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Author: Oirere, Loice Moraa
Title: Improving Process in the Manufacturing Enterprise Laboratory at the
University of Wisconsin-Stout Using the 5S
The accompanying research report is submitted to the University of Wisconsin-Stout, Graduate School in partial
completion of the requirements for the
Graduate Degree/ Major: MS Degree Operations and Supply Management
Research Advisor: John Dzissah, Professor
Submission Term/Year: WinTerm 2016
Number of Pages: 61
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NAME: Oirere, Loice Moraa DATE: 12/17/2015
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NAME: Prof. John Dzissah DATE: 12/17/2015
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2
Oirere, Loice Moraa Improving Process in the Manufacturing Enterprise Laboratory at the
University of Wisconsin-Stout Using the 5S
Abstract
Manufacturing Enterprise Laboratory (MEP) is a practicum facility in the University of
Wisconsin Stout that has two business units, the classroom and the laboratory. The practicum
starts with the product research and development done by class teams, which later form an
enterprise that includes seven different departments, Executive leadership, finance and
accounting, Human resource, marketing and sales, purchasing and inventory control, production
and engineering, and quality assurance to facilitate the production of the agreed product. Each
department has a manager and members who have specific roles and responsibilities.
The enterprise production utilizes some of the lean manufacturing tool such as Just In
time and check sheets, however, there are some ineffective production and wastage of resources.
This study analyzes the current operations through observation, interview and survey with two
enterprise groups. Then the 5S process was tailored to solve the problems the enterprises were
facing.
Alongside 5S process application, the research included visual management, value stream
mapping, mistake proofing and Kaizen to improve the MEP laboratory process. The long-term
goal is to eliminate waste, improve production process as we provide the students with a real
time experience that’s applicable to their future career.
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Acknowledgments
The author wishes to acknowledge the University of Wisconsin-Stout for giving me a
chance to pursue a degree towards Masters of Science in Operations and Supply Management.
The author would also like to first acknowledge her program director Dr. James Keyes for his
patient guidance, great support through the program and recommending the research. She would
secondly acknowledge her research advisor Dr. John Dsizzah for his useful critiques of this
research work, the support and always being available for advice. Her third acknowledgement is
to Mr. Steve Isaacson, provided the useful information via an interview, and allowed her into his
classes to undertake the survey. Special acknowledgement is extended to the two-enterprise
group students who spent their valuable time answering the survey questions and worked with
me through the process.
The author wishes to thank her father, Mr. Peter Oirere and mother, Mrs. Ascah Mogiti,
her siblings, and friends who provided the moral and financial support, without whom this
journey would not have been possible.
Above all she gives praise and honor to the Almighty God for everything.
4
Table of Contents
Abstract ........................................................................................................................................... 2
List of Figures ................................................................................................................................. 7
Chapter I: Introduction .................................................................................................................... 8
Problem Statement .............................................................................................................. 9
Purpose of the Study ........................................................................................................... 9
Assumptions of the Study ................................................................................................. 11
Definition of Terms........................................................................................................... 11
Limitations of the Study.................................................................................................... 13
Chapter II: Literature Review ....................................................................................................... 14
Lean Manufacturing .......................................................................................................... 14
Clean Manufacturing ........................................................................................................ 16
5S Philosophy ................................................................................................................... 17
Sort ........................................................................................................................ 19
Set in Order ........................................................................................................... 19
Shine ..................................................................................................................... 19
Standardize ............................................................................................................ 20
Sustain ................................................................................................................... 20
5S Visual Workplace ........................................................................................................ 20
Value Stream Mapping (VSM) ......................................................................................... 21
Kaizen ............................................................................................................................... 22
Poka-Yoke......................................................................................................................... 22
Lean Metrics ..................................................................................................................... 23
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The Benefits of Lean Manufacturing ................................................................................ 23
Chapter III: Research Methodology.............................................................................................. 25
Identifying the Problem .................................................................................................... 26
Research Design................................................................................................................ 26
Data Collection ................................................................................................................. 27
The 5S Implementation ..................................................................................................... 27
Data Processing and Analysis ........................................................................................... 29
Summary ........................................................................................................................... 29
Chapter IV: Results ....................................................................................................................... 31
Demographics of Enterprise Group .................................................................................. 31
Table 1: Summary of Respondents Demographic ............................................................ 32
Table 2: Gender Figures.................................................................................................... 33
Table 3: Summary of the Response to the Survey ............................................................ 34
The 5S Process .................................................................................................................. 35
Sort ........................................................................................................................ 35
Set in Order ........................................................................................................... 37
Shining .................................................................................................................. 39
Standardize ............................................................................................................ 41
Sustain ................................................................................................................... 42
Chapter V: Discussion, Conclusion and Recommendations......................................................... 43
Discussion ......................................................................................................................... 43
Observations ..................................................................................................................... 44
Conclusion ........................................................................................................................ 46
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Recommendations ............................................................................................................. 47
References ..................................................................................................................................... 50
Appendix A: Current MEP Equipment List.................................................................................. 54
Appendix B: Survey Questionnaire .............................................................................................. 55
Appendix C: MEP Daily Checklist ............................................................................................... 58
Appendix D: MEP Weekly Checklist ........................................................................................... 59
Appendix E: Standard Work Procedure ....................................................................................... 60
Appendix F: Continuous Improvement Sheet............................................................................... 61
7
List of Figures
Figure 1: The 5S Practice ..............................................................................................................18
Figure 2: Percentage Target Population Age ................................................................................32
Figure 3: Gender Percentages .......................................................................................................33
Figure 4: Summary of the Response to the Survey in the Various 5S Categories ........................35
Figure 5: The Cabinet with Old Prototypes, Before and After 5S ................................................37
Figure 6: The Classroom Shelf with past Enterprise Files, Before and After the 5S ...................39
Figure 7: The Safety Glasses Container........................................................................................41
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Chapter I: Introduction
“As a management philosophy, lean manufacturing has been adopted by thousands of
organizations to reduce waste, increase efficiency and provide a framework for continuous
improvement” (Garvin, 2015, p. 43). This is achieved by simplification of the process and
eliminating costly burdensome process throughout the production system. The main objective of
the Lean is to satisfy the customer’s demand on time, avoiding backorders and a system that is
flexible enough to support the continuous improvement. The lean manufacturing uses several
tools to implement its objectives such as the 5S and Kaizen.
In this context the research focuses on the use of 5S to streamline the operations, promote
safety and the housekeeping of the Manufacturing and Enterprise Laboratory at the University of
Wisconsin-Stout. The 5S is an approach to organize, order, clean, standardize and continuously
improve a work area. It emerged during the World War II in Japan as one of the quality
improvement tools with a goal to eliminate obstacles to efficient production (Becker, 2001). The
5S is derived from five Japanese words: Seiri, Seiton, Seiso, Seiketsu, and Shitsuke, which when
translated means Sort, Set in Order, Shining, Standardize, and Sustain, respectively. A sort
refers to the process of evaluating the work place then removes all the inessential items. Set
develops control techniques that establishes locations and quantities needed for efficient
operation. Shine is the daily cleaning process through inspection that helps to point out the
sources of waste. Standardize implements the best way to complete tasks and would may use
visual displays and controls. Sustain is the continuous evaluation of the set way of operation.
