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Lean manufacturing (LM) is established as a best practice to improve the performance of manufacturing industries. Not all the manufacturing industries realize the benefits of LM practices specifically continuous process industries. The present research work is intended to study the advantages of implementing LM practices in an ethical paper industry which is a continuous production industry. Presently, the industry suffers with the problems such as lack of productivity, raw material wastes, underutilized resources, and lack of standard practices in the production. Gemba technique is adapted to record the information related to the present manufacturing environment. Based on the current state analysis, the feasible lean tools are selected and implemented such as 5S, Kaizen, and Total Productive Maintenance (TPM). The improvements have been noted as reduced tool change over time, reduced material wastes, effective utilization of resources and provide safety guidelines to workers and operations. The implications of these improvements increased the productivity also.

A noble operational framework – 2K5S, a modified form of Toyota production system (TPS) incorporating Kaizen, Kaikaku and 5S is introduced in this paper. Kaizen is continuous improvement concept implementing a small step at a time to produce a small or moderate improvement in productivity. Kaikaku is a moderate innovative approach implementing new work method or means to produce a drastic improvement in productivity by eliminating wastes at the same time. The 2K5S is then implemented in the operations of a pineapple farm and a series of case studies are conducted. The outcomes of the case studies have revealed that through the introduction and implementation of the 2K5S operational framework, some significant organisational improvements have been witnessed. Apart from significantly increment in productivity, other advantages achieved including increasing in effectiveness and efficiency in the operational processes, improved visual management of the process, improved operational health and safety and morale of the workers, improved housekeeping, waste elimination and process standardization. The outcomes of this study have demonstrated that 2K5S is a powerful and practical operational framework model which is applicable for agricultural organisation. Keywords: Toyota production system (TPS), 2K5S, Kaizen, Kaikaku, 5S, continuous improvement, agricultural sector.

This study dealt with the topic (methodologies of continuous improvement between theory and practice) - quality, excellence model, Kaizen - model, descriptive study on a sample of institutions in the state of Khartoum - Sudan. Which aims to know whether government institutions apply methodologies of continuous improvement or not, and support and motivate them to apply these methodologies and work to spread awareness to become a general culture among employees. The researcher followed the descriptive approach, as he used a number of data collection tools in scientific research, observation, interview and the questionnaire newspaper, and a stratified random sample was selected for (50) individuals from five institutions, each institution has ten individuals representing the entire research community, and the questionnaire was distributed Through the researcher personally. It was analyzed on a computer by the statistical package for social science (spss). Using statistical methods

This paper describes how the Operations and Supply Chain Management Department at the University of St. Thomas uses kaizen events as a vehicle to integrate undergraduate and professional programs with local area organizations. A unique business collaboration was created where the faculty members led an actual lean kaizen event at a local organization. Project team members included lead and support faculty, undergraduate students, professional certification students, and company representatives. In a one-week intensive experience, teams addressed real issues at a local organization and implemented changes that had positive impacts on the student learning experience and the bottom lines of the participating organizations. This paper discusses how to conduct a kaizen event student project as well as challenges and benefits related to this approach.

Sürekli iyileştirme-geliştirme anlayışı uygulamasıyla maliyetlerin düşürülmesi ve kalitenin yükseltilmesi suretiyle işletmeler rekabet avantajı elde etmektedirler. Modern yönetim muhasebesi uygulamalarından olan kaynak tüketim muhasebesi işletmelerin mevcut yapısını analiz ederek işletmede uygulanacak sürekli iyileştirme ve geliştirme faaliyetleri ile ilgili sonuçları en iyi şekilde açıklayan bir stratejik yönetim muhasebesi yöntemi olarak kullanılmaktadır. Bu çalışmada sürekli iyileştirme ve geliştirme anlayışı çerçevesinde kaynak tüketim muhasebesinin uygulanabilirliği ele alınmıştır. Bu uygulama ile şirket yönetimine olası maliyet azaltma teknikleri hakkında bilgi sağlanmış ve bu bilgileri elde edebilmek için, her bir faaliyetin performanslarının analiz ve değerlendirmesi ayrı ayrı yapılmıştır. Bu şekilde üretilen mamullerin maliyetlerinde azalma sağlanmış ve işletmenin katma değer yaratmayan faaliyetleri sürekli iyileştirme-geliştirme faaliyetleri ile devamlı olarak azaltılmaya çalışılmıştır.

