Kobetsu Kaizen



What is the role of KK sub-committee ?

KK sub-committee has a team of upto 7-8 members in a large company representing the heads of different departments and the chairman is usually the Plant Head. The committee has following roles: Recording, categorizing and analysing 16 losses(except break down and defect loss) machine-wise, department-wise, unit-wise and company-wise : Calculation/Analysis of OEE and set targets for minimizing/eliminating each loss. In some cases, companies are also including specific losses that affect their business. In other words the formula for OEE may be different at different stages of TPM in a company and specific to the constraints a company may have Based on business need, set priorities on losses and projects looking at resource constraints.

Selecting Kaizen themes based on losses, setting targets and assigning teams to take responsibility for each identified project. :

  • Identify bottleneck areas, fix targets and set priorities
  • Launching of project teams with pilot projects
  • Helping all support functions to arrive at the Loss vs. cost matrix and the P,Q,C,D,S,M measures.
  • Identifying aim and scope of KK, training requirement and guiding the facilitators to focus losses on company performance.
  • Knowledge sharing through horizontal deployment activities
  • Develop the Master plan for KK and track progress of Kaizens and OEE
  • Motivate people to do Kaizens.
  • Giving inputs to the education and training pillar for training matrix development.
  • Working in close co-ordination with other sub-committees for achieving the PQCDSM targets. This committee will meet at least once a week or month for the above mentioned points.

Which losses to be addressed by KK ?

KK pillar deals only with those losses that cannot be handled by any other pillar. All 16 losses have to be considered by the KK committee and make up the loss structure for the company. (Losses due to defect/rework losses through Quality Maintenance, failure losses through Planned Maintenance). Next, the KK sub-committee will identify the priorities and assign project teams to work on specific losses on different machines and areas. Remaining losses will have to be addressed by KK sub-committee. Usually, they address the following losses:

Each company has to make up their list and collect data. The highest losses will be the priority for the KK pillar. In some companies this list may be different. This is only an example:
Loss no. 2: Set-up
Loss no. 3: Tool change
Loss no. 4: Start-up loss
Loss no. 5: Minor stoppages
Loss no. 6: Reduced speed
Loss no. 9: Management Loss
Loss no. 10: Operating motion loss
Loss no. 11: Line organization loss
Loss no. 13: Measurement and adjustment loss
Loss no. 15: Tools, jigs and consumables loss
Loss no. 16: Yield loss

© MCB University Press · ISSN 0968-4875



You may also like this :Top MBA Schools,E-business, Kobetsu Kaizen, Japanese 5-S Practice , Total Productive Maintenance, Knowledge Management Quality Management, ISO 9000 and its Implementation, Classification Of Services, Challenges in Distributing Services through Electronic Channels, Network Marketing , ISAP, Oral Communication Activities, American Depository Receipts, Building Information Systems, Job Enlargement , Recruit, Job Satisfaction , Job Creation Program, Collective Behaviour , Stress Management , Feedback, ERP Implementation , Visual Aids, Group Dynamics , Recruitment Process Outsourcing, Job Scheduler , Motivational Speaker , Motivational Theory , Call Money Market, Financial Structure , Datawarehouse and Data Mining, Course on SAP R/3, Personality, Job Analysis , Promotional Model , Total Quality Management, Human Resource Management System, Motivational Interviewing, Emotion, MBA/Business Seminar Reports, PPT and PDF.



copyright © 2006 V2 Computers E-mail :-