This helps to keep the organization program in place through training and employee
involvement.
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The Manufacturing and Enterprise (MEP) program of the University of Wisconsin-Stout
(UW-Stout) is a manufacturing practicum class that provides the business students with a feel of
real business from incubation of a business to full operation of the departments, the production
process, marketing and selling, and attending the customers complaints then balance off the
books of accounts. MEP laboratories are equipped with outstanding tools, which give students
hands-on experience with all phases of manufacturing. The MEP program provides illustrative
manufacturing operations using all of the major production processes as well as various types of
engraving names, coating, cleaning and solutions. The MEP laboratory is equipped with
outstanding equipment tools to provide the students with hand on experience. The list of the
current MEP equipment list is provided in Appendix A. A variety of tools are used during the
production, operation, and maintenance of machines.
Problem Statement
The MEP lab is normally used with three to five groups in a semester and is divided into
two set ups, the classroom and the lab. The physical layout of the work place is a general shop
area thus has no integrated work place thus affects the work place efficiency. The lab is shared
with the MEP groups and the non-MEP thus limiting an efficient workflow. Time is wasted and
quality compromised because the work place is not properly organized. This makes it unsafe for
students.
Purpose of the Study
The purpose of the study is to identify, analyze and implement the process of 5S to
organize and improve the efficiency of the MEP laboratory at UW-Stout. This research will
analyze the current operations and make suggestions for continuous improvement to standardize
the operations. It will primarily focus on the workplace organization to improve efficiency in
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production, reduce waste, manage inventory, improve safety and provide maximum learning to
the students. The 5S will also help utilization of all available space in the laboratory as it
improves the flow of work. The comprehensive study and model that will be created in this
study can be used to improve other laboratories in the university and offices that have workspace
with flow of resources. The study will clearly highlight how the model could be used to improve
safety and housekeeping. It will also give clear directions on how to sustain the model through
continuous improvement.
The overall objective of this study is to understand how the implementation of the 5S
approach can be set and sustained to achieve the production efficiency, save cost and time while
achieving the best quality. The outlined objectives of the study are:
a) Understand the current operations through a survey of current MEP groups, interview
with instructor, observation then analyze.
b) Redesign the workplace by evaluating what is necessary and unnecessary in the MEP
lab and setting up equipment for each enterprise.
c) Incorporate visual management to eliminate waste, maintain minimal inventory and
produce quality items.
d) Improve the physical layout by integrating the work place to achieve efficient
production, motivate employees and provide the students with a great learning
atmosphere.
e) The self-discipline to enable the model to sustain in the operations by continuous
improvement
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Assumptions of the Study
The assumptions of the study are:
1. Each enterprise will be able to set up their equipment to enable an efficient workflow.
2. Exclusive use of the lab; The MEP groups will only use the MEP lab, non-MEP are
limited access to the lab.
3. All MEP staff and students are committed to 5S implementation and participation in
its use.
4. All of the machines are in good working and the shelves in proper shapes.
5. The needs of the MEP production provided the insight on the best way to use the 5S
approach to standardize the operations
6. The students will learn the 5S methodology to standardize and sustain operations to
not only use in the MEP lab but in their future workplace environments.
7. The new layout will improve the workplace safety by placing the machines in the nice
flow of operations and proper labeling of shelves and drawers.
Definition of Terms
The following are definitions of the terms that will be mostly used in the research paper.
This will give more explanation to improve the understanding of the research paper as one goes
through it.
5S. A lean manufacturing tool used as an improvement process, based on five Japanese
terms which are the five steps to create and maintain a clean, neat, and high-performance
workplace (Ho et al., 1995).
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Continuous improvement. The process used to sustain the model by regularly
improving the production processes, products or services using tools and systems that are driven
by the customer need.
Just in time (JIT). A planning and scheduling system for a manufacturing process in
which there is little or no manufacturing material inventory on hand at the production site.
Kaizen. The Japanese term for a lean manufacturing tool facilitating the work places
continuous improvement to reduce waste and increase efficiency while involving everyone,
workers and the leaders.
Kanban. This is a component of Lean Manufacturing and is a process to signal the need
for an item on the production floor, or supply of a unit in a factory.
Lean manufacturing. A production processes focused solely on providing customer
defined value while eliminating waste activities associated with production and administration.
Lean metrics. These are the guidelines that allow companies to measure, evaluate and
respond to their performance in a balanced way without sacrificing the quality (Duque &
Cadavid, 2007).
Lean performance indicator (LPI). These are special characters that are used to review
the effectiveness of a lean manufacturing in an organization.
Poka-Yoke. A modern lean production system and a process improvement designed to
prevent a specific defect from occurring (Subramaniam, 2006).
Toyota production system. An integrated technology system of comprehensive
production management with the aim of providing the customer with the best quality in a
continuous flow with a happy workforce.
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Value stream mapping (VSM). A graphical tool that develops a high-level visual
representation of the flow of the material and information as a product makes its way through the
value stream (Lee et al., 2014).
5S visual workplace. A lean manufacturing concept that improves the work
environment through seeing.
Limitations of the Study
The study is limited to only the Manufacturing Enterprise Practicum laboratory, however
the 5S implementation model could be extended to various laboratories within the institution
with a few changes made on it. The limitations of this study were:
The period available to do the study.
The study and results of 5S methodology were specific to MEP lab, APA 221A only.
Three to five enterprises with different product per semester thus different set up of
the equipment.
Different projects done in the laboratory each semester thus changing the layout,
processes and the flow of work.
The works performed by different enterprises are active for only three months thus
limiting sustainability.
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Chapter II: Literature Review
This chapter reviews the current literature on lean manufacturing and its impact in the
organization’s production and service processes. Lean utilizes different tools and resolves all
sorts of problems in an organization. Lean manufacturing embraces a philosophy of excellence
that includes the elimination of waste or non-value-added activities while adjusting the
production flow of the product according to customer demand. The common tools of lean
manufacturing are the 5S, kanban systems, visual management techniques, and value stream
mapping. The other lean tools are the kaizen events, Poka-yoke, single-minute exchange of dies
(SMED), production smoothing or balancing, work cells, six sigma and the use of an A3 report
sheet. This project will mainly focus on the 5S tool that is used to clean work environment and
eliminate waste to improve the organization’s efficiency. It will analyze the current set up in the
Manufacturing Enterprise Practicum lab and identify different ways to improve its operations to
enhance production, and enable the students to have the best learning experience with the feel of
an organized manufacturing enterprise. It will also help to identify ways to eliminate waste
during production, improve the work environment set up and improve the inventory storage area.
This chapter will attempt to answer some of the questions of a 5S implementation with a
literature review.
Lean Manufacturing
Lean is “a set of principles and techniques that drive organizations to continually add
value to the product they deliver by enhancing process steps that are necessary, relevant, and
valuable while eliminating those that fail to add value” (Dickson et al., 2009, p. 177). The term
“lean” was adopted from Japanese manufacturing to define a philosophy that detests waste in any
form and persistently strives to eliminate defects. Dickson et al. (2009) further explains the lean
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process evaluates operations step by step to identify waste and inefficiency and then creates new
solutions to improve operations, increase efficiency, and reduce expenses. Lean manufacturing
on the other hand is the process of analyzing the flow of information and materials in a
manufacturing environment and continuously improving the process to achieve enhanced value
for the enterprise (Cocolicchio, 2012, p. 56). This is done using the standardized work,
workplace organization, visual controls, effective plant layout and quality at the source, batch
reduction, teams, and takt time. Lean manufacturing also applies the modern elements and
technologies of scrap reduction, process improvements in machining and tool selection.
