEP N

i
 Declaration Sheet
Student Name PRAKASH B S
Reg. No 18ETME027004
Course M.TECH Batch Full-Time / Part-Time 201 .
Module Code EMM504
Module Title KAIZEN AND LEAN OPERATIONS
Module Date 25.02.2019 to 05.03.2018
Module Leader SANDEEP N

Declaration

The assignment submitted herewith is a result of my own investigations and that I

have conformed to the guidelines against plagiarism as laid out in the Student
Handbook. All sections of the text and results, which have been obtained from other
sources, are fully referenced. I understand that cheating and plagiarism constitute a
breach of University regulations and will be dealt with accordingly.

Signature of the
Date 29.03.2019
student

Submission date stamp

(by Examination & Assessment
Section)

Signature of the Module Leader and date Signature of Reviewer and date

ii
 Abstract
____________________________________________________________________________

Success of any organization depends on innovation, great leadership and efficient business
structure. These factor affecting on performance of the organization but alone do not guarantee long
term success. Currently manufacturing segment struggling to sustaining high performance in
competitive environment. Every company has its own recipe for success. but very powerful tool to
achieve sustained long term performance was Japanese manufacturing culture like Kaizen, Lean and
Toyota production system. With this concept all manufacturing firms are building their
competitiveness to compete in global market.
Japanese manufacturing strategies like Kaizen and lean system are process development tool
to obtain consistent result in identified areas. For this organization required long term vision with top
management commitment and total employee involvement in all the stages of implementation and
sustenance. With this strategy only culture change will happen in entire organization.
Part A deals about Kaizen journey implementation and sustenance in Indian manufacturing
sector. In order to implement and sustain kaizen what are the strategic and tactical action are required
and expected challenges to sustenance was discussed. And debate has been taken to discuss the
contribution of tactical and strategic action in successful kaizen journey and which is most required for
succeeding in kaizen culture has been discussed.
Part B deals about lean implementation in Indian SME’s. In current scenario what needs
forcing SME’s to adopt lean thinking. And during implementation what challenges they are facing was
discussed in detail. And also through literature survey detailed roadmap was developed for
implementing lean culture in phase wise manner and roles and responsibility of stake holders in lean
journey was discussed.
Part C comprises of implementation of 5S and JH activities in selected machine. This deals with
how 5s and JH concept was using for abnormalities identification and correction. And also to upkeep
machine in effective condition to “Zero BAD” what are the action were identified was discussed in
detail and also in selected machine few check points were identified and discussed their implication to
keep machine from BAD (Breakdown, accident, Defects)

Kaizen and lean Operations iii

 Contents
____________________________________________________________________________

Declaration Sheet ................................................................................................................................ ii

Abstract .............................................................................................................................................. iii
Contents ..............................................................................................................................................iv
List of Tables ........................................................................................................................................ v
List of Figures.......................................................................................................................................vi
List of Symbols....................................................................................................................................vii
PART-A Debate on Sucessful Kaizen journey .................................................................. 8-11
A1.1 Scope and Stance: ..................................................................................................................... 8

A1.2 Strategic and tacticals requisites for Kaizen journey: ............................................................ 8-9

A1.3 Challenges faced at different stages of Kaizen sustenance: ................................................ 9-10

A1.4 Two related Case studies: .................................................................................................. 10-11

A1.5 Conclusion with Justification: .................................................................................................. 11

PART-B CHAPTER 2 Lean Implementation in SME’S .............................................................. 12-22

B2.0 Introduction to Auto part manufacturing sector: .............................................................. 12

B 2.1 Executive Summary: .............................................................................................................. 13

B 2.2 Need for Lean across indian auto part manufacturing sector:.......................................... 14-15

B2.3 Challenges faced lean implementation in auto part manufacturing sector: ..................... 15-18

B2.4 Road map for lean implementation: .................................................................................. 18-19

B2.5 Roles and Responsibility of Stake holders: ......................................................................... 20-22

PART-C CHAPTER 3 JH implementation ...................................................................................... 23-36

C 3.0 Introduction to JH implementation: .................................................................................. 23-24

C 3.1 Snap shots of 5s Implementation and identified benefits: ............................................... 25-27

C 3.2 JISHU HOZEN Implementation action Plan : ...................................................................... 28-30

C 3.3 Identification of Five check points and their implications:................................................ 31-35

Benefits derived from Assignment solving ...................................................................................... 36

Learning outcomes ............................................................................................................................ 36
References .................................................................................................................................... 37-39

iv
 List of Tables
____________________________________________________________________________

Table No. Title of the table Pg.No.

Table 2.0 SME’s Classification 12
Table 3.1.1 TPM tagging summary 25
Table 3.1.2 5S Implementation snap shots 25
Table 3.1.3 5S Implementation snap shots 26
Table 3.1.4 5S implementation Snap shots 27
Table 3.3.1 JH Check points -01 31
Table 3.3.2 JH Check points -02 32
Table 3.3.3 JH Check points -03 32
Table 3.3.4 JH Check points -04 33
Table 3.3.5 JH Check points -05 34

Kaizen and lean Operations v

 List of Figures
____________________________________________________________________________

Figure No. Title of the figure Pg.No.