This article examines the opportunities of Kaizen implementation in the Lithuanian industry-based enterprises. The conducted analysis of Kaizen literature has generated key success factors for Kaizen implementation. The industry in Lithuania is reviewed and its relationship with the key success factors is analyzed. The conducted survey-questionnaire characterizes the empirical research base for this study. The paper presents the results of the surveyed companies related to key success factors on which companies should be focused and which are the most important for successful Kaizen implementation. Based on the results of the research a model for successful Kaizen implementation in industrial companies is prepared and provided, as well as conclusions and recommendations. Article in English. „Kaizen“ diegimo pramonės įmonėse galimybių tyrimas Santrauka Straipsnyje nagrinėjamos „Kaizen“ diegimo galimybės Lietuvos pramonės įmonėse. Atlikta „Kaizen“ mokslinės literatūros analizė sugeneravo pagrindinius sėkmės veiksnius, siekiant įdiegti „Kaizen“ metodologiją. Apžvelgta Lietuvos pramonė ir išanalizuotas jos ryšys su pagrindiniais sėkmės veiksniais, atlikta anketinė apklausa, kuri sudaro empirinio tyrimo pagrindą. Darbe pateikti apklaustų įmonių rezultatai atskleidžia, kokiems pagrindiniams sėkmės veiksniams reikia skirti daugiau dėmesio, kurie yra svarbiausi norint padidinti „Kaizen“ diegimo galimybes. Remiantis tyrimo rezultatais parengtas ir pateiktas modelis sėkmingam „Kaizen“ diegimui pramonės įmonėse, pateiktos išvados ir pasiūlymai. Reikšminiai žodžiai: „Kaizen“, nuolatinis tobulinimas, veiksnių analizė, diegimo galimybės, pramonė, pagrindiniai sėkmės rodikliai.

This paper intends to capture the attention of the lean researchers towards a shift of priorities of the various techniques implemented in lean and its journey of 40 years in the global scenario. In particular, the paper focuses on the implementation of lean techniques in India under the banner of sustainability. The paper focuses on three industries, a textile industry representing industrial revolution 1.0, an automotive spare parts industry representing industrial revolution 2.0, and an electrical/electronics industry representing industrial revolution 3.0, named ‘A', ‘B', and ‘C', respectively, and analyses the priorities of the eight best techniques of lean in the sustainability phase. The techniques are Kaizen, Poke-Yoke, 5S, Kanban, Just-in-Time, Jidoka, Takt-Time, and Heijunka. The industries ‘A' and ‘C' have Poke-Yoke as the most critical technique and have been ranked one whereas in industry ‘B' 5S emerges as the most prolific technique in the Indian context of these industries.

With the fourth industrial revolution on the verge of disruption, businesses and production companies around the world are trying to emulate the success of Toyota’s remarkable production system with a view of reducing waste and improving quality. Lean production has been the secret for Toyota to be as the most profitable automaker in the world. This paper presents a survey and reviews on how process improvement techniques such as the Lean Six Sigma (LSS) and KAIZEN may be implemented to realize reduced lead time in production processes and to attain the desired quality in concrete. The case study is based on the concrete production plant for the 750 MW (5 * 150 MW) Kafue Gorge Lower Hydro Power Project, which may be considered to have been one of the largest concrete batching plant with a total production capacity of 32 cubic meters. The analysis of the effectiveness and impact of the operation and management methods, i.e., LSS and KAIZEN techniques, were carried out over a period of approximately two years. Through literature review, evaluation of these philosophies was done by first defining waste in materials, time and work force at the concrete production plant. The KAIZEN, which is management techniques focusing on employees’ involvement to ensure continuous improvement and a high success rate of lean implementation at the plant, was applied and used thus creating a feedback kind of plant management technique review mechanism overtime. The complete implementation of the lean production system involves considerable organizational change while maintaining the true north. Furthermore, not only can these methods be used to realize Industrial Value Chain through lead time reduction and quality optimization of concrete but also provides applied management and economical improvements with assured reduced Takt-Time realization at the production plant.