Productivity in the manufacturing environment can be improved by reducing waste in the
production processes. Womack, Harris, and Wilson (2003) define lean manufacturing as the
practice of identifying and eliminating wasteful expenditures of resources for anything other than
creating value for the customer. The practice of lean manufacturing is derived mostly from the
Toyota Production System (TPS), which mostly focused on the reduction of the seven wastes
identified to improve customer value. According to Toyota Production System, the seven most
common wastes are unnecessary waiting, over production, inefficient transportation,
inappropriate processing, unnecessary inventory, inefficient movement and defective products
(Womack, Harris, & Wilson, 2003). The most commonly used tools and techniques in the
manufacturing industry today are: Total quality management, total productive maintenance,
value stream mapping, standard work, kaizen, kanban, one-piece flow production, and 5S
(Womack, Harris, & Wilson, 2003). The selection of the tools and techniques to use depends on
the situation, manager, or lean facilitator. What is most important is to understand the issues,
take a systematic approach to resolving the issues, and sustain the improvements.
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The lean manufacturing philosophy of excellence is elimination of waste: non value-
added operations, employee involvement and continuous improvement. As a management
philosophy, lean manufacturing has been adopted by thousands of organizations to reduce waste,
increase efficiency and provide a framework for continuous improvement. It is a popular trend
in the manufacturing sector, which is still being implemented today (Lee, 2007). More and more
manufacturers are realizing the benefits of this continuous improvement process that is driven by
such practices as reduced lot sizes, minimal lead-time, inventory as needed, and elimination of
waste.
Clean Manufacturing
Clean manufacturing is a natural extension of lean because it, too, is a continuous
improvement process that is used to increase a company's productivity; but it focuses on
reducing and eliminating the impact of waste on your environment and your bottom line. Clean
optimizes the use and selection of resources and technologies to improve your processes and
products and aim for zero waste. It also transforms manufacturing operations in a variety of
ways to provide better, faster, cleaner and cost-effective solutions for many different
manufacturing applications (David, 2012). This can be done using the 5S lean tool, which is an
essential part of Lean Manufacturing (Cooper, et al., 2007). Lanigan (2004) refers 5S as the
foundation of lean Manufacturing. 5S is the first step of going lean, by cleaning the work
environment and developing a standard workplace practices, it also emphasizes on the removal
of wait-time and no value-added activity, waste. “Manufacturing waste is generally thought of
as any resource used in a production process that does not go out as part of the product and/or
cost money to get rid of it” (David, 2012, p. 31). He further explains the availability of other
forms of manufacturing waste such as excessive factory space utilization for equipment,
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inefficient material and process flows, inefficient use of facility labor and lost productivity of
both labor and equipment.
5S Philosophy
5S has been a fundamental part of Japanese culture and society for several decades dating
back to just after World War II (Osada, 1991). 5S is a system to reduce waste and optimize
productivity through maintaining an orderly workplace and using visual cues to achieve more
consistent operational results (Grover, 2012). It is a technique used to establish and maintain a
quality environment in an organization (Ho, Cicmill, & Fung, 1995). 5S is often understood as a
simple strategy for improving the working environment, but also raises process and product
quality standards, reduces and optimizes lead-time, reduces operating costs, and enhances
process performance. It can be a potent application for developing a successful business and
deploying a new standard of workplace practices.
5S is divided into three core ideas (orderliness, cleanliness, and discipline) upon
implementation (Kaoru, Ron, & Rod, 2008). The first S seiri, which means orderliness, includes
setting an order and sort out items on the work floor, unnecessary and necessary items. The
second S seiton means cleanliness. This is a visual management that enhances transparency, and
third S is seiketsu, which means discipline. The system standardizes the work performed in the
other Ss (Sua ́rez-Barraza, & Ablanedo-Rosas, 2014).
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Figure 1. The 5S practice. (Adapted from Sua ́rez-Barraza & Ablanedo-Rosas, 2014, p. 549)
5S is an acronym that was developed by the Japanese in the early 1980s (Kattman et al.,
2012) to explain an improvement process involving five steps: Sort, Set in order, Shine,
Standardize, and Sustain to create and maintain a clean, neat, and high-performance workplace
(Ho et al., 1995). 5S is often used to ready the workplace for future kaizen events and continual
improvement efforts. This methodology assists the manufacturing plant to organize, clean,
develop, and sustain a productive work environment (Osada, 1991). Improved safety, ownership
of workspace, improved productivity and improved maintenance is some of the benefits of 5S
program. Grover (2012) notes that 5S is a great contributor to making the workplace a safer and
better place to spend time. He further argues that the key components of a 5S are safety and
good housekeeping practices. Safety is an integral part of the sort, set in order and shine
segment of any 5S project. Standardize and sustain refers to methods used to ensure that safety
and good housekeeping is maintained.
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Grover (2012) explained the three steps of implementing 5S methodology in a
manufacturing organization. This “includes establishing a cross- functional team; including
employees who work in the associated areas, touring all areas associated with the manufacturing
processes under re- view and brainstorming ways to improve organization to reduce waste”
(Grover, 2012, p. 48).
Sort. Sorting is the first step of 5S-removing all surplus items from the work center,
which are not needed for the immediate continual operations (Hough, 2008). The sorting process
separates the unnecessary things and necessary tools. This is done by checking all of the area,
even the most inaccessible, behind, above the machines and tables, etc., for separation of the
unnecessary things of the required and necessary tools.
Set in order. The second step in a 5S launch is set in order. This is the process of
putting the necessary things in a logical order at the working places (Hough, 2008). This is used
to establish a proper place for the items and organize the storage area in a well-established
location. The important factors in determining while setting in order are the distance and
location from the place of work. Setting in order enables the organization to easily access things
when needed for quick usage. The areas are marked to enable quick identification.
Shine. After the unnecessary tools have been removed and the work environment set in
order the third step is clear out. Shines is performing and maintaining a deep cleaning. This
eliminates sources of disorder; quality can be obtained only in clean working environments. It
also improves the worker motivation to work and simplifies their task by enabling them to easily
notice malfunctions in equipment. The objective of this phase is to identify and eliminate the
root causes of waste, dirt and damage as well as to clean up the work environment (Suarez-
Barraza, & Juan, 2012).
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Standardize. Once the first three 5S’s have been implemented, the next pillar is to
standardize the best practices in the work area. This is establishing rules and storage areas by
making simple visual rules using items like signs, placards and display scoreboards along with
training of maintain standards to reduce search time and avoid mistakes. This process provides
consistency, timely, and repeatable manner of performing work, while helping employees to
increase production, improve quality, and enjoy a safer working environment. It also helps to
reduce waste especially through over production. Over production is the act of manufacturing a
product before it has demand and can be easily eliminated by creating a production schedule and
working to that schedule.
