Implementation of Kaizen tools in managing production processes at a steelworks

Abstrakt

Research background: Heavy industry plants are increasingly turning to Kaizen tools – previously known mainly from the automotive industry – in an effort to reduce downtime costs and waste in production processes. However, the literature primarily describes the general principles of this philosophy, and far less frequently focuses on its specific implementations in mass production environments, such as a ribbed bar rolling mill.

Purpose: The aim of this article is to conduct a qualitative assessment of the role of selected Kaizen tools in improving the operational efficiency and work organisation of the ribbed bar rolling mill department, and to formulate recommendations for further improvements.

Methodology: A qualitative case study was employed, comprising participant observation, analysis of technical and operational documentation, and analysis of breakdowns and changeovers. The study was carried out by two authors: a practitioner employed at the company under study, who was actively involved in improvement processes, and an external researcher who reviewed the data and their interpretation in order to minimise bias in the assessment.

Findings: The implementation of a cascading communication system, 5S standards, a systematic root-cause analysis of breakdowns and standardised changeover procedures enabled a shift from a reactive to a preventive model, as well as the standardisation of changeover time (25 operations, approximately 2 hours 30 minutes). The elimination of recurring breakdowns and the reduction in the time taken to rectify them should, in the long term, also help to reduce the variability of the Overall Equipment Effectiveness (OEE) metric, although data to measure this were not available within the scope of this study.

Practical implications: The standards developed (checklists, Service Call Reporting & Analysis sheets, Gantt charts) can be transferred to other production lines and profiles and serve as a starting point for the development of a comprehensive Total Productive Maintenance system.

Originality / value: The article presents an integrated implementation of a Kaizen toolkit in the steel industry, based on the direct professional experience of one of the authors. The combination of a theoretical perspective with the engineering practice of a specific production department is rarely encountered in the literature on the subject.