Kobetsu Kaizen is the first leg of the TPM. It is loosely translated as Self-Improvement or Focused Improvement. It's hard to find the right meaning for Kobetsu. Japanese is written in two scenarios - Kanji and Kana senaryo. If it's written in Kana, the meaning is home from home, door to door, every house. If it is written in Kanji, it represents a particular situation; separate; individual; Separate etc. Because this column focuses on solving a particular type of loss, it is preferable to call Focused improvement. Unlike Autonomous Maintenance (Jishu Hozen), where the equipment is considered on its own, Focused improvement (Kobetsu Kaizen) is designed to prevent accelerated deterioration of tool parts.
Kunio Shirose defined the TPM as not only a series of activities to bring the equipment to the best conditions, but also to create an environment to sustain these conditions. Focused Improvement is the process of applying systematic problem solving methods to production.
This concerns not only the improvement of the equipment, but also the focused improvement of the process of reducing losses in manufacturing. This is achieved through the collaborative effort of the production workers and the maintenance team. The process is based on aligning the right method with the correct scenario.
When there is a known solution to a clearly identified problem, the rigor and analysis required to find this solution becomes unnecessary because the history is not expensive to learn and implement in order to solve the problem.
The methodological approach to solving problems in Kobetsu Kaizen has some similarities with the 5G approach.
Gemba: The first ”G“ is called Gemba. Gemba is the combination of two Japanese words Gem and Ba. Roughly translated, Gemba means odyum raised podium or raised platform Kab. As a raised platform attracts the attention of each, Gemba must also attract one and all of them. In other words, Gemba is the real place where value is added, problems are solved, where work is done. Gemba is where the incident actually happened ... ... The source of the problem may be where the majority of the losses are absent. It is especially important for assigned team members to solve the problem. Everyone should have the same point of view and knowledge as the existing team areas researched. The remaining 4 ”G“ during the Gemba visit should be considered by the team.
Genbutsu: The second ”G” is known as Genbutsu. This means un go and see “in the loosely translated form of Genchi Gembutsu. The use of M or N in Gemba, Gembutsu, does not matter to consider phonetic issues. In Gemba, the team should review tool parts and materials associated with the problem or defective equipment. From time to time, there may be situations in which the problem will be eliminated (the line will be continued) even before the Team has arrived at Gemba. However, the team should insist on all aspects of the site for a detailed study that can explain how the failure occurred.
Genjitsu: The third ”G“ Genjitsu. Genjitsu refers to Data and Facts in the relevant field. In this step, the team must collect all data related to the operations, tools and materials that the 4Ms say exactly, before and after the condition of the problem. These data will help to link the facts behind the evidence that the team sees and what it sees. When collecting data, make sure that the team contains variable control data from the line, and after gathering informal conversations with Gemba owners when failure or problem occurs, gather the facts.
Genri: The fourth ri G ördüncü represents Genri. Refers to the Gene Principles. Before joining to solve an abnormality or a problem, you should be aware of the principle of operation. This will help problem solvers perform root cause analysis in the right perspective. Because knowing the operational principle will help the team to distinguish the current situation from the ideal situation. Spaces will be evident from time to time that the problem solvers will be groping in the dark and may be misled.
Gensoku: The fifth “G“, Gensoku. Express Gensoku Standards and parameters. The equipment was likely to fail due to deviations from standards - more importantly, the method standard. The Gemba owner may not be aware of the Standard Operating Procedures. One Point Courses were not done or clarified. The standard parameter table was missing and the operator had set the wrong parameters. In short, the operator's actions or wrong actions can cause problems. Verifying the standards, the SoPs, the OPLs, the JI (Work Instructions), the EIS (Element Instruction Sheets) allows the team to identify the source of the problem. Once the problem is solved, the team should also ensure that the standards are revised to prevent the collapse of the standards.
kobetsu kaizen
Using the 5G Principles will enable a leader to perform root cause analysis (RCA) in the right perspective.
