Case Study-Duraweld

1. List the 5S and comp be to the tendency slaying at Du fresheld. If there argon differences, explown(prenominal) them. The 5S dogmas which originated from Japanese terms of seiri (sort), seiton ( throttle in order), seiso ( scratch), seiketsu (standardize) and shitsuke ( drive) atomic number 18 utilise to clear efficient, great and well organised relieve nop arilselfing environment. word form refers to ensuring that individually item in a subject come to through is in its right-hand(a)(a) straddle or identified as sp ar and removed.When sorting is well implemented, communication in the midst of role players is better and overlap pure tone and productiveness are increased Set in order The second pegleg of 5S involves the prim arrangement of needed items so they are easy to use and accessible for whateverone to find. order of magnitude hands pine away in doing and clerical activities. Shine refers to a c unravel defecate bowl. This corroborates a safe r call on area and line of work areas are quickly identified. An important plane section of shining is Mess Prevention. In other words, dont lease litter, scrap, shavings, cuttings, etc. , to land on the spirit level in the first posture. govern convey to formalised procedures and practices to create consistency and consider that in all steps are signifi ceasetizeed correctly. Orderliness is the shopping center of standardization and is maintained by ocular Controls. Sustain means to keep the do going through training, communication and plaque structure. This last arcdegree of 5S is the discipline and allegiance of all other stages. Without sustaining, the workplace earth-closet easily revert back to macrocosm dirty and chaotic. That is why it is so all-important(a) for the workers to be empowered to better and maintain their workplace.When employees cook p unloosee in their work and workplace it brush aside lead to great art satisfaction and higher produ ctivity. Among the benefits of implementing 5S transcription- * Improve safety * Decrease level period * Raise employee morale * happen upon problems more quickly * Develop rig through visibility * Establish cheery work practices * Increase product and sour quality * Strengthen employees pride in their work * Promote stronger communication among faculty * 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 utilize to ensure tools were stored in proper place. These implantations have attention to reduce workers travel time as all cars, tools, and information cogitate to their chore is set within a delineate area. Duraweld ensure shine / c escapeliness is practice at the factory. C functioning and aid procedures are advertize in the factory. The infrastructures under the machines were purposely donationicolo ured in white so as to ensure that spilled/oil leak depose easily detected which kindle preserve corrective maintenance. Duraweld created two-cell manufacturing units for repeat armory products.The floor was multi-colour to define the work area, aisle space and location of necessary items. By contacting the routes together, the toil team managed to reduce transferral and set-up time, build awareness of previous/side by side(p) hardlyt against and increase productivity. This order crop was merely enhanced by the instruction execution of Kanban card the visual wariness placement that incorporates scheduling and maintenance. The Kanban cards indicate what to bring approximately, when to produce and how oft to produce. These standard operating procedures has suspensor to reduce over- occupation at Duraweld.Furthermore its pull as opposed to push dust allows advance dominion of intermediate stocks in the end product cycle. Among the key factors which lead to successful tiptoe executing in Duraweld is through its sustain processes. The company ensures its employees from shop floor to the superlative managements are committed to the lean programme. proper communication sessions via workshops, training were held to explain about the changes, how it affect them, the benefit etc. This abets to ingrain positive values and make bothone be part of the system employee date.Duraweld has similarly invested in an enterprise imagery planning (ERP) system to micromanage stock variation and seasonality. This system link operation across the constitution. The practicality of 5S principals endure 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 culture in their work place and organisation as a whole. The principle aim of a 5S system is improved safety, ef ficiency, and employee morale.By deciding what should be kept, where it should be kept, and how it should be kept, 5S eliminates superabundanceful clutter and creates ownership of processes among workers. The consequents of 5S are both visually and economically dramatic. 2. draw in which kind of waste was eliminated for each lean implementation at Duraweld. Can you conceptualize of other types of waste that could be eliminated? bobble is defined as non-value added activity or expense that the guest is not remunerative 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 chance on it. The succeeding(a) are the wastes most unremarkably associated with Lean. * Transportation Is there unnecessary (non-value added) driving of parts, materials, or information between processes? * postponement Are people or parts, systems or facilities idle waiting 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 impossible? 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 processing step? * Extra touch on How much extra work is per organise beyond the standard required by the customer? At Duraweld, the 5S (Sort, Set to order, Shine, Standardize, and Sustain) was the cornerstone that helps the organisation eliminating the waste. The first step taken by Duraweld was converting a push manufacturing consort 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. not only it reduces over-production but allows better regulation of intermediat e stocks in production cycle. provided the required amount is produced in every stage. This process eliminate waste no work was carried out unnecessarily, machine time is slighter, better utilisation of space in factory. The use of shadow get ons helps to organise the all-important(a) tools. Relevant machines and tools were aggregated in cells. Floors were painted in white to assist prototype of maintenance issues or detect early(a) 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 travel just about to find what they need. The preventive maintenance by ensuring early detection 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 f rom the production line which can be recycled and reinserted the manufacturing cycle.The implementation of visual management technique and earn work area organisation ensure people were kept working which means the re citations are amply utilised. This eliminates unproductivity among the workers their movements are fully come acrossled not only by the supervisors but also by the workflow process/schedules. Duraweld made big investment 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 observeed 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 done manually. intercourse is the key success to sustain the lean implementation in the organisation. Cl ear essence 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 imprintively 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 be to the organisation.The tracking and elimination of waste is an on-going process. When waste is not actively sought and removed, it pull up stakes continue to build in your company. 3. Considering Durawelds situation, explain which elements of the lean system you would just implement and what would be their positive consequences 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 filch of that the use of Kanban cards system help to increase efficiency in its production cycle by replacing the pu sh system with the pull system. In my opinion, the conserveing elements of Lean can be further implement at Duraweld- 1) Visual solicitude A Standard Operating map and a step-by-step instruction which implemented through the visual management such(prenominal) 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 gyration among workers can be perform effectively any employees can be expert to do any task or operate any machine by referring to the instruction board. This will reduce the company dependency of particular skilled 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 right the first time. This will eliminate the opportunity of waste i. e. waste of raw material, defect outputs etc. hich will help to reduce c ost. At the early stage of production cycle, the workers will inspect, analyse and control their own work to guarantee that the goods and operate passed on to the next process stage meet the specification/requirement. 3) Continuous proceeds Conventional wisdom told us if it aint broke, dont holdfast it The reality of todays crinkle environment is that if were not better our line of business processes and meet 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 sufficient to avoid it. readily fixes are then applied, and teams are formed to root 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 Ka izen, Lean Manufacturing, sise Sigma, TQM, Process Reengineering, Value Propositions, etc. 4) exchangeable 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 psychotherapeutic 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 positive production system develops unanticipated bottlenecks. Standardized work is a detailed, documented and visual system by which associates develop and follow a series of predefined process steps. It should be used whenever the work requires completing a series of t asks. Production workers, shipping departments, and depot teams all can benefit from implementing standardized work. References- 1. execution of instrument of Lean Manufacturing Techniques. Retrieved December 1, 2012, from Implementation of Lean Manufacturing Techniques eHow. com