The termination of movement along the path of improvement means the beginning of the degradation of the company. If we consider the term “kaizen” in relation to a manufacturing enterprise, then it means the continuous improvement of both production processes and auxiliary business processes and management of production and the enterprise as a whole. The article provides examples of the use of the “kaizen” system at the leading Russian metallurgical enterprises VSMPO-AVISMA and the Oskol electrometallurgical plant.

Despite the extensive research on Continuous Improvement (CI), limited reflection has been reported regarding the managerial factors needed to successfully deploy Kaizen Events (KEs). This study investigates various managerial aspects that affect the implementation of KEs. After conducting a literature review and gathering experts' inputs, the objectives of the study and six research questions were formulated. A survey questionnaire responded by 175 manufacturing organisations was designed and validated. A combined approach of descriptive statistics and one-way ANOVA tests were used to analyse the collected data. Besides other 'soft' aspects, the results determine: (1) the drivers and barriers in the pre-implementation stage of KEs; (2) the critical success factors and challenges related to the implementation stage of KEs; (3) the reasons that result in unsuccessful KEs; and (4) the reasons that stop organisations from running KEs. The study provides insights into an under-researched topic by looking at different phases of KEs implementation. The study contributes to the contingency and the RBV theories by offering an understanding of the importance of different contingencies and resources planning for KEs implementation. The findings are beneficial for industrialists who may aim at driving CIs in their organisations through the implementation of KEs.

Warehouse as a place that is burdenedwith the task of and items to be used inproduction, until the goods are requestedaccording to the operating schedule. Thepurpose of this study is to find out how toplace, group, and compile items to be orderly.The average results in preparing the PO afterimplementation are proven to be faster thanbefore implementation, so Ho is rejected.Statistical test results with an average ratiothat shows the average time beforeimplementation is 16.37 and the results afterimplementation are 2.04 and it is obviouslythat after implementation there has been asignificant decrease in the service of purchaseorders (PO) more fast.

This paper was conducted in the automotive industry, the purpose of this study was to improve the productivity of workmanship in the Line Painting process in the production department. The focus of this research is: to see the waste that occurs in this part of the process this is because in the process productivity is still far below the target set by the company, so it needs to be improved in the process. Improvements were made using the Lean concept combined with the PDCA method. From the results of repairs carried out, it was found that during the Line Painting process there was a lot of waste loss time, then improvements were made with the application of Lean to get an increase or improvement in productivity by 80.6% which previously productivity only reached 71%. From this research it is proven that by implementing Lean, this can significantly increase productivity

The objective of this study is to implement some of the Kaizen and 5S principles borrowed from Toyota's operation management systems and process improvements to help smallholder farmers become more productive and efficient. The paper systematically analyses, categorises, and reviews methodically the published literature. A series of case studies were conducted in an indoor hydroponic farm located in an urban area. The Kaizen and 5S principles in the organization have been implemented and analysed. Based on the outcomes of the case studies, it can be stressed that by the introduction and implementation of the Kaizen and 5S principles brings significant changes and improvements in the organisation in terms of increasing in effectiveness and efficiency in the operational processes, improved visual management of the process, improved safety and morale of the workers, improved housekeeping, waste elimination and standardization. The outcomes of this study have demonstrated that the Kaizen and 5S principles and techniques are equally applicable for agricultural organisations rather than manufacturing sectors.