Sustain. Sustain is the final principle of the 5S. This is a continuous process that
requires employees to be trained continually and motivate employees in order to maintain the
standardized operations. “A manufacturing process that is left to its devices will move away
from being lean” (Wetzel, 2011, p. 24). Organizations can maintain the established standards by
creating procedures and using a checklist that help employees follow the correct procedures in
their dealings with the work area. An integrated schedule between processes and areas is a good
way to create a Just-In-Time flow of products across processes. Furthermore, 5S audits can be
organized periodically to uncover faults, and reward good 5S behavior. Finally, people are the
best investment and the drive of the organizational culture thus everybody involvement is key to
sustainability success in the organization (Emanoil, 2014).
5S Visual Workplace
The visual workplace is the language of lean production made visual (Galsworth, 2004).
Kattman et al. (2012) explain visual workplace as a concept that has been used extensively in
manufacturing and is often referred to as 5S. A visual workplace is "Self-ordering, self-
21
explaining, self-regulating, and is a self-improving work environment where what is supposed to
happen happens on time, every time, because of visual devices" (Galsworth, 2004, p. 44; Tonya,
2006, p. 28). It is a lean concept that’s all about putting important information right where
employees need to see it. 5S creates a workplace that is clean, well organized, and very efficient.
It provides a quick and noticeable success and prepares your workforce for other important
improvement efforts. This is a great way to begin any improvement initiatives. The purpose of
the visual approach is to identify and eliminate deficits in information through visual solutions
covering all work venues and intentional environments (Galsworth, 2004). Visual controls are
used to reinforce standardized procedures and to display the status of an activity so every
employee can see it and take appropriate action.
Value Stream Mapping (VSM)
Value stream mapping refers to a visual tool to represent the flow of material and
information as a means to identify and eliminate waste (Hines & Rich, 1997). It is a graphical
tool that develops a high-level visual representation of the flow of the material and information
as a product makes its way through the value stream (Lee et al., 2014). It ties together lean
concepts and techniques. “Value stream mapping (VSM) can be used in the 5S process to
analyze the material, process and information flow” (Grover, 2012, p. 48). Originally, this
methodology was passed on in TPS through the learning by doing process, mentors trained
mentees by assigning them to projects and remained unknown to the outside world at large but it
changed to learning to see and employee’s involvement. The goal of the VSM is for the team to
walk the process, and identify what operators really need versus what they receive.
Finally the team envisions a future state based on the exercise and begins implementing
the future state. The process is interactive; the future state becomes the current state, and a
22
continuous improvement process should be used to identify new ways to reduce waste (Grover,
2012). Mapping the process or creating a value stream map of the entire manufacturing process
is a way to identify areas of risk.
Kaizen
Kaizen is a Japanese term for continuing improvement involving the organizational
leaders and employees. In manufacturing, kaizen relates to finding and eliminating waste in
machinery, labor or production methods. Kaizen is founded on the belief that small, incremental
changes routinely applied and sustained over a long period result in significant performance
improvements (Tetteh, 2012). Whereas VSM events focus on the big picture and future
directions, kaizen events dig deep into the specific steps of a process to identify sources of waste
and implement process changes (Roosen, Pons, & Szederkenyi, 2013). Tetteh (2012) explains
the five principles of Kaizen to enable a successful improvement process which are teamwork,
personal discipline, improved morale, quality circles and ssuggestions for improvement.
Along with 5S, visual control, value stream mapping and kaizen events, the researcher
will use a variety of other lean tools, such as poka-yoke and lean metrics.
Poka-Yoke
“Edwards Deming observed: "Quality comes not from inspection, but from improvement
of the process."” (Subramaniam, 2006, p. 99). Subramaniam (2006) terms Poka-Yoke as a
modern lean production system and defines it as a process improvement designed to prevent a
specific defect from occurring. Subramaniam (2007) claims error and mistake proofing “could
be considered as a process-improvement system that prohibits personal injury, advances job
safety, prevents faulty products and prevents machine damage” (p. 18). They further explain that
it is used to mistake-proof an entire process that involves empowerment of the workplace. This
23
is one of the effective lean tools used to ensure products and processes are completed correctly
the first time. The goal is to eliminate waste on resources and time, and eliminate production
losses by reducing scrap, rework and inconsistent process. Improved quality and cycle-times are
nearly always achieved. Error and mistake proofing provides a company with a competitive
advantage this is because of the cost of quality (Subramaniam, 2006). He explains further cost of
doing it right the first time while preventing defects is cheaper than repairing a finished product.
The other benefit of this process is enables workers to be knowledgeable on the principles of
operation and improve organizations predictability of errors thus eliminating waste.
Lean Metrics
Lean metrics are the guidelines that allow companies to measure, evaluate and respond to
their performance in a balanced way, without sacrificing the quality to meet quantity objectives,
or increasing inventory levels to achieve machine efficiencies (Duque & Cadavid, 2007). This
could be done using Lean Performance Indicator (LPI).
The Benefits of Lean Manufacturing
“Lean manufacturing has its advantages in the fact that it is a concept that was developed
more than 50 years ago and has been theoretically analyzed by many authors” (Dragan et al.,
2014, p. 144). Clean manufacturing eliminates or significantly reduces waste generation at the
production operation level by modifying manufacturing processes, and in particular precision
cleaning, assembly processes requiring critical cleaning and precision machining operations
David (2012). According to Dragan et al. (2014) waste of resources has a direct impact on costs
and quality. The elimination of waste results in higher quality, customer satisfaction,
profitability, effectiveness and efficiency and helps to reduce on the production cost enabling the
24
organization to have a good market price that customers would be comfortable paying for the
value.
By using lean tools, an organization reduces lead times and decrease the complexity of
processes. This is achieved because of eliminating unneeded process steps, and consistency of
work products and activities. Everyone enjoys working in a clean environment and an
atmosphere where their opinion is appreciated. The employee involvement improves the staff
morale and enhance process transparency to internal and external audiences (Cooper et al.,
2007). Lean manufacturing provides real time performance, waste elimination and profitability.
This is due to the scrap reductions, reduced setup times, reduced lead times, and reduced
operating costs. Lean manufacturing enables productivity improvement and quality
improvement as it continuously devices ways to improve sustainability.
In conclusion, lean manufacturing is a concept that utilizes several tools for its full
realization. It is a continuous process and requires dedication to fully achieve.
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Chapter III: Research Methodology
The objective of this study was to apply the 5S methodology to clean and set up the MEP
lab operations at the University of Wisconsin-Stout. The MEP lab has a loading dock at the end
of the hall, a classroom and a workplace, which is a general shop area that is not integrated. The
classroom has one machine, desks and storage spaces and the general shop has the materials,
machines and the storage spaces. The 5S implementation was to evaluate the current situation
and propose alternatives to improve flow of people, material, and work. The study is likely to
benefit the lab management process to increase efficiency and be a model for continuous
improvement of this lab environment as well as other labs in the institution. In the long run, it is
expected that students will benefit by learning what an impact 5S can have on their workstation
and workflow.
The study will implement the 5S to improve the organization of the general shop area.