Figure 2.0 Sector wise auto part share 12
Figure 2.5.1 Stake holders 20
Figure 3.0 TPM pillars 23

vi
 List of Abbreviations
____________________________________________________________________________

Symbol Description
2WH Two wheeler
5D Delay ,Defects ,Dissatisfaction, decline , demoralize
5S Seiri, Seiton, Seiso , Seiketsu, seithsuke
ACMA Automotive Component manufacturer association
BOM Bill of Materials
CEO Chief Executive Officer
CLIT Cleaning , Lubrication , Inspection , Tightening
CNC Computer Numerical Control
GKS Godrej Kaizen System
GDP Gross domestic product value
GMCI Global Manufacturing competitive index
HTA Hard to Access
IMF International monetary funds
JIT Just in Time
JIPM Japan Institute for Preventive Maintenance
JH Jishu Hozen
LCA Low Commercial Vehicle
LPS Lean Production System
MSME Micro, Small and Medium Enterprises
OEM Original Equipment Manufacturer
PD Policy Deployment
PV Passenger Vehicle
QCD Quality , Cost , Delivery
QC Circle Quality Control Circle
RUAS Ramaiah university for applied Science
SME Small and Medium enterprises
SMED Single Minute exchange of dies
SOP Standard operating procedure
SOC Source of Contamination
TPM Total Preventive maintenance
TQM Total Quality Management
TEI Total Employee involvement
VSM Value stream Mapping
VMC Vertical machining centre
VMS Visual management system
YOY Year on year
Zero BAD Zero breakdown , Zero Accident , Zero Defects

vii
 PART-A CHAPTER 1

Debate
A1.1 Scope and stance
In today’s competitive market, organization focuses on to improve, adapt, transform and
reengineer in its processes to meet changing requirements of users. To improve its process, organization
adopted “Kaizen” as a tool to achieve better result in its business operation. Kaizen culture helps to
organization to become “Easier-Better-Faster-Cheaper” among competitors. (KII, 2015) Today Kaizen is
considered as an important strategy of an any organization for long term competitiveness because it
enhance operational excellence and improve productivity by solving the problem at source, decreasing the
waste and through concentrating on creative thinking and small improvements to get results.
(mekongtrain, 2012)
With these advantage organization are adopting Kaizen to achieve business excellence. But to
achieve excellence in any field which require proper execution of activities (Tactics) through strategic plans
(long term goals). So kaizen culture implementation not only depends on tactics it also depends on strategy
plan. As per Chinese military strategist Sun Tzu statement “Strategy without tactics is the slowest route to
victory. Tactics without strategy is the noise before defeat.” (Catherine Yochum, 2015) So for successful
kaizen journey, management should adopt both strategic plan and tactical action.

A1.2 Strategic and tactical requisites for Kaizen journey

Kaizen is a Japanese term for continual improvement for everyone, every day, everywhere. Kaizen
journey is not about drastic improvement but it is about small and incremental improvements that show
better result over a time (JABIL, 2018). Through kaizen culture optimization is possible and it helps to entire
organization to improve its process for betterment. So leadership focus and commitment require across
the organization to implement kaizen culture through strategic thinking and tactical action.
A1.2.1 Following are the Strategic action required to successful kaizen journey. (CULLER, 2017), (Imai,
2012)
i. Leadership Commitment: - Top management should have clear definition on what to improve and
why to improve. And also align the company’s objective to problem data bank.
ii. Setting up an organization dedicated to promote Kaizen: - organization should create cheerful
environment to increase job satisfaction. Through this automatically kaizen culture will drive from
bottom. (CULLER, 2017)
iii. System incorporation: - to promote Kaizen culture management should adopt Total productive
maintenance (TPM) , Total Quality management (TQM) , Just in time manufacturing (JIT) in its
business. (Imai, 2012)
 iv. Conducting training and education: - Organization should draw up detail training to improve
competency level for identifying problem and adopting solution mind set.
v. Build Infrastructure:-For long term sustenance and active kaizen journey management should
ensure projects, metrics and control plan databases, benefits tracking and procedure for rewards
and celebration.

A1.2.2 Following are the Tactical action required to successful kaizen journey.
i. Team formation / QC Circle: - Management has to allow workforce to form team with in their work
area to resolve live problem which they facing difficulty to achieve Quality/Delivery/Cost (QCD).
ii. Target setting: - Setting target to each of the workmen to get qualitative kaizen. This enforces
workmen to commit to do kaizen in their respective area. (Imai, 2012)
iii. Reward and Recognition: - Management has to review and evaluate the kaizen project monthly
and motivate the implementer in open forum.
iv. Project Review and Support: - Facilitator and supervisor have to review project frequently and
support for on-time completion. (CULLER, 2017)
v. Visual system: - Entire organization has to display their KPI’s tracking sheet to access all so that
project team/ QC circle can select problem.
vi. Gemba Walking :- senior management should conduct Gemba walking to observe progress on
kaizen journey and to discuss and appreciate kaizen team

A1.3 Challenges faced at different stages of Kaizen sustenance

Many organization implementing kaizen in their business process but when it comes to sustenance
organization faces many challenges. Kaizen is not a tool for improvements it is a long term mind set to
commitment to make things better and sustain the same. As per statistics in US out of 3000manufacturer
90% of firms admitted to kaizen implementation but only 10% was satisfied with positive result through
sustenance. (RODRIGUES, 2018)

Through literature survey following Challenges was identified for kaizen sustenance. (KII, 2015)
 Lack of Top Management Commitment and Follow Up: - to sustain any improvement, top
management should have clear cut procedure to monitor and review kaizen effect for long
term
 Change in leadership: - Different leadership having different views, any change in leadership
affecting on previous leader implemented kaizen /Actions. (KII, 2016)
 Poor Standardization: - After completion of kaizen, proper standardization was not happening
to sustain for long term.

