Case Study-Duraweld

Topics: Lean manufacturing, Kanban, Manufacturing Pages: 6 (2054 words) Published: March 27, 2013
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
* Establish convenient 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 have help to reduce worker’s travel time as all machines, tools, and information related 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 purposely painted in white so as to ensure that spilled/oil leak can easily detected - which can prevent corrective maintenance. Duraweld created two-cell manufacturing units for repeat stock products. The floor was painted to define the work area, aisle space and location of necessary items. By linking the routes together, the production team managed to reduce conveyance and set-up time, build awareness of previous/next process and increase productivity. This ‘standardized’ process was further enhanced by the implementation of Kanban cards – the visual management system that incorporates scheduling and maintenance. The Kanban cards indicate what to produce, when to produce and how much to produce. These standard operating procedures has help to reduce over-production at Duraweld. Furthermore its ‘pull’ as opposed to ‘push’ system allows better regulation of intermediate stocks in the production cycle. Among the key factors which lead to successful lean implementation in Duraweld is through its ‘sustain’ processes. The company ensures its employees from shop floor to the top managements are committed to the lean programme. Proper communication sessions via workshops, training were held to explain about the...
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