To achieve this goal, understanding the current operations through a survey with current three
MEP groups, interview with instructor, observations then analyze. Redesign the workplace by
evaluating what is necessary and unnecessary in the MEP lab and setting up equipment for each
enterprise then incorporate visual management to eliminate waste, maintain minimal inventory
and produce quality items. We will then improve the physical layout by integrating the work
place to achieve efficient production, motivate employees and provide the students with a great
learning atmosphere. Instill self-discipline to the students and the lab employees to enable the
model to sustain in the operations and continuously improve. Cleaning up and arranging the
work area, setting up the order process, and training employees on how to sustain continuous
improvements, achieved improvements.
26
Identifying the Problem
Identifying the problem was the first step before beginning the 5S implementation. The
initial step of the project was to gather data to identify disadvantages of the layout and to find out
what parts of the area needed to be improved. A Spaghetti Diagram was utilized to identify
movements of the students within the working area. The use of a Spaghetti Diagram helped
analyze the flow of movement of employees, material, and motion waste on the basis of the
working environment layout of MEP lab.
Research Design
The study will employ a descriptive survey with the current three MEP groups, interview
with instructor and observation to understand the current operations then analyze. According to
Orodho (2005), a descriptive survey is a method of collecting information by way of
interviewing or the administering of a questionnaire from a selected sample. The researcher will
administer the survey using 10 closed-ended and 3 open-ended questions. Descriptive studies
are also conducted to demonstrate relationships between things in the MEP lab. In addition, a
descriptive survey enables the researcher obtain quantitative data which he can analyze using
descriptive statistics (Saunders et al., 2002). This design is deemed appropriate for the study
because the researcher will collect, analyze and report information, as it exists on the field
without the manipulation of the variables under study.
All people under consideration in any field of inquiry constitute a targeted population
(Kombo, 2006). The population of interest in the current study will mainly be the three current
MEP groups of students. The other respondents in the study included the MEP instructor and lab
assistants in the MEP lab at the University of Wisconsin-Stout staff.
27
Data Collection
A questionnaire will be used as primary data collection instruments. This is because
questionnaires are easier to administer and save time. The questionnaire will be divided into
sections representing the various variables that were adopted for the study. The questionnaire
will include 10 closed and 3 open-ended questions, which will seek views, opinion, and attitude
from the respondents that might not have been captured by the closed ended questions. The
open-ended questionnaires will be giving unrestricted freedom of answer to respondents. The
questionnaire will be administered through drop and pick method, and the researcher will attend
the classes in the three MEP groups give the questionnaires to them in class and collect them
once they are completed.
The 5S Implementation
The first step was to identify the items in the area that are necessary and the unnecessary
ones. After identifying the unnecessary items, we would find ways to get rid of them so that we
can create space and reduce waste at the working environment. This was done using the Value
Stream mapping; a layout of the area was acquired to evaluate the problems of the area. The
items stored in the wrong place had to be removed from the area and red tagged for disposal.
Materials, tools, and casters that were considered as properly working ones were retained in the
working area. Clear marking with red paper tag and also wrote down details on the tag for easy
reference.
The second stage of the 5S implementation was to rearrange all items, material, and
equipment within the area in order. We redesigned the open working area by identifying the
right location for each item that is in shape. The new locations were then marked with the proper
28
labels for easy identification and improve access of the materials and equipment. The items that
were needed were put at their point of use - where they would best support their function.
The third stage of the 5S process was to clean and shine the whole area including tools,
equipment, machines, the floor, tables, shelves and bins. This was a step taken to make sure
items and machines were clean allowing them to function efficiently and safely. The process
also helped to collect data on the root cause of waste, dirt, and damage; this would help to easy
eliminate them during the standardization stage.
The fourth stage of the 5S process is to standardize. A method of operation was to be
established to enable the study’s long run success. The method was to be incorporated in the
working philosophy by the MEP groups, the lab assistants and instructor. The see and act
philosophy would be applied through good communication flow in the target population. A few
suggestions were provided to the target population who agreed upon a new method of working
that would keep the work place organized, clean, and functional. These included:
1. Clearly identify and mark all equipment to make it a visual work place
2. Maximize the use of tools and equipment in the work place
3. Create a work flow by allocating the tools and equipment in a particular set up
4. Identify and document the sources of waste and how to keep them from recurring
5. Using standardized signs and boards in accordance to the MEP lab workflow for all
the enterprises. The Quality Job Instructions (QJI) and test methods
The final stage of the 5S process of implementation was sustain, this step is used to
uphold the standards and improvements attained during the study. The instructors and students
using the lab and its management team will have to discipline themselves in order to achieve
constant efficiency lab operation using a 5S model. The techniques that will be used to sustain
29
5S in MEP lab are the check sheet and Kaizen. This will need attention to simple things like
cleaning or dusting the equipment before they use it for the first time in the day. A detailed
description of procedures and process information that will be in use with certain materials and
tools in order to build required items for the production lines were clearly outlined in the
production handbook. A production sheet was established with some specific attributes outlined
that would help to keep the process in check. This was used to help students and the staff to be
aware of their expectations and how to meet them.
Data Processing and Analysis
The data collected within the study was presented as a table, by the use of pie charts, bar
charts and graphs, percentages and frequency tables. The collected data will be examined and
checked for completeness and comprehensibility. This will ensure that the gathered information
is clearly understood and help to develop its analysis. In order to identify opportunities for
improvements the information gathered about the current and future state was compared. A
Spaghetti Diagram was used to identify inefficiencies in the work area layout, resource allocation
opportunities, and perspectives for better communication, safety improvements, and reduced
material handling.
Summary
This chapter covered the methods that were used to accomplish the goal of improving the
MEP lab operations. Within the project several lean tools were utilized including: 5S, Spaghetti
Diagram, Value Stream Mapping and Visual management. The survey helped to clearly state the
problem, identify the implementation plan, and define the results. A Spaghetti Diagram helped
to examine the disadvantages of the current layout and optimize the movement of the employees.
The 5S tools were applied to increase efficiency of the works place environment. The
30
examination of the current and future state was a major step towards results. The results of the
process will be discussed in the following chapter, Chapter Four.
31
Chapter IV: Results
5S is a component of lean manufacturing; its methodology is used for organizing a shared
workspace with the intention of improving efficiency, eliminating waste and reduces process
unevenness. This study was conducted to improve the Manufacturing and Enterprise (MEP)
laboratory of University of Wisconsin-Stout using the 5S. A visual inspection of the MEP lab
A221, interview with the instructor and survey on two enterprise groups (N=46) was used to
analyze the current situation and propose a solution to improve working areas. The sort and set
in order phases were utilized to determine the physical layout and ways to redesign the MEP
process. The shining phase was used through mistake proofing and visual management. The
standardize phase was achieved by value stream mapping and having exclusive use of the MEP
laboratory. After implementing 5S and reviewing the results, it appears that the lab was much
cleaner, and provides efficient production process. Finally, the results were seen and evaluated.
A daily checklist was created to enable the 5S to sustain its process and create room for
continuous improvement. Research findings are presented by the use of tables, pie charts,
pictures and graphs.
Demographics of Enterprise Group
Respondents were surveyed about their own experience in the lab, the student’s
perception on the layout and the practicum class and ways to improve the MEP lab to improve
the production operation using 5S as the students maximize there manufacturing enterprise
learning. The demographics included the gender and age; this was done to ensure the survey was
conducted on people with independent mind and of age. Table 1 and Figure 2 show a summary
of the demographics of the survey.
