Implementing Kobetsu Kaizen Steps In A Manufacturing Company Goodway Rubber Industries (M) Sdn Bhd

Murugan , Nagaretinam (2005) Implementing Kobetsu Kaizen Steps In A Manufacturing Company Goodway Rubber Industries (M) Sdn Bhd. Project Report. UTeM, Melaka, Malaysia. (Submitted)

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Abstract

With the Japanese re-export of several prominent management concepts such as total quality control (TQC), just-in-time production (JIT) and lean production, one common factor cited for operational excellence bas received considerable attention during the last decade. The concept of KAlZEN has been introduced to the management arena, at times as the '<missing link" in explanations for the widely noted operational excellence of Japanese firms. The first well-known and most frequently cited proponent of !wizen was Imai, who wrote KA/ZEN - The Key to Japan 's Competitive Success ( 1986). He outlined the concept. its core values and principles, its relation to other concepts and the practices used in the improvement process. Kaizen is a Japanese philosophy that means continual incremental improvement "Kai" translates as Change and "Zen" translates as good or for the better. Implementation of the Kaizen system needs the involvement of all level of employees in a company. Manufacturing industries is the best place to implement the Kaizen project and evaluating its efficiency. This paper illustrates about Kaizen project at GOOD WAY Rubber Industries (M) Sdn. Bhd. Goodway Rubber Industries is a well known re-tread tyre maker for automotives. The implementation is done at factory 4. The improvement project undertaken is based on line 2. Various losses and process downtime are affecting the specified process line. Kobetsu Kaizen I 0 steps are used as guidelines to tackle the surfacing problems. The proposed Kaizen project would be able to increase the productivity, reducing abnormal time and eliminating the Six big losses recorded. The implementation of Kobetsu Kaizen steps in the production line number two have significantly increase the Overall Equipment Effectiveness (OEE) from 81.42% to 87.8% thus allowing an improvement of 6.38%. The contribution of Kaizen to the Overall Equipment Losses also records a decrease from 18.58% to 122%. The main concern of the project is to focus on performance losses which consists minor stoppages and speed loss. The elimination of losses results in higher productivity output and more decent work condition.

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