Focused Improvement (Kobetsu Kaizen) is a pillar of TPM that involves targeted projects to eliminate specific losses that reduce equipment effectiveness. It uses a structured 8-step approach based on PDCA to systematically identify and resolve issues through cross-functional teams. Regular Focused Improvement activities are needed to continuously improve standards and maximize productivity by eliminating the 16 major losses.

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© Operational Excellence Consulting. All rights reserved.
Focused Improvement
(KOBETSU KAIZEN)

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Learning Objectives
Understand what is
Focused
Improvement and
why it is important in
TPM implementation
Describe the
Focused
Improvement
approach and the
common analytical
tools
Acquire knowledge
on how to plan and
organize for
Focused
Improvement
activities
Gain practical tips
for sustaining
Focused
Improvement
activities and the
key factors for
success
NOTE: This is a PARTIAL PREVIEW. To
download the complete presentation, please
visit: https://www.oeconsulting.com.sg

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Contents
What is Focused Improvement?
2
Planning & Organizing for Focused Improvement
3
Introduction to Focused Improvement
1
The 8 Steps of Focused Improvement
4
Common Tools & Techniques for Focused
Improvement
5

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Focused Improvement is One of the Pillars of the
TPM Excellence Framework
Overview of TPM
Office
TPM
Safety,
Health
&
Environment
Autonomous
Maintenance
Planned
Maintenance
Focused
Improvement
Early
Equipment
Management
Quality
Maintenance
Education
&
Training
5S & Visual Management
TPM Goals:
Zero Defects, Zero Breakdowns,
Zero Accidents
Focused Improvement involves targeted projects to
reduce specific losses.

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The Effects of Much Conventional Improvement
Activity are Transitory
Time
Event #1
Event #2
What Standard should be
Maintenance
Maintenance
Event #3
Work Standard
What Standard should be
Output
What actually becomes
the Standard when
people do not sustain
the changes
There was a strong tendency for improvements not to be
capable of being maintained or properly established.

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To Keep Companies’ Results Perpetually Trending Upwards,
Two Abilities are Needed: the Ability to Maintain and Improve
Time
Innovation
New Standard
What the Standard becomes
Maintain the Standard:
Autonomous
Maintenance
Current Work Standard
Gradually
Improve the Standard:
Focused Improvement
Next
Innovation
Productive
Potential of
Underutilized
People
Output
In TPM, activities are organized to ensure that the benefits of Focused
Improvements are upheld, principally through Autonomous Maintenance.

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Focused Improvement Aims to Increase Production
Efficiencies by Eliminating the 16 Big Losses
Equipment Losses
1. Breakdown Loss
2. Set Up & Adjustment Loss
3. Tool Replacement Loss
4. Start Up Loss
5. Minor Stoppage & Idling Loss
6. Speed Reduction Loss
7. Defect & Rework Loss
8. Shutdown Loss
Manpower Losses
1. Management Loss
2. Motion Loss
3. Line Organization Loss
4. Logistics Loss
5. Measurement & Adjustment
Loss
Manpower Losses
1. Yield Loss
2. Energy Loss
3. Tool & Jig Loss
Note: Refer to the Appendix for definitions on the 16 big losses

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Difference Between Autonomous Maintenance and
Focused Improvement
Autonomous
Maintenance
§ Prevents accelerated
deterioration of machine
parts
§ Provides the underpinning
to uphold the benefits of
Focused Improvement
over the long term
Focused
Improvement
§ Addresses the 16 big
losses
§ Addresses specific
equipment-related losses
that reduce Overall
Equipment Effectiveness
(OEE)

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The Distribution of Maintenance Work vs.
Improvement Work Depends on the Job Functions
Top Management
Middle Management
Supervisors &
Team Leaders
Frontline Workers
Innovation
Maintenance
Improvement
Source: Adapted from Masaaki Imai
Focused Improvement activities cut across all
job functions.

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Focused Improvement is a Cross-functional
Management Activity
Improvement
Management
Maintenance
Management
Improvement Maintenance
Quality
Cost
Delivery
Cross-functional
management
Line organization
Policy
deployment
Routine (daily)
management
Small-group activities
Individual suggestions
Source: Adapted from Masaaki Imai

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How Focused Improvement Fits with the Other
TPM Pillars
Safety,
Health
&
Environment
Quality
Maintenance
Planned
Maintenance
Early
Equipment
Management
Office
TPM
Focused Improvement
TPM Goals:
Zero Defects, Zero Breakdowns,
Zero Accidents
Autonomous Maintenance
Education & Training
Focused Improvement should be implemented after companies have attained
a basic level with Autonomous Maintenance & Planned Maintenance.