The average age of the students in the sample was 22.5 years.
32
Table 1
Summary of Respondents Demographic
Age Average Max Min
22.5 28 20
Age 20 1
Age 21 13
Age 22 17
Age 23 9
Age 25 1
Age 26 2
Age 28 3
N=46
Figure 2. Percentage target population age.
Age 202%
Age 2128%
Age 2237%
Age 2320%
Age 252%
Age 264%
Age 287%
33
Table 2 and Figure 3 shows the male gender had a 65%, which is higher percentage
compared to the female percentage of 35%.
Table 2
Gender Figures
Gender Number
Male 30
Female 16
Figure 3. Gender percentages.
In the survey there were nine closed ended questions using the six Likert scale to record
the responses. The questions were divided into the different 5S category. This was to analyze
the enterprise group’s reaction on the 5S. There were three open-ended questions, one was
allowing the students to explain what else would be viable to use in the 5S and the other two
34
were some recommendation to enhance their learning process. Table 3 and Figure 4 shows a
summary of the responses to the survey in the various 5S categories.
Table 3
Summary of the Response to the Survey
5S Values Strongly Agree
Agree Neutral Disagree Strongly Disagree
N/A
Sort Redesigning the
workplace
14 20 12
Set in order The physical layout 18 22 2 4
Set up the work
process throughout the
enterprise period
25 17 4
Shining Mistake-proofing 22 19 3 1 1
Visual management 23 15 8
Standardize Value stream mapping 15 24 6 1
Exclusive use of lab /
classroom
19 18 7 2
Sustain Completing daily
check sheets
19 18 8 1
Time constraints 19 18 6 7 2
35
Figure 4. Summary of the response to the survey in the various 5S categories.
While the author has included the survey of the study, more documents that highlight
similar outcome have been included in the Appendix B questionnaire with the Appendix E the
standard work procedure.
The 5S Process
There are five steps for 5S process and they are outlined and explained as follows
respectively:
Sort. MEP lab is a practicum enterprise that has two business units – the classroom and
the working area. In the classroom section there are tables and chairs, the laser machine that is
used for engraving the products and old prototypes product stored in racks, with a few cabinets
to store the enterprise inventory. The working area has a lot of machines and equipment such as
0 5 10 15 20 25 30
Redisigning the work place
The physical layout
Set up the enterprise work processthroughout the enterprise period
Mistake-proofing
Visual Management
Value Stream Mapping
Exclusive use of the lab/classroom
Completing daily check sheets
Time constraints
Sort
Set
in o
rder
Shin
ing
Stan
dar
diz
eSu
stai
n
Not Applicable
Strongly Disagree
Disagree
Neutral
Agree
Strongly agree
36
radial, arm saw, jointer, planer, several types of saws, router, sanders, drill press and AEM power
Fed Belt Sander. These are stored in no particular order of production flow. After identifying
from the survey that majority of the students agreed redesigning the workplace into specific
functions area would help achieve efficient production. We arranged the machines to fit the
enterprise production. We first identified the workflow of the different enterprise groups then
merged it from product conception to the final production. This was done during the research
and development (R&D) phase of the enterprise class. The R&D research teams thoroughly
examined and classified everything down to the closest resources needed for each product and
the different steps of production.
After identifying the step-to-step workflow and resources, we identified what machine
was responsible for the particular step and arranged in the flow. The old prototypes were
arranged in an order in the cabinets and racks to create more space for the current enterprise
production. The unnecessary items that contained the never-used frames, racks, cabinets, and
worktables were red tagged. The purpose of red tagging was to identify unnecessary items that
occupied space in the lab. The figure below shows the old prototypes arrangement before and
after arranging them in order. The items on the floor were arranged in the racks to increase the
cleanliness and safety of the MEP lab. This also helped to create space for the current enterprise
production.
37
Figure 5. The cabinet with old prototypes, before and after 5S.
Set in order. As from illustrated in the survey results, most of the students agreed that
the physical layout of the MEP lab and classroom affects the production efficiency of the
enterprise. This inhibits their ability to set up the enterprise work process and leave it set up
from once class period to the next will help eliminate waste. In this case the waste comprises of
time, material use and labor. The physical layout of the working area is an open space with no
clear distinction of particular machine. This was improved by having all the items and
equipment’s in use clearly set and separated using yellow tapes on the flow. After clearly setting
them up the worktable were labeled. This step helped to designate specific areas and places for
different types of production and identified the exact location to store tools and materials so that
they are maintained in order. This helped to have designated areas thus the students could easily
38
access the materials and have production flowing smoothly without affecting any function of
different production.
The red tagged items that were identified in the sort phase were thoroughly investigated
on how they could be used. The ones that had no use were given to the Fabric laboratory, which
is in the same building and share some resources with the MEP lab. The spaces created
facilitated smooth traffic flow of the materials and the students. The more space created on the
counter and cabinets were used to store the inventory and the tools used for production according
to the production flow.
The shelf in the classroom area with files that contain more information of the production
with examples of the past enterprises was not arranged and had the electric cable lying on the
floor. This exposed students to unsafe working area and also finding information to refer to
when needed wasted a lot of time to find them. Using the 5S we rearranged the shelf and set the
electric cable in a corner to avoid any accident, the figure below clearly illustrates. This
provided better organization of the items and equipment in the MEP lab, both the classroom and
the working area.
39
Figure 6. The classroom shelf with past enterprise files, before and after the 5S.
Shining. As mentioned in the literature review, the purpose of the Shine stage is more
than simply cleaning up. In this case the MEP lab each enterprise group produces their own
unique item therefore they do not share most of the materials. This is done within three months
and after that a different enterprise group enrolls in the class with a different product. This
makes our shining phase to be unique to a normal manufacturing where as much as there would
be different items being produced they would be produced over a long period. Having that mind
we implemented the mistake proofing and visual management in the shining stage. The
enterprise group quality and assurance department team members were spread out into the
different steps of production. This created a sense of ownership towards the workflow and
production, and incorporated it as a discipline in day-to-day work. They were responsible of
mistake proofing after every stage of production; they could easily inspect the item defect and
40
advise the enterprise team on what their next action should be. This cleaned out the MEP lab by
reducing the product defects, scrap and rework on the product. It also helped to improve the
quality of the product while achieving a clean production thus maintains the flow as explained in
the set on order phase. The products were moved in a forward workflow without waste or
rework.
The visual management was also incorporated in this phase using pictures and charts
displayed on the classroom board to monitor the enterprise. The working area also incorporated
pictures on the walls, equipment’s and storage space to explain the workflow; this was clearly
labeled and used different colors to identify the different enterprise group’s workflow. Since
different enterprise groups use the MEP lab, the creating a visual workplace enabled the different
group members locate each equipment, storage space, and related tools quickly to perform his or
her task. After people adapted to this working principles the workspace appeared more
organized and better to perform work in. Each piece of equipment was easily located with the
different people using it. This cleans out the MEP lab by providing a visual convenient
operation.