The purpose of the work is to develop recommendations for ensuring the quality of paints and varnishes for building products and structures. Information is provided on the application of statistical methods for managing the quality of products when painting building products and structures. It is shown, that the quality of the finish depends on the method of applying the paint, the porosity of the cement substrate. The problem of safety of paint and varnish coating properties during storage and operation is significant and relevant. For coatings based on all types of paints the minimum roughness value of the coating surface and the minimum value of the risk are typical in the case of applying paints to the putty surface, regardless of the method of application. Offered to organizations, firms, engaged in the execution of finishing works, the introduction of the kaizen approach to the renewal of staining technology, based on continuous improvement of activities and providing for the use of statistical methods for managing the quality of products. Information on the effect on the longevity of coatings of the quality of their appearance is given. It is shown, that coatings with a high roughness index are characterized by low durability during exploitation. A model of the cohesive strength of coatings is presented, depending on the surface roughness.

In recent years, derived from environmental pressures and what the twenty-first century customers demand, many higher education institutions worldwide have gradually begun to incorporate notions of...

The mathematical model of a territorial community management based on a multi-sectoral model of a national economy and Kaizen strategy has been built. According to the modelling a united territorial community is a "closed system". This allows to determine the internal functioning potential to assess the possibilities of self-financing and break-even point. In the multi-sectoral model for a territorial community, we assume that the elements of this complex system are the basic factors of production, namely, land, labour, capital, entrepreneurial skills and information. It has been found out that effective management of territorial community’s internal potential allows to assess its internal economic security rate based on autonomy and self-sufficiency. It has been proved that Kaizen strategies cause effective organization, control and managerial influence on a complex system like a territorial community in the context of its dynamic development.

The modern system of shipbuilding includes applying integrated hull construction, outfitting, and painting (IHOP) of ship interim products, as opposed to the traditional manner of first constructing the hull blocks, then performing basic outfitting and finally painting, all separate of each other. Even though most shipyards apply some degree of integration of all trades during vessel construction, much work could still be better integrated. This article analyzes and maps the present IHOP construction of a typical shipbuilding erection block in a real shipyard. Through the application of a product work breakdown structure and group technology, the degree of IHOP integration could be increased. This is demonstrated to be in compliance with the lean principles of improving flow and kaizen. The article will suggest how the vessel construction could be become leaner through a value stream map, thereby decreasing both duration time and man-hours, thus securing significant savings for the shipyard. 1. Introduction The concept of integrated hull construction, outfitting, and painting (IHOP) of ship blocks has existed for the past 40 years. However, the level of IHOP application differs among shipyards. There is still much rework and outfitting that is performed on the slipway or in the dry-dock as opposed to during the assembly or preerection construction phase. The main aim of IHOP is to construct and outfit and paint ship blocks to a high degree while minimizing the outfitting tasks for later construction stages. This method greatly reduces shipbuilding production man-hours which yields major savings for shipyards. The idea of IHOP derives from group technology. In the distant past, ships were built in the classic method with keel laying on the slipway followed by piecemeal steel construction with outfitting of ship equipment afterward. Outfitting includes all equipment that is not an integral part of the hull structure such as equipment foundations, pipes, cables, hangars, ladders, pumps, valves, boilers, purifiers, evaporators, bus and switchboards, diesel generator sets, the main engine, and all of the ship systems including the wheelhouse electronics and navigation equipment.

In the Industry 4.0 era, cyber physical manufacturing systems (CPPS) has started to change activities of manufacturing system engineers into CPS based ones. In typical Japanese factories, manufacturing system engineers are always stationed at the shop floor and continuously improve manufacturing systems with workers. For supporting such engineers’ activities, we are developing the concept of ‘Digital Triplet’ as an extension of Digital Twin. Digital Triplet consists of intelligent activity world in addition to the cyber world and the physical world and supports manufacturing system engineers in developing engineering processes with the cyber and physical worlds. Based on this, we are developing an education program. In this paper, we first describe the concept of Digital Triplet. Next, after explaining the overview of the education program, we introduce a course in which trainees (mainly novice engineers) execute ‘Kaizen’ with a prototype CPS system of a learning factory.