Kaizen and lean Operations 9

  Kaizen was considered as Project: - In some of the organization kaizen was treating has project.
Once project completed there is no structure to review and improve further.
 Lack of Training: - Any kaizen end with some modification in existing process. Kaizen
implementer / kaizen team failing to train end users (stage operator).
 Resistance to Change: - Human mind set always resistance to change so things should always
be easier than earlier to adopt change. (KII, 2016)
 Cultural hurdles:- blame, mistrust and Hierarchical dividing lines between subordinates,
supervisor and employees, management-Union resisting sustenance of any improvements
 People mindset: - within the organization people having different mindset. They thinking that
kaizens are for them not for us. With this mindset except implementer others are not
bothering for sustenance. (CULLER, 2017)
 Lack of Maintenance: - without any maintenance noting will survive for long run. So any kaizen
outcomes should be monitored and maintain throughout its life cycle.
 Lack of support for Horizontal deployment:- After kaizen implementation, implementer not
getting support in term of resources to horizontal deploy the same idea to other applicable
area.

A1.4 Two related Case studies / Examples

To justify debate stance following case studies are taken as example

A1.4.1 Case study 01:- Kaizen Culture implementation in M/S Godrej soap limited. (Shrinivas
Gondhalekar, 2016)
Godrej Industries is one of the Godrej Group's holding companies. They are in the field of consumer
goods, real estate, and agriculture and gourmet retail. Godrej soap is one of his sister company which is
started in 1920 to manufacture soap using vegetable oil. Godrej Soap limited adopted kaizen culture in
1994 to enhance his operational excellence. (Shrinivas Gondhalekar, 2016)
Godrej adopted his own Kaizen system called “Godrej Kaizen System” (GKS) by appropriately
modifying Imai concept of ‘Kaizen strategy’. GKS had many unique features to drive kaizen culture in
organization. GKS drives the entire organization to adopt change culture in its operation to reduce waste
and improve quality. GKS was adopted both strategic and tactic action to involve entire work force in
kaizen system. Some of the unique activities of GKS are
 Formal Announcement made by CEO to give freedom to employees to make improvements in
their respective workplace
 Monthly meeting with workers to review improvement which was done by kaizen team.
 Reward and recognition to promote and build competitive among coworkers
 Training to all the level to acquire problem solving skill
 Assigning facilitator to support each kaizen group
 Adopt of Japanese culture like TPM, TQM, 5S and JIT concept to achieve operational excellence.
Along with this, GKS sets some measures to evaluate kaizen performance
 No of Kaizen /person/month
 Type of Kaizen (Cost saving / quality / delivery / Poka-yoke)
 Benefits

Kaizen and lean Operations 10

Result:-
 100% participation by all the level
 Schedule adherence increased to 90% from 80%
 Workmen are owing their job to improve for better
 Defect rate reduced from 24% to 8%

A1.4.2 Case study 02:- Kaizen journey in M/S HV Axles limited (Rajesh Gautam, 2012)
HV Axles Ltd located in Jamshedpur, Bihar in India. This company came to existence in 2000. Front
axles and rear axles are the major product. When company started its operation, management decided to
adopt kaizen culture in its business process. HV Axles management knows that any culture change needs to
be drive from top for effective implementation. And also involving people is one of the major strategies for
proper execution. So HV Axles prepared detailed structure for effective implementation of kaizen in
throughout its business operation.
Following are strategic and tactics are planned. (Rajesh Gautam, 2012)
 Top management commitment:- through Policy deployment(PD) company CEO deploy the areas
for improvement and align the all activities to kaizens
 Management identified training need to develop problem solving skill and eye for abnormality.
 Management discussed with Union and made agreement (taken commitment) to compulsory
participate in suggestion system
 To build competitive environment between teams and coworkers management started to give
rewards and appreciation in open forum and sponsoring for external competition.
 To motivate employees, management started to publish kaizen idea in their in-house journal.
 During Gemba walk top management officials reviewing implemented kaizen and giving
appreciation for their involvement.
With these actions, M/S HV Axles capacity was improved to 24000 axles / annum, total sale value reached
to US$100Million. And through people involvement / process owing potential failures in process was
reduced drastically. (Rajesh Gautam, 2012)

A1.5 Conclusion with Justification:-

With above 2 case studies stance was justified that successful kaizen journey depends on both
tactical and strategy action because kaizen journey is not an initiative its cultural change which require long
term vision with short term goal to sustain. Only with tactical action kaizen won’t give long term benefits or
only with strategy action organization won’t succeed without action. So for aligning entire organization for
sustainable growth through kaizen journey both tactical and strategic actions are required. So for
successful kaizen journey management should think strategically and act as tactically. (Catherine Yochum,
2015)

Kaizen and lean Operations 11

 PART-B CHAPTER 2
________________________________________________________________________________
Lean Implementation
B2.0 Introduction to Auto part manufacturing sector
Over the last five decades Small, Medium enterprises (SME’s) are emerged as a highly vibrant and
dynamic sector of Indian economy growth. Along with employment opportunities and economy growth
SME’s are playing major role in industrialization of rural and backward areas, thereby reducing regional
imbalances, assuring more equitable distribution of national income and wealth. SME’s are acting as
complementary to large scale industries (OEM) as ancillary units and this sector contributing enormously to
country to develop socio-economic condition. (smechamberofindia, 2014)