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What is Focused Improvement?
§ Focused Improvement is also called “Kobetsu Kaizen” in
Japanese
§ The implementation strategy of Focused Improvement is to prioritize
the most important losses and then eliminate them
§ It is based on the system thinking approach that focuses on
improvement of the whole system with the cumulative effort of a
team
Focused Improvement

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What is Focused Improvement?
§ Focused improvement includes all activities that maximize the
overall effectiveness of equipment, processes and plants through
uncompromising elimination of the 16 big losses
§ The improvement work is done by small groups of people working
together
§ Teams are made from every level of organization, managers,
engineers, staff, technicians and operators
§ The improvement process follows a structured approach that uses
the Plan-Do-Check Act (PDCA) cycle to identify and eliminate
issues in a systematic way
Focused Improvement

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Objective of Focused Improvement
Focused Improvement
The goal is to maximize the effectiveness
and efficiencies of the lines, processes
and equipment and minimize the
company’s losses and waste.

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Benefits of Focused Improvement
§ Improving efficiency by reducing defects in products, processes and
system
§ The Focused Improvement pillar ensures that the approach taken is
consistent and repeatable to assure sustainability
§ Recurring problems are identified and resolved by cross-functional
teams
§ Combines the collective talents of a company to create an engine
for continuous improvement
§ Facilitates engineers and technical staff to upgrade their analytical
skills in problem solving and improving OEE
Focused Improvement

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TPM Implementation Structure with Focused
Improvement as One of the Key Pillars
TPM
Responsible
(Plant
Manager)
Planned
Maintenance
Focused
Improvement
Education &
Training
Autonomous
Maintenance
Safety,
Health &
Environment
Early
Equipment
Management
Office
TPM
Quality
Maintenance
TPM
Promotion
Office
The company
should focus on
these four pillars
during the first
three years of TPM
implementation

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Different Levels of Teams Overlap to Permit Communication
and Coordination Efforts
Division
Manager
Area
Manager
Department
Manager
Department
Manager
Department
Manager
Team
Leader
Team
Leader
Team
Leader
Operators
TPM Promotion
Office
Plant
Manager
TPM Steering Committee
Chairperson of Focused
Improvement Pillar
Team leader and
members of each
Focused Improvement
project team are drawn
from different levels of
the organization structure
Source: Adapted from TPM Team Guide, Productivity Press Development Team

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Getting Started: How to Implement Focused
Improvement
Select model line,
process or
equipment
Form project team
Identify & verify
the 16 big losses
Decide on topic
and draw up
action plan
Implement
Focused
Improvement
project
Improve line,
process or
equipment
reliability
Increase
production
efficiency

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8 Steps of Focused Improvement
§ The 8 steps of Focused
Improvement provide a
systematic approach to loss
elimination
§ It is based on the Plan-Do-
Check-Act (PDCA) model
§ The process can be used to
improve OEE and eliminate the
16 big losses
§ It is used with analytical tools
(e.g. IE tools, QC tools, P-M
analysis, etc.) to solve problems
Plan
Do
Check
Act

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The 8 Steps of Focused Improvement
Select the Improvement Topic
Understand the Situation
Expose & Eliminate Abnormalities
Analyze Causes
Plan Improvements
Implement Improvements
Check Results
1
2
3
4
5
6
7
Consolidate Gains
8

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Example of 5 Why Analysis
Why? Answer
1 Why is there oil on the floor?
Oil leaks from the cylinder rod when
activated.
2 Why did oil leak? The O-ring was cut.
3 Why was the O-ring cut? The rod was flawed.
4 Why was the rod flawed? Dirt in the oil abrades the rod.
5 Why did dirt get in the oil?
There are holes and gaps on the
upper plate of the tank.
Source: OEE for Operators, Productivity Press Development Team

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Basic Steps of P-M Analysis
P-M Analysis
Defining the essential or constituent
conditions underlying the abnormal
phenomena
2
Identifying all factors that contribute to the
phenomena in terms of the 4M framework
3
Physically analyzing chronic problems
according to the machine’s operating
principles
1

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How to Sustain TPM & Focused Improvement
Activities
§ Engaging employees
§ Aim for early success
§ Providing active leadership
§ Share success stories
§ Rewards and recognition
§ Continuously reduce the 16 big
losses
§ Evolving the TPM initiative over time
and integration with Lean

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Critical Success Factors
§ Long term commitment
§ Measure and improve OEE
§ Start with 5S, then move to
Autonomous and Preventive
Maintenance and Focused
Improvement
§ Launch kaizen events and build
teamwork
§ Apply other tools as needed, e.g.
SMED
§ Celebrate small successes

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Operational Excellence Consulting is a management training and consulting
firm that assists organizations in improving business performance and
effectiveness. Based in Singapore, the firm’s mission is to create business
value for organizations through innovative design and operational excellence
management training and consulting solutions. For more information, please
visit www.oeconsulting.com.sg