Garbage cans and recycle bins were placed close to the working area. This helped
maintain the clean work environment by disposing the small pieces from the production instead
of letting them lie on the working table for long time. It also enabled the recycled items to be
located easily with other groups and use them in their production hence eliminated waste.
The safety glasses container used to be left open through the semester and even during
the holidays. This exposed them to a lot of dust, which impaired the vision of the students while
using them. This would expose them to dangerous accidents due to the impaired vision. With
the 5S that was identified and the container would be closed after a class is done. The figure
41
below shows how the normal safety glasses container was store and the few change we
incorporated. The final outcome of this was a clean working area with clean working tables and
safe environment.
Figure 7. The safety glasses container.
Standardize. 5S aims to create a safe, organized workplace with standards that eliminate
hazards and improves effectiveness. To be able to standardize the enterprise operation there was
need to have an exclusive use of the MEP lab and classroom. This was achieved by having
limitations to the people who access the working area. The doors to the working area were
locked and keys were provided to the MEP students only. This will be fully implemented as
from next semester. The exclusive use of the working area enabled the enterprise to have their
workflow in place without destructions from the non-MEP groups. We designed a graphical
chart that developed a visual representation of the flow of the material and information through
the departments as the product makes its way through the value stream. Mapping the enterprise
process flow helped to have a standard method of workflow with designated work area.
42
Appendix C contains the standard work Procedure (SWP) procedure that was used and contains
further illustration of standardizations implemented on the MEP lab.
Sustain. Sustaining phase is a continuous process that requires motivation and being
ready to change in order to maintain the standardized operations. We utilized a daily and weekly
check sheet as illustrated in Appendix D and E respectively. It was a mandatory of the different
enterprise group to sign the sheets daily and weekly as required. This helped the students to
follow the created procedure and control factors that led to inefficient equipment use and untidy
workspaces. Finally, the enterprise groups were challenged to continuously identify the small
changes that would be routinely applied and document it in a continuous improvement sheet as
illustrated in the appendix. This uses the Kaizen principle.
43
Chapter V: Discussion, Conclusion and Recommendations
Discussion
5S is a lean-manufacturing tool for improving efficiency and eliminating waste. Its
philosophy is used to organize, order, clean, standardize and continuously improve a work area.
The 5S is derived from five Japanese words Seiri, Seiton, Seiso, Seiketsu, and Shitsuke.
The MEP lab AA221 at the University of Wisconsin-Stout is used for production of the
items designed by the enterprise groups. The enterprise groups comprise of the senior and
graduate students mostly from the business major aimed to provide a manufacturing experience
through a practicum. The lab utilizes some lean manufacturing aspects such as just in time
production but there were a few areas of improvement such as redesign the workplace and
improve the physical layout. The specific purpose of the study was to use the 5S to improve the
current production process by deriving practicable ways that would fit in well with the course
setting. This helped to achieve a safe working environment and more efficient production while
eliminating waste. This is expected not only to provide an efficient production with good quality
products but also will go a long way to improve the students experience and enhance their
learning. The lean tools of visual management, mistake-proofing and value stream mapping
were incorporated in the 5S model to enhance the operations.
Furthermore, this study shows the potential of utilizing 5S methodology, a lean
manufacturing tool to improve process in different facilities in the University of Wisconsin-
Stout.
The physical layout of the MEP lab is a great limit; there is need for more space and
redesigning the workplace to provide room for specific functions. This renders challenges to
clear actionable 5S process. It is also a great challenge to provide uniform training to the
44
different enterprise groups to achieve standardization of the MEP lab process. The MEP
laboratory especially the classroom area is shared with the non-MEP groups; however, this is a
temporary limitation because of the remodeling of the Harvey hall in the university. This
restricts students thus cannot leave equipment set up for the next class or schedule time directly
after class to work thus becomes hard to achieve an efficient workflow. Time of the study was a
great limitation. The author was a graduate student in her last semester and had three months
(October 2015 to December 2015) to test, evaluate and analyze the process. The sustainability of
the process may be challenged due to lack of the availability of first hand findings on ground.
This study could also be extended to other laboratories and offices in the University of
Wisconsin-Stout but they are not included in the scope of this study. There is need to further
review the specific requirement for the different labs and offices that could be willing to
implement the 5S depending on its functionality.
Observations
For any successful company, leaders should walk the talk - this is clearly applicable in
the lean manufacturing. The leaders should strictly adhere to the standardized process and be on
the lookout for continuous improvement. Lean manufacturing can only be achieved if an
organization works as a team. The 5S process depends on the different S’s and incorporating of
few other lean practices to be effective. The employees should be trained and informed of the
whole process to make them aware of the changes expected and motivate them. Employees
should be involved in the change by allowing them to participate and be involved in the
companies day to day activities they have better and practicable ways to improve the process.
Communication with the different departments is key to manage the employee involvement.
This also would lead to a high level of employees and managers’ commitment for this is
45
important for this initiative to be successful and yield the maximum desired results. The author
had a great support of the instructor and the enterprise groups thus resulted in easy
implementation of the process and yielded the best results. The enterprise group was used to
analyze the current status ad were given the chance to provide possible solutions to the problems
encountered. The author further analyzed this and came up with actionable 5S process that
easily incorporated to the current production. This helped to quicken the process and
experienced the benefits in a short period. The practice has to be standardized by having a clear
procedure documented, however, it is important to note that after standardizing keen look out on
potential improvement aspects is key to achieve continuous improvement. There are several
benefits for implementing the 5S process in a production process. This can be tangible benefit
such as saving on cost and intangible benefit such as the employee’s motivation.
Lean manufacturing tools could be incorporated to make the manufacturing process
simple and fine process. This could motivate employees and even provide different ways to set
targets for different functions in the organization. Performance appraisals at the end of a certain
period would be used to reflect the benefit of the process being used. The adoption of lean
concepts does not have to begin with major changes or huge capital investments. Small
incremental changes routinely applied and sustained over a long period result in significant
process improvements. An improved strategy for approaching the Standardize phase would be to
get each team member to have clearly-defined responsibility for carrying out each of the
activities. The team will have to establish the standardized practices and maintain them through
visual controls like checklists and color-coded charts. This approach will be vital to the
sustaining of this program in the final phase.
46
The current MEP course is designed for the senior level students and graduate students.
From the survey, most of the students felt this requirement was of great help because they were
able to apply the concepts learned in other classes. They also noted the internship practical
experience was of great help too. The courses that the students felt were particularly of great
help and would advise others to pursue them before pursuing the MEP are marketing,
accounting, production and operations management, leadership and development. This is to
provide students with the basic management of projects and organizations. It also helps the
students to work as a team. More knowledge on making products according to the customer
taste preference would also go a great way to manage the market demand thus increase the
enterprise sales. A market research would be done to identify what the customer’s need in the
particular product before embarking on the production. The students also recommended having
enterprise departments comprise of individuals who have the experience to enable efficient
production.
This study focused on the 5S lean-manufacturing tool to improve the MEP lab process
that not only resulted to an efficient and clean working environment but also provided the
students with a good learning experience. The specific recommendations may not be completely
relevant because the different enterprise groups may rearrange the working area and dispose
some equipment’s, however, the concept would be tuned to fit different scenario. The main aim
of lean is simply to optimize the existing processes by eliminating waste at minimal or no costs.