With around 63.4 million setups SME’s contributing around 6.11% of manufacturing GDP and
24.63% of Service sector GDP and also 33.4% of manufacturing output was from these sectors with 45% of
overall export. (CII, 2016) These sector consistently maintaining average 20% of growth rate YoY.
To address the policy issues in India, Government of India developed legal framework to recognize
the concept of enterprise and to integrate all 3 tiers (Micro, Small, and Medium) through MSMED Act 2006.
Under this act SME’s are classified based on the investment and Machinery value. (smechamberofindia,
2014)
Table 2.0.1:- SME sector Classification
Description Manufacturing sector Service sector
Micro Enterprises upto Rs. 25 Lakh upto Rs. 10 Lakh
Small Enterprises above Rs. 25 Lakh & upto Rs. 5 Crore above Rs. 10 Lakh & upto Rs. 2 Crore
Medium Enterprises above Rs. 5 Crore & upto Rs. 10 Crore above Rs. 2 Crore & upto Rs. 5 Crore

Introduction to Chosen Sector- Auto part manufacturing sector

India is emerging as a global manufacturing hub for auto parts. These sectors contribute 25.6% of
manufacturing GDP and 3.8% to national GDP. This sector supply parts to passenger vehicle (PV), 2Wheeler
(2wh), low commercial vehicle (LCV), Medium and Heavy commercial vehicle, tractor and Earth moving
vehicle. At currently % of consumption of locally produced parts in OEM are very less. There is lot of
opportunities to Indian manufacturer to enhance market share through cost competitive and high level
quality (ACMA, 2019)

Figure 2.0: Sector wise Auto Part consumption share

Source: - ACMA Annual Report -2017-18

Kaizen and lean Operations 12

B2.1 Executive Summary
India’s manufacturing sector is on a high growth trajectory. As per National manufacturing
competitiveness council it is set to contribute 25% of GDP by 2025 to compare to current 16%. Indian
manufacturing competitiveness attracts global players to start their business in Indian base. As per recent
global manufacturing competitiveness index (GMCI) India Ranks 11th position and projected to reach 5th
position in 2020. Top drivers for this competitiveness are people talent, cost competitive, productivity, and
supplier network. To enhance these competitiveness culture change and adoption of innovative system
plays a major role in Indian Small and Medium enterprises (SME’s) because national manufacturing
economy was depend on this sector. (Deloitte, 2017)
In the era of outsourcing SME’s are playing major role in supply chain management. Delivery the
product / service with reduced cost, improve quality with higher performance SME’s plays leading role in
Original equipment manufacturer (OEM’s) operation. With this competitive advantage SME’s are
contributing to 45% of export and 7.1% to Indian GDP. To en cash increase market demand and to realize
“Make in India” objective current competiveness not enough in cost and quality wise to compete with
china and other players. (smechamberofindia, 2014)
In Indian manufacturing sector, to achieve sustainable manufacturing growth SME’s are competing
hard with global players. For this competitiveness environment “Lean Journey” / “Lean thinking” has
evolved as strategy for SME’s to eliminate waste , reduces losses and to increase efficiency in business
operation (Dolly, 2017). however lean implementations is not a straightforward process to adopt all
manufacturing organization in all sectors. Each sector having their own needs, challenges and pros-Cons in
Lean implementation
So to build competency in lean thinking govt. of India supporting to all SME’s through “national
manufacturing competitiveness program” and also OEM also focusing to developing their supplier to
implement lean tools in their business operation. Along with external support, for successful lean
implementation requires leadership commitment, total workforce involvement, motivated team internally.
To execute planned activities in phase wise to achieve sustainable growth of organization and
contributing to national economy rate lean thinking is the trouble shooting strategy for Indian Auto part
manufacturing sector.

Kaizen and lean Operations 13

B2.2 Need for lean across Indian SMEs in Auto part manufacturing sector

The global growth rate was projected at 3.80% but India’s GDP projected to grow at 7.80% as per
IMF. For this growth rate SME’s are the major drivers in India. Which comprising of Manufacturing,
Infrastructure, service, food processing, packaging, chemicals and IT. With 42.5million industries SME’s
employing 40% of Indian workforce and producing more than (Dolly, 2017) 6000products including 40% of
export orders. So for India’s Economic growth SME’s are considered as “Engine of Growth”. (Gupta, 2018)

In SME’s Auto part manufacturing Sector is expanding its global presence through competitiveness
capability. India is emerging as manufacturing hub for all global players like Volvo, BMW ,AUDI , KIA, Airbus
,tesla etc. this opportunity contributing 7.1% to India GDP and more than 45% in manufacturing GDP. SO
Auto part manufacturing has been identified as focus sector for lean implementation. (Directorate of
MSME, 2018)

 Global Competition: - India is expected to be a $5 trillion economy by 2025, and SME’s are major
contribution towards this milestone through “Make in India” realization. To realize 2025 plan,
global competitiveness (with China, German and Korea) in quality and cost competitiveness are the
major drivers. So production of superior quality product with less cost was more focused area in
auto part sector. So Lean is the tool for the SME’s to reduce cost and improve quality for national
economy growth. (Govt. of India, 2016)
 Change in Demand: - In present global scenario, auto parts manufacturer mainly facing challenges
from two directions.
1. Through advance manufacturing philosophies are emerging and old methods are becoming
obsolete.
2. Consumer thinking changing and loyalty goes beyond a rational decision for superior
perceived price-performance ratio. And also they are demanding for innovative product and
services within a very short period at less cost. So for this “Lean production system” (LPS) main
strategy to faces these challenges.
 Cost competitiveness: - In Auto part industry 90% of total BOM was supplied by tier -1 and Tier-2
Supplier. These suppliers are in small and medium scale enterprises. Without involvement of
supplier in cost reduction, process robustness and quality level upgradation competition in global
market was impossible. So all OEM considered their supplier has stakeholder. Through supplier
development program they are developing their supplier to obtain best quality and delivery with
less waste. So to reduce manufacturing waste Lean tool playing major role in SME’s. (ACMA, 2019)
 Global Competitiveness: - Manufacturing sector performance depends on cost competitiveness
and quality of the product. These two factors deciding the positive growth of sector. As per
Assocham-Thought Arbitrage report India need to focus on cost competitiveness with global

