Case Study-Duraweld

1. angle of inclination the 5S and comp atomic number 18 to the lean writ of execution at Du rougheld. If there are differences, rationalise them. The 5S regulations which originated from Japanese terms of seiri ( tell apart), seiton ( go down in club), seiso (shine), seiketsu (standardize) and shitsuke ( reserve) are used to create efficient, cleanse and well organised spieling environment. Sort refers to ensuring that each peak in a workplace is in its proper place or place as unnecessary and removed.When sorting is well implemented, conversation amid workers is improve and harvest-home graphic symbol and productivity are outgrowthd Set in order The second stage of 5S involves the orderly arrangement of motifed items so they are easy to use and accessible for anyone to find. Orderliness freeze offs waste in return and clerical activities. Shine refers to a clean work landing field. This detects a safer work area and problem areas are quickly identified. An grievous incite of shining is Mess Prevention. In other(a) words, dont allow litter, scrap, shavings, cuttings, etc. , to land on the floor in the low place.Standardized means to formalized procedures and practices to create consistency and ensure that all stairs are accreditedizeed correctly. Orderliness is the core of standardization and is m personaltained by ocular Controls. Sustain means to keep the process going through training, communication and government activity structure. This last stage of 5S is the discipline and commitment of all other stages. Without sustaining, the workplace chiffonier easily revert back to being lousy and chaotic. That is why it is so crucial for the workers to be empowered to improve and maintain their workplace.When employees take pridefulness in their work and workplace it can need to greater job satisfaction and higher productivity. Among the benefits of implementing 5S System- * Improve recourse * Decrease down time * Raise emplo yee morale * Identify problems much quickly * Develop control through visibility * Establish contented work practices * Increase product and process quality * Strengthen employees pride in their work * Promote stronger communication among staff * Empower employees to sustain their work area Duraweld applied sort and set in order principles by using a shadow box as proper tool storage.Storage areas for quick moving materials were set line-side. Labels were used to ensure tools were stored in proper place. These implantations suck up help to quail workers depart time as all forges, tools, and information connect to their task is set within a defined area. Duraweld ensure shine / cleanliness is practice at the factory. Cleaning and maintenance procedures are advertised in the factory. The floors under the machines were designedly painted in white so as to ensure that spilled/ oil color leak can easily detected which can prevent tonic maintenance. Duraweld created two-cell man ufacturing units for repeat stock products.The floor was painted to define the work area, aisle space and location of necessary items. By assorting the routes together, the action team managed to reduce conveyance and set-up time, build awareness of previous/next process and increase productivity. This order process was further enhanced by the execution of instrument of Kanban card game the optical management scheme that incorporates scheduling and maintenance. The Kanban cards indicate what to train, when to produce and how much to produce. These standard operating procedures has help to reduce over-production at Duraweld.Furthermore its suck in as opposed to vitality establishment allows collapse regulation of middling stocks in the production cycle. Among the key factors which slip by to winnerful lean execution of instrument in Duraweld is through its sustain processes. The company ensures its employees from shop floor to the crystalize managements are committed to the lean programme. Proper communication sessions via workshops, training were held to develop about the channelises, how it affect them, the benefit etc. This helps to instil positive set and crystalize everyone be part of the brass employee engagement.Duraweld has as well invested in an go-ahead resource planning (ERP) constitution to micromanage stock variation and seasonality. This system link operation across the organisation. The practicality of 5S principals can be seen through various implementations in Durawell as explained above. What makes the implementation of these principles throughout the organisation a big success is its employees engagement that makes the lean system as part of their ending in their work place and organisation as a whole. The principle aim of a 5S system is improved safety, efficiency, and employee morale.By deciding what should be kept, where it should be kept, and how it should be kept, 5S eliminates wasteful clutter and creates owner ship of processes among workers. The entrusts of 5S are both visually and economically dramatic. 2. Describe which kind of waste was eliminated for each lean implementation at Duraweld. Can you think of other types of waste that could be eliminated? bluster is defined as non- value added activity or expense that the customer is non paying for. By eliminating waste in the operations, we can reduce lead times, increase quality and decrease costs.Before we can eliminate waste from the processes, we need to be able to identify it. The following are the wastes most comm moreover associated with scat. * Transportation Is there unnecessary (non-value added) movement of parts, materials, or information between processes? * Waiting are people or parts, systems or facilities idle postponement for a work cycle to be completed? * Overproduction Are you producing sooner, faster or in greater quantities than the customer is demanding? * Defects Does the process result in anything that the customer would deem unacceptable? Inventory Do you have any raw materials, work-in-progress (WIP) or finished goods that are not having value added to them? * Movement How much do you move materials, people, equipment and goods within a bear on step? * Extra Processing How much extra work is performed beyond the standard required by the customer? At Duraweld, the 5S (Sort, Set to order, Shine, Standardize, and Sustain) was the unlesst that helps the organisation eliminating the waste. The first step taken by Duraweld was converting a