Continuous Improvement has to be incorporated as a part of day-to-day routine.
Conclusion
The MEP lab utilizes some of the lean manufacturing concept such as just in time
production, however, it has great potential on practicing other lean manufacturing tools such as
47
the 5S to enhance it production. Having small incremental changes would deploy the 5S and
other lean manufacturing tools such as visual management, mistake proofing and value stream
mapping. The MEP lab has the required resources and students are motivated to embrace
changes to get better ways of production and learn the different ways. Understanding 5S and
building a culture helps to merge the 5S process easily into the current process. The 5S will
result in lower inefficient production issues due to a more organized work place, less material
handling, and more efficient lab use. The study helped to eradicate obsolete and unwanted office
equipment, which enhanced better space usage. The whole process would be done in an exciting
way by involving the student throughout the process. The recommended changes will not only
improve the production process but also provide students with better learning and connect the
students with the business and manufacturing plants in the community. The study enlightened
employees about lean and how to apply its principles to their day-to-day activities.
Recommendations
1. Make the research and development phase shorter in order to maximize production
time and move more quickly into using the lab. Having the R&D research teams to
provide the closest resources needed for each product could do this. There should be
a time to try out production on scrap materials, this would work as the training aspect
on usage of the equipment’s and identify the simple way of production before getting
to the large production. Having each section or group have a certain amount of
mandatory hours to assist production. More assistance in figuring out how to
properly produce the product would eliminate time and materials wasted during
prototype phase. This would enable and enterprises to create a production flow.
48
2. Clearly outlining the next class activities and thorough check of lab supplies at the
end of each class period would help to identify the needed resources at particular
times and what is required to purchase. This would reduce the holding inventory and
help to monitor the production as it increases efficiency. It will also save time wasted
at the beginning and end of the class period. There will be an organized way of
production set up and be able to see where the products are on the line
3. There should be target goals for the production this would be done using the lean
manufacturing tools such as mistake proofing. Each stage of production would be
given specific people responsible, thus the group that achieves zero defect and in the
short period are rewarded. The course would give more assignments like researching
on ways to have continuous improvement by comparing the current production
process with other manufacturing plants.
4. Collaborate with manufacturing plants to produce one of their products and compete
with them in the market by comparing the production cost and the quality of the
products, above all the customer satisfaction. This will provide the students with an
improved learning experience on the lean manufacturing process by eliminating
waste; minimize resources and cost to be competitive.
5. The quantity of supplies purchased and carried in the lab should be adjusted and
controlled. Some items presently have inventory levels above the levels required for
two weeks' usage and also above the minimum order quantities. For this lab to be
more organized and better, inventory amounts must be carefully analyzed and
controlled. The maximum and minimum stock levels should be clear at a glance.
49
6. Streamlined training can be provided and get people certified in production
equipment with more developed techniques than welding, machinery, casting and
forming would increase student motivation to learn thus improving the manufacturing
process. Laser engraver training and usage should be scheduled on times and dates
by other lab and faculty to reduce the queue time of the product. Machine operation
should be awarded more time. Plan to ensure everyone is involved in the production
and training on using the machines.
7. Having several majors in the class would improve the students learning and would
improve the use of machines. Visit real manufacturing plant outside the classroom
like 3M plant and hire people from top management in manufacturing plant to speak
in class occasionally.
8. Most of the students felt the time given for the MEP course were not enough for the
learning experience in production, marketing and sales. Almost all the students
recommended the program to be a yearlong course. Combining the MEP and
entrepreneur class could provide more lab time and run the sections over rotating
school year program. More funding is needed to make it a yearlong course.
50
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Appendix A: Current MEP Equipment List
Delta radial arm saw Epilog laser engraver w/ Corel Draw software
Powermatic – 8” (store)
Dewalt sliding compound miter saw
Flammable liquids storage (2 cabinets)
Powermatic Jointer – 12”
Porter Cable compound miter saw
Kreg router table Powermatic mortising press
Grizzly horizontal metal band saw
Powermatic lathe w/Vega tracer – (lathe)
Powermatic shaper
Delta Rockwell drill press (1 of 2 drill presses)
Bar clamp storage rack AEM wide belt sander
Delta Rockwell drill press (2 of 2 drill presses)
Belt sander inventory cabinet
Flash cut CNC router
Delta Industrial drill press – tabletop
Craftsman rolling tool box cabinet
Excalibur scrolling jig saw
Delta table saw Grizzly horizontal belt sander
Grizzly oscillating spindle sander
Powermatic table saw w/power feed
Vertical wall rack for materials storage
Aspire 2.5 CAD/CAM software (for CNC router)
Delta Rockwell Unisaw w/dado blade
Hand tools cabinets (3 cabinets)
PC for CNC router
Northtech planer Team WIP shelves and cabinets
Finishing room w/exhaust system and compressed air (for spray guns)
Milwaukee panel saw Two bench grinders Two Gluing tables Delta disc/ belt sander PC for Epilog laser
engraver - upgrade Two downdraft-sanding tables
Hand-held power tools (2 cabinets)
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Appendix B: Survey Questionnaire
I am Ms. Loice Moraa Oirere, a student at the University of Wisconsin-Stout pursuing Masters in Operation and Supply management. This survey is part of my Master’s research to improve the process in the Manufacturing Enterprise Practicum (MEP) Laboratory. This information is necessary to analyze the current MEP process to be able to provide ways that are practicable. The survey is anonymous so nothing can be traced to any individual, feel free to share your experience. The gender and age is to protect the human factor of not using an underage population or people who can be manipulated easily.
Gender……………………………. Age………………………………
1. To what extent do you agree or disagree with the following statement, Please tick () the box that you agree on in the below table
No. Statements Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Not
sure/not
applicable
1 The physical layout of the MEP lab/classroom affects the production efficiency of the enterprise.
2 Redesigning the work place into specific functional areas will help achieve efficient production.
3 Exclusive use of the MEP lab/classroom will help the enterprise to standardize its operations.
4 The ability to set up the enterprise work process and leave it set up from one class period to the next will help eliminate waste (time, material use and labor).
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5 Using visual signals (i.e., charts, pictures, graphs, etc.) displayed on a public board to monitor enterprise processes will increase production efficiency and effectiveness.
6 Completing daily check sheets will help control factors that lead to inefficient equipment use and untidy workspaces.
7 Mapping the enterprise process flow will help to identify the constraints and improve production effectiveness while eliminating waste.
8 Mistake-proofing after every stage of production reduces product defects, scrap and rework.
9 The time constraints inherent in the current course structure (i.e., # of class sessions, R & D phase, etc.) limit the enterprise’s ability to establish an efficient production process.
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Please answer in your own sentences.
1. In your opinion, what else would enhance production while eliminating waste in the MEP
lab? Please mention the type of waste that would be eliminated.
2.
2. Do you feel there should be specific course prerequisites in order to enhance your success
with the MEP enterprise and, if so, what prerequisites would be most applicable?
3. How might the MEP course be redesigned in order to better prepare you for a career in
manufacturing?
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Appendix C: MEP Daily Checklist
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Appendix D: MEP Weekly Checklist
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Appendix E: Standard Work Procedure
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Appendix F: Continuous Improvement Sheet