Kaizen and lean Operations 14

 because compare to china, Indonesia and Singapore, India spends more on raw materials for
automotive parts manufacturing and also labour cost also more than China, Bangladesh and
Indonesia. These two factors deciding cost of manufacturing in India. to realize the “Make in India”
policy, India auto part manufacturing sector need to focus on cost cut down activities by improving
productivity and efficiency through waste elimination. Incorporation of lean cultures like JIT,
Kaizen, VSM, Kanban, SMED, Heijunka and 5S are the major tools to reduce waste and to be a cost
competitive. (Economic times of India , 2016)
 Requirement of Culture Change: - SME’s are facing lot of challenges to acquire manufacturing
excellence due to inadequate knowledge, willingness from management, backsliding to old ways of
working and lack of budget, more attrition and company culture. These parameter restricting
Indian SME‘s to compete in global market. And severe competitive pressure from global players
forcing Indian SME‘s culture change to continuously modify and optimize their operations both at
strategic and tactical level. For this SME’s need to adopt Lean concept in its operation.
(Soumyaranjan sahoo, 2018)
 Manufacturing excellence: - Today’s Customer is asking products on percent value of raw material
used. High quality, low prices and timeless deliveries. Under such competitive environment global
player penetrating into India.(like China and Europe countries) in this situation local SME’s
profitability eroded exponentially . So to show competitive edge SME’s required manufacturing
excellence. So for this manufacturing excellence lean tool is backbone. (Dr.Sangeeta Sharma, 2014)
 To increase profitability:-With this entire requirement to achieve manufacturing excellence Lean
implementation is the main strategy. Because this culture focusing on continuous improvement
,waste elimination, streamlining the process for efficiency improvement , control the process
matrices (process time, lead time , set up time, quality and inventory). So to be in a economically
profitable and compete with global players Lean plays a major role. (Dr.Sangeeta Sharma, 2014)

B2.3 Challenges faced for SMEs lean implementation in chosen sector (Automotive part)
(Jagdish R. Jadhav, 2013)
Many organizations across the world are implementing or willing to adopt lean production system
(LPS) principles since the past two decades. LPS becoming most popular business performance approaches
through reducing waste in business and enabling cost cutting process in its operations. With this unique
advantages from last 2 decades in Indian firm’s are working to transform their manufacturing base from
traditional low cost, labour-intensive “Fordist” production system to higher value, more flexible and more
productive lean system. (Jagdish R. Jadhav, 2013)

Kaizen and lean Operations 15

 Across the globally company is started to adopt LPS system but due to center on cultural, human
and geographical factors still India and other developing countries struggling to implement lean principles
and philosophies. As per informal survey of practitioners of lean implementation have only 30% success
rate it means 70% of lean implementation experience decay and return to the original condition. (Jagdish R.
Jadhav, 2013)
India Auto part SME’s are facing numerous challenges to implement lean in its business. Lot
of researcher is studied Indian SME’s condition to implement lean. Through literature survey those
challenges are listed below. (Jagdish R. Jadhav, 2013)
1. Management resistance:-
Resistance is represented in all function of company from shop floor workers to top management
primary reason for resistance are lack of clarity , uncertainty of change , pressure, interference with
interest and challenge to learn something new.
2. Lack of leadership focus:-
LPS requires a set of guidelines such as vision, strategy, goals and direction to drive in right track.
So LPS require focused leadership in its entire journey.
3. Top management commitment and support
Indian SME’s are getting only intellectual support from top management but not much physical
support through engagement in program
4. Communication gap in organization hierarchy:-
Lack of team autonomy and organizational communication led to the termination of lean project.
Objective of the lean journey was not communicated throughout organization.
5. Lack of empowerment to employees:-
Lean is not succeed unless involvement of total employees. But in Indian SME’s Culture Employees
not having much empowerment in decision making. This situation resisting employees to do experimental
activities for lean improvements.
6. Worker’s Resistance:-
In SME’s workers job security was very less and causing fear of job loose. so not much support for
LPS implementation from workforce.
7. Lack of awareness:-
SME’s are in small and medium scale with limited workforce. These workforces are not much aware
about LPS practices and their application. So creating awareness and building positive mind set is one of
the challenges.
8. Cultural Difference: - Ethnic, organizational, professional, and language barriers introduce particular
challenges for inclusively implement the lean techniques