To remain competitive, manufacturing organizations like Tsukiden Electronics Philippines, Inc. (TEPI) has addressed productivity and efficiency goals through manufacturing waste elimination. In this case-experimental research for TEPI the paper proposes a process improvement technique for inventory management. Six Sigma methodology using Lean manufacturing tools were used to address the problem of TEPI in inventory management. Current state analysis and first level Pareto analysis revealed the highest contributor to the total loss of TEPI. Second level Pareto analysis showed that among the factors that contributed to losses, it was the missing/ uncounted parts that contributed the highest to the total losses. The Ishikawa diagram and why-why analysis revealed that almost all the problems that arise in TEPI’s inventory activities were caused by the inability of the operator to do multitasking, lack of visual display and parts’ sensitivity. Potential problems were identified using PFMEA and a control plan was made for inventory control using counter checker with proximity sensor and visual display to ensure the smooth flow of the processes.

O objetivo deste artigo é apresentar a implantação e os resultados obtidos por meio da aplicação da ferramenta 5S e da filosofia Kaizen ao setor administrativo de uma empresa. A pesquisa foi fundamentada na pesquisa bibliográfica pautada em livros e materiais extraídos de meios eletrônicos. O atual cenário econômico evidencia cada vez mais sobre a questão da qualidade, do consumo consciente e da eficiência produtiva com baixo custo. A metodologia 5S permite desenvolver o Kaizen (melhoria contínua) aprimorando a produtividade, incentivando trabalho em equipe, mas para que isso aconteça é preciso envolvimento e participação de cada indivíduo, principalmente da alta administração. Geralmente os resultados são em longo prazo e baseados ao grau de convencimento e comprometimento das pessoas envolvidas no processo, desta forma, sua implantação deve ser realizada por etapas, através de treinamentos e formação de equipes capazes de mapear os problemas, os desperdícios, riscos, entre outros e criar um plano de ação para perpetuar o ciclo de melhoria contínua. O estudo mostra resultados consideráveis como melhor organização operacional, a importância das auditorias e indicadores de desempenho para o processo de implantação de ferramentas de gestão de qualidade.

In modern Medicine, team working has become crucial to guarantee favorable outcomes in most therapeutical procedures. Electrophysiology (EP) represents an exemplary paradigm of it. Herein, the role of the EP staff members and the importance of cooperation before, during and after the procedure is highlighted. Moreover, the strategies and the future challenges for developing a strong and efficient teamwork through a continuous process of improvement (the so-called “Kaizen Methodology”) are widely discussed.

This article reports the adoption of green environment through 5S and safety principles in motor and pump industries at Coimbatore. Even though the importance of green manufacturing is increasing day by day among the industrial and research communities, a definite implementation system model does not exist in practice for industries. It is not easy to convert conventional manufacturing to eco-friendly manufacturing without the support of quality and process improvement tools. The appreciation of impact and implementation of green manufacturing a different level of manufacturing is also very difficult. To overcome these issues, 6S principles are introduced with green manufacturing to develop a new process paradigm. This work describes a system model called as ‘GREEN-6S’ to transform less green into greener in motor and pump industries.

In this study, the process improvement / Kaizen case study of a casting mold set-up process taking an average of 20 minutes, is examined. The aim of this work is reducing the set-up time and improving ergonomic conditions. Since existing operating conditions cause a waste of time and result in non-ergonomic conditions, an air impact wrench had to be used in the mold assembly process. To be able to use the air impact wrench a new geometry had to implemented on casting mold and this design change was analyzed in ANSYS software to avoid a failure in working conditions. It was concluded that the maximum stress on the mold is not at a level where it will cause failure. After the initial geometry improvement process, a further ANSYS-Topology optimization process is conducted to reduce weight of the mold. As a result of this the set-up time decreased to an average of 9 minutes. Consequently, big benefits in terms of cycle time, occupational health and safety, improvement in the process and cost have been achieved.

Lean thinking began at the Toyota Motor Company in the 1930s and 1940s. The brilliant insight of Toyota was there was so much hidden waste that the company could be transformed by its reduction. The techniques they created were eventually captured in the Toyota Production System: a system of continuous improvement based on standard work augmented by Kaizen (“incremental improvement”) to bring sustainable performance increases. Knowledge work typically refers to work done by professionals and experts. Those who implemented lean health care were among the first to face the question of whether lean thinking applied outside of manufacturing, starting with operational issues like patient flow and physical inventory. The lean startup method applies lean thinking to understand customer needs rapidly and concurrently with product development. Critical Chain Project Management is applied across a wide range of project types including many examples in product development.