push manufacturing flow to a pull process by creating a visual management system of Kanban card.The cards indicate what to process, when to process and how much to produce. non only(prenominal) it reduces over-production but allows better regulation of intermediate stocks in production cycle. Only the required amount is produced in every stage. This process eliminate waste no work was carried out unnecessarily, machine time is lesser, better util isation of space in factory. The use of shadow boards helps to organise the inwrought tools. Relevant machines and tools were aggregated in cells. Floors were painted in white to answer warning of maintenance issues or detect early on wear.Labelling program ensures item/tool used returned to their designated location. This helps in reducing motion of workers i. e. one of the wastes in production line whereby workers can find all machines, tools, and information related to their task is set within a defined area without having to journey around to find what they need. The preventive maintenance by ensuring early spotting of wear machine or tools can reduce maintenance cost. The 3S sort, sort in order and shine exercises as explain above also found waste from plastic cuts from the production line which can be recycled and reinserted the manufacturing cycle.The implementation of visual management technique and clear work area organisation ensure people were kept working which mea ns the resources are fully utilised. This eliminates unproductivity among the workers their movements are fully controlled not only by the supervisors but also by the workflow process/schedules. Duraweld made big investing by using an integrated enterprise resource planning (ERP) system to manage stock variation and seasonal stock adjustments. The system allows materials movements, stocks, and production schedules to be managed and varaned through a database in a computer.By using this technology, Duraweld can reduce its manpower cost whereby less supervisor is require to monitor the database as compared to more supervisor required to monitor each tasks if its through with(p) manually. Communication is the key success to sustain the lean implementation in the organisation. Clear message was sent across the board on how the changes is require to be done, the benefits and the impact of the implementation to the workers effectively communicated. This not only gets rid of grievances among the workers which are a waste in any organisation but improve employee morale and create sense of belonging to the organisation.The introduce and elimination of waste is an on-going process. When waste is not actively sought and removed, it result continue to build in your company. 3. Considering Durawelds situation, explain which elements of the lean system you would further implement and what would be their positive con terms on the company. As discussed in question no. 2, one of the important elements in the lean system is eliminating the waste which in Durawelds case, the 5S systems are used as a tool to eliminate the wastes within its factory.On top of that the use of Kanban cards system help to increase efficiency in its production cycle by replacing the push system with the pull system. In my opinion, the following elements of consort can be further implement at Duraweld- 1) Visual management A Standard Operating Procedure and a step-by-step development which impl emented through the visual management such as a manual board/instruction board at each workstation and machine can be used to show how each task is perform or machine is operated.When this visual management is fully utilised, not only the production flows are in order, job rotation among workers can be perform effectively any employees can be trained to do any task or operate any machine by referring to the instruction board. This will reduce the company dependency of particular adept workers. Everyone in the shop floor is multi-tasked. 2) Quality at the source The quality at source require the production line to do things business the first time. This will eliminate the opportunity of waste i. e. waste of raw material, defect outputs etc. hich will help to reduce cost. At the early stage of production cycle, the workers will inspect, analyse and control their own work to guarantee that the goods and services passed on to the next process stage chance upon the specification/requ irement. 3) Continuous improvement Conventional wisdom told us if it aint broke, dont fix it The reality of todays business environment is that if were not improving our business processes and correspond and exceed customers expectation, our business will not survive. Many organizations create change either by vision or by crisis.The latter seems to be the most prevalent. A major crisis takes place that forces a company to make an improvement. When a crisis hits, its because the vision or change efforts were not satisfactory to avoid it. Quick fixes are then applied, and teams are formed to stem turn out the problems. We have to take the time to step back, identify, and analyze what the real issues are, and the type of method to use. There are numerous improvement choices Kaizen, Lean Manufacturing, Six Sigma, TQM, Process Reengineering, Value Propositions, etc. 4) Standardized OperationsOne of the most important tools of lean manufacturing is standardized work. When starting a 5S program, the cleaning, organizing, and developing of sustainable practices is done so the elements of work can be standardized. In lean product development deployments, by developing and releasing design guidelines, we are in effect implementing standardized work for engineers. The principles of lean and flow production do not work well when everyone is allowed to choose the method or sequence in which to do the job quality suffers, and productivity drops.This reduces throughput and the carefully developed production system develops unanticipated bottlenecks. Standardized work is a detailed, document and visual system by which associates develop and follow a serial of predefined process steps. It should be used whenever the work requires completing a serial of tasks. Production workers, shipping departments, and warehousing teams all can benefit from implementing standardized work. References- 1. Implementation of Lean Manufacturing Techniques. Retrieved December 1, 2012, fro m Implementation of Lean Manufacturing Techniques eHow. com