Kaizen and lean Operations 16

9. Lack of Mutual trust between Management and Employees.
Strong bonding between management and workers is prerequisite for lean implementation. But in
Indian Auto part sector it’s challenging to build trustworthy mutual understanding between workers and
management for any change culture implementation.
10. Cross Functional team (CFT) conflicts:-
Implementing lean in entire business CFT is essential. It comprises representative from all the
function and all the levels within organization. So aligning each team member mindset to achieve lean
objectives is one the major challenges.
11. Rewards or incentives system
Poorly designed incentive and rewards scheme fail to boost the employee for his active
participation. Without employee participation lean will not be success because no one is better than him
for continuous improvement in its workplace.
12. Poor Infrastructure, Layout and Space constraints:-
Modification of any layout according to lean requirements it’s difficult in SME’s environment
because these enterprises having limited space and infrastructure.
13. Lack of Financial support:-
Some of the SME’s are refusing to implement lean because they believe they do not have time to
train and invest money on implementation. So cost and time are the major factor which is challenging LPS
adaptation.
14. Slow response to Market:-
During lean implementation it is difficult to respond swiftly to change in product mix, change in
product design and inability to meet customer schedule. These issues lead to slow response to market.
15. Low cooperation from suppliers:-
Small and Medium enterprises (SME’s) suffer from lack of cooperation with their suppliers to get
materials on timely basis for smooth flow. So influencing the supplier through treating him as a lean team
members its one of challenging in lean implementation
16. Inconsistent input Quality in supplied materials:-
Compare to OEM, SME’s having Inconsistent input quality and poor quality management resulting
many waste and defects. This factor challenging lean implementation.

17. Lack of Logistic support:-

One of the objectives of lean was few inventories, small batches and direct delivery of product to
OEM’s line at predetermined schedules. For this it needs sophisticated logistic system. But SME’s are not in
position to offer dedicated logistic system. So logistic support also challenging lean implementation.

Kaizen and lean Operations 17

18. Reliable machines and Flexible layout:-
LPS requires reliable machines and flexible layouts to reduce downtime and movements of both
materials and man. A poor layout may have several effects such as high material handling cost, excessive
WIP and unbalanced machine utilization.

B2.4 Road map for lean implementation (J. R. Jadhav, 2015)

Implement lean in auto part manufacturing sector phase wise roadmap prepared which consist of
Phase 0 – Pre implementation (Policy deployment)
Phase 1- Foundation development through TEI
Phase 2- Foundation for quality and safety
Phase 3- Process development
Phase 4- facility Development
Phase 0
In this Phase, organization CEO / Proprietor adopt lean policy / objective to achieve sustainable
growth in its business operation which involves lean policy deployment to align entire workforce vision to
common goal.
Phase 1
In this phase through HRM activities people competency need to develop for better labour
relations and adopt change culture for better work environment.
Phase 2:
In this phase for lean implementation foundation was developed through involving all the level
people to create motivated workforce to build employee ownership in problem solving through QCC and
Suggestion system and also other lean practices such as 5S, Poka yoke , cell design and VMS was used to
improve safety of quality of the work environment.
Phase 3:-
In Phase 3, by adopting process of process development, facility development and stakeholders
development Lean tools like SMED , supplier development , TPM ,TQM , Six sigma , lot size and multi skill
operator development was applied to achieve quality excellence and to increase cash flow.
Phase 4:-
This phase consists of organization need to adopt level production, cellular manufacturing, focused factory,
JIT and Kanban to achieve manufacturing excellence through robust process and excellent inventory
management.

Kaizen and lean Operations 18

Kaizen and lean Operations 19
B2.5 Roles and responsibilities of stake holders.
Stakeholders are individual or group of people they are responsible for success or failure of an
organization. In an organization stake holder are Government, Employee, Customers, suppliers, creditors,
local community, trade unions, owners and investors. (Leonard, 2019)
For Successful LPS implementation in SME’s these stakeholder contributions was plays a vital role.
Main stakeholders are who are responsible for successful lean implementations and their roles and
responsibility discussed below.

Employee

Supplier Lean Manager

Leanjourney-Stake
holders

Proprieter
Customer
/ceo

Goveranamen
t

Figure 2.5.1:-Stakeholders

A. Government / regulating body :- (Automotive Industrial Automation, 2018)

Role: -
Promote growth and development of SME’s by providing financial and technical support
Responsibility: -
 Facilitate for credit flow for lean implementation
 Improve competitiveness through training
 Support for marketing of SME’s product

B.CEO / Proprietor:-

Kaizen and lean Operations 20

Role: -
Promote Lean culture in entire organization and drive for successful implementation
Responsibility:-
 Kick of Lean journey
 Communicate lean initiative to the entire workforce
 Review lean journey roadmap and support for roll out plan
 Organize resources like finance, competency building
 Adopt Lean projects in Hosin kenri (policy)
 Review and approve lean roadmap for effective implementation

C. Lean Manager / Leader (Automotive Industrial Automation, 2018)

Role: -
Working with top management to develop the pace and implement business transformational through
lean and continuous improvement strategy towards the organizational structure, commercial approach,
culture, people and process.
Responsibility:-
 Creation and implementation of best practice lean vision, strategy and policies for business
excellence
 Review and communicate the lean activities impact
 Develop kaizen strategy along with management and key business stakeholders
 Support for cultural change throughout organization.
 To ensure lean success review project progress, understand risks, budgets, resources and issues
related to project execution.
 Coach and facilitate teams and individuals to identify project opportunities for lean
implementation.