During the post-World War II era, Japan emerged a strong industrial nation creating awe among the Western world in view of its highly successful management practices. It is hence understandable that several management consultants and books started using the Japanese terms. Even among the young engineers, the Japanese terms started creating better interest than the corresponding English terms in understanding and practicing management practices. This chapter explains some of such Japanese management terms for the benefit of the young engineers.

Kaizen is a Japanese philosophy or practice that focuses on continuous improvement of processes in manufacturing, engineering, service, or any business management. In fact, these principles are well advocated and have been practiced by industrial engineers all over the world since the 19th century and the principle of creativity can be equated to kaizen. Hence, after explaining kaizen, this chapter discusses the principles and practices of creativity in detail.

PurposeThe purpose of this paper is to present an integrated philosophical foundation for Kaizen.Design/methodology/approachThe study is based on triangulation (and integration) of six philosophies: the Traditional Values, the Process-Oriented Philosophy, Edification, Completeness, Improving Perfection and True-Mindfulness. In addition, the Power of One integrates these philosophies into one solid foundation for Kaizen.FindingsA framework, called The Kaizen Wheel, is created to represent the integrated philosophical foundation for Kaizen. It shows the big picture and the close knit of the six philosophies for facilitating Kaizen. It also suggests that Kaizen can serve as a new philosophical paradigm for the unification of action and knowledge.Research limitations/implicationsAlthough empirical contents are implicitly embedded in each of the six philosophies, the paper’s main contribution is to provide a conceptual framework for the integration of Kaizen philosophies. Since this is a conceptual paper, further research and more empirical studies will help facilitate the understanding and practices of Kaizen.Practical implicationsThe Kaizen Wheel provides a big picture of the Kaizen philosophies. It is a useful mechanism for practitioners to review their own values so as to provide guidelines for not only their thoughts and behaviors regarding Kaizen activities, but also the design and implementation of Kaizen programs.Originality/valueThis is an original paper. It provides a valuable conceptual framework for providing an integrated foundation for Kaizen research and practice.

The article presents the work of Kaizen Team, which analyses problems connected with completion of products. The output logistics and the Japanese philosophy of work – Kaizen were described. Then the object of research, Malow Company in Suwałki, was introduced. The practical aspect of management with the use of Kaizen was taken into account. Diagnosing problems, which are the cause of waste, was introduced. Also solutions proposed by Kaizen Team were presented.

Uwzględniono polskie doświadczenia w rozwoju przedsiębiorstw przez Kaizen. Przedstawiono specyfikę obszaruwybranych polskich firm SYNTHOS S. A., Grupa Spółek LITPOL MALOW, Esselte, Hortimex, DSSE, CMC. Określonozalety korzystania z Kaizen dla pracowników i firm.

Purpose The purpose of this paper is to uncover the significance of KAIZEN technique in manufacturing environments. Design/methodology/approach KAIZEN is a management approach focused on incremental improvements in operations. Different elements of KAIZEN are being utilized by manufacturing industry to improve the performance of current manufacturing system processes. This study attempts to evaluate the performance of different elements of KAIZEN in manufacturing industry of Northern India. The importance level of different elements of KAIZEN, important benefits achieved after successful implementation of KAIZEN approach and benefits occurred after implementation of different elements of KAIZEN have been identified. Questionnaire survey in the case company has been performed and the most important element of KAIZEN has been implemented. Findings Results explicitly depict that failure mode and effective analysis is the most important element of KAIZEN. Results indicate the net savings of rupees 422,208 annually after implementing KAIZEN technique in a case company. Originality/value The paper demonstrates the practical application of KAIZEN technique showing how it can bring real breakthroughs in saving cost in the manufacturing industry.

