Case Study-Duraweld
1. List the 5S and compare to the lean implementation at Duraweld. If there are differences, explain them.
The ‘5S’ principles which originated from Japanese terms of seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardize) and shitsuke (sustain) are used to create efficient, clean and well organised working environment.
Sort – refers to ensuring that each item in a workplace is in its proper place or identified as unnecessary and removed. When “sorting” is well implemented, communication between workers is improved and product quality and productivity are increased
Set in order – The second stage of 5S involves the orderly arrangement of needed items so they are easy to use and accessible for “anyone” to find. Orderliness eliminates waste in production and clerical activities.
Shine – refers to a clean work area. This maintains a safer work area and problem areas are quickly identified. An important part of “shining” is “Mess Prevention”. In other words, don’t allow litter, scrap, shavings, cuttings, etc., to land on the floor in the first place.
Standardized – means to formalized procedures and practices to create consistency and ensure that all steps are performed correctly. Orderliness is the core of “standardization” and is maintained by Visual Controls.
Sustain – means to keep the process going through training, communication and organisation structure. This last stage of 5S is the discipline and commitment of all other stages. Without “sustaining”, the workplace can easily revert back to being dirty and chaotic. That is why it is so crucial for the workers to be empowered to improve and maintain their workplace. When employees take pride in their work and workplace it can lead to greater job satisfaction and higher productivity.
Among the benefits of implementing 5S System:- * Improve safety * Decrease down time * Raise employee morale * Identify problems more quickly * Develop control through visibility *
The ‘5S’ principles which originated from Japanese terms of seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardize) and shitsuke (sustain) are used to create efficient, clean and well organised working environment.
Sort – refers to ensuring that each item in a workplace is in its proper place or identified as unnecessary and removed. When “sorting” is well implemented, communication between workers is improved and product quality and productivity are increased
Set in order – The second stage of 5S involves the orderly arrangement of needed items so they are easy to use and accessible for “anyone” to find. Orderliness eliminates waste in production and clerical activities.
Shine – refers to a clean work area. This maintains a safer work area and problem areas are quickly identified. An important part of “shining” is “Mess Prevention”. In other words, don’t allow litter, scrap, shavings, cuttings, etc., to land on the floor in the first place.
Standardized – means to formalized procedures and practices to create consistency and ensure that all steps are performed correctly. Orderliness is the core of “standardization” and is maintained by Visual Controls.
Sustain – means to keep the process going through training, communication and organisation structure. This last stage of 5S is the discipline and commitment of all other stages. Without “sustaining”, the workplace can easily revert back to being dirty and chaotic. That is why it is so crucial for the workers to be empowered to improve and maintain their workplace. When employees take pride in their work and workplace it can lead to greater job satisfaction and higher productivity.
Among the benefits of implementing 5S System:- * Improve safety * Decrease down time * Raise employee morale * Identify problems more quickly * Develop control through visibility *
References: - 1. Implementation of Lean Manufacturing Techniques. Retrieved December 1, 2012, from Implementation of Lean Manufacturing Techniques | eHow.com http://www.ehow.com/facts_5243594_implementation-lean-manufacturing-techniques.html#ixzz2E9hHkko0 2. The Fabricator. Retrieved December 2, 2012, from http://www.thefabricator.com/article/shopstrategies/lean-implementation-failures 3. Evan J.R & Collier D.A (2007), Operation Management, An Integrated Goods and Service Approach, USA: Thomson South-Western.