D. Employee/ work force

Role: -
Adopt Change culture and Maintain set standards to achieve organization objectives.
Responsibility:-
 Maintain set standards and follow SOP without deviation
 Indentify waste and scope for improvements areas and rectify through kaizen
 Support for timely execution of lean project implementation
 Provide suggestion for betterment of lean practices

Kaizen and lean Operations 21

  Cooperate with team member’s lean execution.
 Must flexible to adopt change culture with positive mind set

E. Suppliers
Role: -
Timely supply of quality materials to customer as per schedule agreement
Responsibility:-
 Involve in customer supply chain activities to reduce waste in transportation, quality and delivery
 Involve lean journey to supply materials in minimum batch sizes for JIT implementation
 Adopt customer culture to improve quality and delivery
 Continuously improve process to reduce cost and improve delivery and quality

F. Customer
Role:-
Procure Product with reasonable price with minimum fluctuation of demand
Responsibility:-
 Provide constant schedule to supplier with tentative plan
 Develop supplier to be a competitive in quality, cost and delivery
 Provide timely feedback on quality, delivery and cost to improve
 Support for technology development
 Support for problem solving, cultural change and new things implementation.

Kaizen and lean Operations 22

 PART-C CHAPTER 3
________________________________________________________________________________
JH Implementation
C3.0 Introduction to Jishu Hozen / Autonomous Maintenance.
In manufacturing organization huge losses and wastes are generating in his operational practices.
This waste is due to workmen, maintenance practices, process, tooling etc. and also other waste like
reduced speed, start up losses, failure losses, and rejection losses also occurring in daily life. Along with this
condition for operational excellence “Zero-BAD” (Zero Breakdown /Zero Accident /Zero Defects) becoming
a prerequisites in manufacturing industries. In this scenario Total Preventive Maintenance evolved as
revolutionary concept to address above issues. (Ranteshwar Singh, 2013)
For effective addressing manufacturing losses and wastes and to develop competent environment
TPM having 8 pillars with 5s and total employee involvement (TEI) as a foundation.

Figure 3.0.1:- TPM Pillars

SOURCE: - JIPM

From these pillars Autonomous maintenance / Jishu Hozen (JH) pillars was one of the pillars to
address above issues. Main approach of this pillar was breaking concept of “I am operator you are
maintenance person” and bringing the culture of “I operate and I maintain”. This pillar geared towards
developing operators to fix small maintenance failure through daily checks to prevent forced deterioration
and freeing up skilled maintenance technicians for upgradation of machines. (J, 2014)

Kaizen and lean Operations 23

To upgrade the machines and develop people competency in maintenance JH having 8 steps.
Step 0 Preparation : - Preparing the workmen mindset through training and creating awareness on JH and
its implication (J, 2014)

Step 1 Initial Cleaning: - it is thorough cleaning of dust, dirt, etc inside and outside the machine to detect or
tagging the abnormalities for correction. In this process tag- in tag-out was carried to identify abnormalities
and bringing notice to concerned person to take corrective action.

Step 2 Eliminate Source of Contamination (SOC) and Hard to access (HTA)

In this step permanent action need to take for abnormalities which is identified in previous step.
SOC means eliminating the cause which is contributing contamination of machines .and HTA means
providing solution for hard to access to easy to access.

Step 3 Prepare tentative standards:-

In this stage JH tentative standards are prepared to sustain the actions which are taken in previous
step and keeping the machine in good condition through Cleaning (C) , Inspection (I) , Lubrication (L) ,
Tightening (T) . And fixing the frequency for these CLIT’s activities

Step 4 General Inspection:-

In this stage, to build Operator competency on equipments function, structure and principles of
operation training was given on lubrication system / electric system / Hydraulics system and mechanical
structure. This will help to increase equipment efficiency and effectiveness by detecting failure early.

Step 5 Autonomous Inspection:-

In this stage both tentative and general inspection standards are reviewed to prepare JH Standards
that provide standards for the efficient of inspection and prevention of inspection errors and to maintain
equipment in its desirable conditions.
Step 6 Standardization
To strive to zero losses, all the activities are standardized through written document which involves
creation of work instruction, SOP and setting limits etc.

Step 7 Self management: - in this stage all the activities performed are boiled down and improved through
small groups autonomous management activities to achieve company objectives.

Kaizen and lean Operations 24

C3.1 Snap shots of 5S implementation and identified benefits
5’s’ was called as foundation stone of TPM implementation. So JH starts with 5S. It is a Japanese
way of housekeeping. If the workplace is unorganized problem or abnormalities can’t be recognized. So
cleaning and organizing the workplace as per 5s requirements pop the abnormalities and giving
opportunity for improvements. If 5s was not taken up seriously it leads to 5D’s i.e. Delays, defects,
dissatisfaction of Customers, declining profits and demoralized employees. (Ranteshwar Singh, 2013) So
with these reason 5s Activities are carried in CNC vertical machining center at RUAS workshop.
Approach: - Initially abnormalities are identified and documented through “Tag-In” Process and some of
the possible abnormalities are corrected using available store resources. After correction “Tag-Out” done.
Table 3.1.1:- TPM Tagging Summary
Tag IN – Tag Out Process No of Tag In No. of Tag-Out

Abnormality
identification
through Tag

25 13

3.1.1 Abnormality Identification and correction before –After Snap shots.

Table 3.1.2:- 5S implementation Snap shots

Kaizen and lean Operations 25

Table 3.1.3:- 5S implementation Snap shots

Kaizen and lean Operations 26

Table 3.1.4:- 5S implementation Snap shots

Kaizen and lean Operations 27

C3.2 JISHU HOZEN (JH) implementation action plan
To implement JH in identified machine stepwise activity identified and implementation time plan
drawn.