En este artículo se presentan los resultados de la investigación sobre los factores que inciden en el retiro de los equipos de medición del proceso de pintura, de la empresa colombiana ensambladora de vehículos Renault Sofasa. Empleando métodos como el Kaizen y el Sistema de Aseguramiento Metrológico (SAM), se realiza un diagnóstico para determinar la pérdida económica generada por los sobrecostos ocasionados por los equipos de medición en etapas críticas del proceso productivo. Los resultados obtenidos por medio de esta investigación servirán de base para que la compañía desarrolle soluciones pertinentes, utilizando esta información como una herramienta para mitigar los sobrecostos generados en el departamento de producción. Los resultados obtenidos sugieren la importancia de contar con un método adecuado para controlar y mejorar los procesos, no solo en la industria automotriz, sino en todos los sectores económicos que utilicen equipos de medición y que estos se encuentren vinculados con las variables críticas de control y la elaboración de los productos.

The core competence of any medium-to-large sized shipyard includes the panel assembly line. Ship panels are the basic building blocks of well over 60% of the interim products of typical commercial ships. Therefore the improvement of the panel assembly process could greatly reduce the number of man-hours of all assembled panels, thereby yielding significant savings to the shipyard. Using a lean methodology to make kaizen improvements to traditional panel assembly lines will greatly reduce the costs in ship production. This means that shipyards, which are barely keeping earnings above costs, will be able to increase profits. Value stream mapping is a key way of determining how lean a production process is. The wastes in production assembly are readily identified as well as the takt time and the areas where there is push as opposed to pull. In this paper, a case study of a typical commercial shipyard, which builds a product mix of vessels is analyzed. The present state panel assembly line is mapped and then using lean tools and avantgarde technologies, such as hybrid laser arc welding, the new transformed panel assembly line is demonstrated to bring man-hour reductions of over 80%, so that a typical panel is assembled using 12 man-hours as opposed to the present 72 man-hours. 1. Introduction The core competence of virtually any medium-to-large sized shipyard includes a panel assembly line. Many times shipyard management takes for granted that the panel assembly line is just fine as is and therefore it is not necessary to make analysis to improve this core shipbuilding assembly process any further. However, since flat panels make up well over 60% of the building blocks of most commercial ships, any type of significant improvement to the panel assembly line will result in important cost savings for the shipyard.

Innovation can be made of small things in our routine activities. Seiri (sort), Seiton (set in order), Seiso (shine), Seiketsu (standards), and Shitsuke (sustain) is 5 words in Japanese, which is a systematic technique in correlation with efficiency. Kaizen has been widely known in the world as continuous improvement through small steps that affect the economy of the company. This system helps the management to manage the workplace, improve discipline, reduce waste and increase productivity. NGK Busi Indonesia is one of the companies owned by the Japanese spark plug that upholds the quality control contributed significantly to the implementation of Kaizen and 5S. This study explores the innovative implementation of 5S Kaizen refers to that applied in the production floor. Direct observation was made as basic methodology of this study. PT NGK Busi Indonesia always fix some work through Kaizen techniques to improve efficiency.

This paper focuses on the application of Kaizen, one of the pillars of total productive maintenance (TPM), for improvement of overall equipment efficiency (OEE) of a ring frame section in a spinning plant. The ring frame is considered as one of the critical sections since rope-like fiber strands become a fine yarn through a high amount of attenuation. Here, Kaizen was applied in the ring frame section to enhance overall performance and increase the productivity. Six major stoppage losses, namely breakdown or equipment failure, setup and adjustment, idling and minor stoppage, reduced speed, defects in the process, and reduced yield in the first place, were examined with the help of Pareto analysis, why why because logical analysis (WWBLA), and cause-and-effect analysis. A well-organized training program was conducted to make the operators educated about these losses and possible ways of improving the condition. Because of Kaizen, losses in the ring frame section were reduced significantly, and the OEE of the equipment was increased from 75.09 to 86.02%, productivity was improved by 23.93%, and production of defective items was reduced by 49.50%. The findings from this work revealed the benefit of application of TPM in real-world manufacturing environments.