Kaizen and lean Operations 28

Kaizen and lean Operations 29
Kaizen and lean Operations 30
C3.3 Identification of Five Check points and their Implication.
Checkpoints are routine checks /activities which is carried out to prevent breakdown of the
equipment/ or to avoid forced deterioration of equipment. In CNC VMC following checkpoints were
identified to upkeep machine in effective way for long term
Check Points 01:- Maintain lubrication Oil level within set limit
Maintaining lubrication oil level within band helps machine to work effectively without stoppages
because lubrication System act as a blood nerves of the machine. It delivers controlled amount of lubricant
at fixed time interval to the ball screw, Guide ways, bearings and slide ways to avoid friction and to keep
machine elements in normal temperature.
Table 3.3.1:- JH Check Points -01

Implication:-
 All critical parts are lubricated evenly regardless of location / accessibility if oil level maintained as
per level
 Less wear of parts causing extended life of the part
 Low energy consumption due to less friction
 Catastrophic failure will occur and causing increase in downtime and replacement cost.

Check points 02:- Maintain 5-6 bar pressure of Air in Incoming

Maintaining Air pressure within 5-6 bars (as per manufacturer recommendation) is more important
in CNC Machines. Because this compressed air helps to transport oil to spindle bearing, for actuating tool
change, blow chip / contamination from spindle tool taper. Maintaining air pressure as per recommended
pressure more important.

Table 3.3.2:- JH Check Points -02

Kaizen and lean Operations 31

Implications:-
 If Air pressure not maintained as per spec auto door opening and closing will get delay and
effecting on cycle time
 Air pressure was not maintained as per recommendation spindle air purging (during tool change
air purging will happen to flush out burr /dust /external contamination from spindle nose) will not
happening and leads to damage of spindle and tool holder
 In CNC machines compressed air was used for tool change mechanism actuation if air pressure less
it leads delay in tool change or tool fall down.
Check points 03:- Maintain coolant in maximum level condition
Coolant Sub system plays a major role to produce good quality of the parts and to control
abnormal tool consumption. Coolant sub system continuously supplies the coolant to the cutting zone to
take away cutting heat. If coolant level was not maintained it leads tool breakage.
Table3.3.3: JH Check points -3

Kaizen and lean Operations 32

Implication:-
 Coolant level decrease leads to low dissipation of heat from cutting zone
 Low coolant pressure not flushing out generated burr from cutting area cause poor quality
 Abnormal tool consumption (Frequent breakage) due to low coolant pressure to dissipate heat

Checkpoint 04:- Ensure Bed Coolant working or Ensure bed coolant coming
Bed coolant was used to flush out all generated burr from machine inside to outside. If Bed coolant
failure leads to accumulation burr inside ball screw and telescope covers causes forced deterioration / ball
screw will get jam. So operator need to ensure free flow of coolant in all the corner of the bed to flush out
burrs/Chips.
Table3.3.4: JH Check points -4

Implications:-
 If coolant was not come in bed coolant pipe generated burr will accumulate in all paths and on
element. This is will restrict free movement of axis
 Forced deterioration will happen and leading to more breakdown and increase in replacement
cost.

Check Point 05:- Check any abnormal Noise / Heat from all moving / rotary elements of the machine
CNC machine centre having different sub system and different parts. This electrical motors /
coolant pumps, Axis motors and ball screw etc are moving / rotary element. In this element due to natural
wear and tear or through forced wear and tear cause abnormal loses which can audible by hearing. So
machine operator every day once check need to check any abnormal noise / heat by hearing or through
touching. These types of checkpoints identify the failure in early before failure.

Kaizen and lean Operations 33

Table3.3.5: JH Check points -5

Implication:-
 Early detection and action initiation before permanent failure
 Repair time will get reduce.

C3.3.1 JH Check sheet for Daily Inspection

To monitor the health condition of the machine JH check sheet was prepared for the CNC
VMC.

Kaizen and lean Operations 34

Kaizen and lean Operations 35
4.0 Benefits derived by solving this assignment

4.1 PART A- Kaizen Journey

 Through solving Part A we understand that in current scenario how kaizen culture was important to
acquire competitiveness in cost, quality and delivery.
 Understand the strategic and tactical approach for successful kaizen journey
 For implementing the kaizen what are the challenges we need to face and how to overcome was
studied in detail with two successful cases studies

4.2 Part B – Lean Implementation

 Part B assignment questionnaires help to expose lean thinking concept. How lean thinking helps to
organization to acquire manufacturing excellence through reducing waste and losses were
understood clearly
 Understand the tools and techniques of the lean thinking
 Understand the challenges to implement lean in auto part manufacturing sector
 Understand the lean implementation roadmap through literature survey
 Role and responsibility of stakeholder in lean implementation was studied in detail.

4.2 Part C– JH Implementation

 Part C helps to acquire knowledge on TPM importance to upkeep machine in effective condition.
 How 5s was important to improve visibility and to reduce waste was studied in details
 Understand the what are the abnormality causing machine breakdown and their causes and
effects are studied in detailed
 To implement JH what are the step need to follow and each step what are action need to initiate
was understood clearly

5.0 Learning outcomes:-

Overall this module is eyesight to understand Japanese manufacturing strategy like Kaizen, lean
and TPM etc to improve operational performance in an organization. Through this module we understood
how kaizen and lean in a organization to helps to increase bottom line of the company by reducing waste
and increasing the value to the customer through applying different tools like VSM, TPM, Kaizen etc. And
also knowledge gain to train team members to solve problem using QC story and TPM methodology. As
well as to critically evaluation of lean and Kaizen journey for successful implementation was understood
clearly.

Kaizen and lean Operations 36

 References
________________________________________________________________________________

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