Transfer inovácií 28/2013
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ACTIVITIES TO CONTINUOUS IMPROVEMENT IN PRODUCTION SYSTEMS
Ing. Andrea Lešková, PhD.
Technical University of Košice, Faculty of
Mechanical Engineering
DTaM, Mäsiarska 74, 040 01 Košice
e-mail: andrea.leskova@tuke.sk
Abstract
This article deals with the challenges to
structural changes in production systems with
selected techniques of Japanese management. They
are internationally acknowledged as methods of
continuous improvement of productivity, efficiency
and quality, through small steps, to achieve
business excellence based on best practices. In this
article is presented example of Lean methodology the low cost application of technique 5S in
conditions of production system of small enterprise
and this transformation is described in the simple
form of case study.
Key words: Lean Production approach, continuous
improvement, 5S steps.
• Technical condition of production equipment
and maintenance: abandoned machines;
maintenance services work on a style "failure repair"; no registered notes about failure of
machinery; no documents of evaluating the
effectiveness of machinery.
• Warehouse space: unidentified storage places;
loss of time in finding parts.
The most obvious types of waste are over
production, waiting times, downtime of machinery
and equipment, and corrections.
The implementation of the Lean
management methods in production system
concepts involves [5]:
• Continuous improvement of products and
processes;
• Periodical evaluation of the performance
standards;
• Continuous improvement of productivity,
efficiency of all processes in the enterprise;
• Promotion of prevention-based activities to
INTRODUCTION
The impact of the global crisis particularly
in category of small and medium-sized
manufacturing companies requires adapting their
production systems to the new conditions. Growing
pressure to reduce costs with limited sources of
financing innovation in SME business environment
brings the best interest of the method of continuous
improvement to processes. Effective technique - 5S
is a key foundation to implementing a Lean
production system.
CONTINUOUS IMPROVEMENT
MANAGEMENT APPROACH
An important step in starting a method of
continuous improvement is to identify weaknesses
in the production mode. Typical deficiencies in
small manufacturing companies are e.g. [3]:
• Impurity and layout of workplaces: at first sight,
in many companies it can be see the unkept and
neglected work area; chaotic storage of products
and raw material; improper production layout;
complicated and lengthy material flows and
then long waiting times, transportation and
manufacturing lead times; oversized production
space blocked with pallets and containers.
• High degree of redundancy: in stockroom are
overstocked materials and tools; systemless
arrangement; separation of production area with
unnecessary partition walls; etc.
improve quality management;
• Education, training and instruction of each
employee in order to be able to use the tools of
continuous improvement, e.g.: the Deming
cycle (planning/ execution/ check/ action); the
instruments of quality control; process redesign;
process innovation techniques.
Lean
production
involves
the
standardisation of work processes to cut out waste.
The standard is the best identified method of
operation at a particular moment in time and one
that will be continuously monitored and improved
by the individual operator. [4]
Selected “5S” technique represents a
fundamental management tool of Lean philosophy.
The 5S methodology focuses upon the
effective organization and standardization of
workplace processes. This management technique
aims to [2] simplify workplace environment and
assists with the reduction of wastage and other
forms of non-value adding activities whilst
improving
quality,
effectiveness,
process
efficiencies and employee safety.
Interpretation of “5S” stages [1]:
• SEIRI = Sorting - making the difference
between necessary and useless things. The first
step is about clearing the workstations and
beginning to think carefully about what workers
need right now to do the job today. All
unneeded tools or parts and supplies are
removed from the area. Things that may be
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needed later are moved so that they can be
easily retrieved when needed.
• SEITON = Ordering/ Arrangement - the
•
•
•
ordering of all the items after SEIRI, a place for
everything and everything is in its place. The
next step is working out the most ergonomic
and efficient use of the workspace. Set in order
phase isn't just about improving efficiency; it is
also about ensuring that the work area is as safe
as possible.
SEISO = Cleaning and disturbance detection the working areas/equipments will be clean.
This stage not only involves cleaning the entire
workspace, but is also about setting up routines
to ensure that the work area stays tidy and
inspecting for safety and effectiveness of the
processes in operation.
SEIKETSU = Standardizing - cleaning and
identification methods are consistently applied;
the extension of the cleaning concept to each
individual alongside with the continuous
practice of the three steps 3S. Having
undertaken the work for a while it will become
the best routines or processes will become
permanent clear. For example, flowcharting is a
useful tool here.
SHITSUKE = Disciplining - getting selfdiscipline and getting used to be each involved
in the 5S actions through standard application.
The final stage is all about having the discipline
and systems in place to ensure that all hard work
is not wasted. Work areas are safe and free of
hazardous or dangerous conditions.
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2. stage of realisation: implementation the
solutions of continuous improvement in
approach: program 5S, preventive maintenance
procedures TPM, practices of total quality
management TQM, program storage and
inventory management Lean.
3. stage of completion and evaluation of the
project: final administrative - technical
documentation; evaluation of the effects; system
of standards for continuous improvement in
future.
In the first phase of the implementation of
arrangements for continuous improvement of the
production system has been realized 5S program.
Way to achieve improvement can be formulate as
[5]:
a) Step 1: Sort - go through everything in the work
area, separating and eliminating what isn’t
needed: All workers at the workplace had to sort
out tools and equipment in terms of frequency
of use (what are used daily, once- twice a week,
once a month or non-used). Workspace is now
increased and more accessible.
b) Step 2: Straighten - arrange items that are
needed in a neat and easy-to-use manner: The
basis for the clarification and visualization of
things at every workstation has become
“perforated desk” which enable rapid removal
and insertion of instruments or measuring tools;
moreover stands to tools for NC machines,
mobile racks; tool cribs (see fig. 1).
IMPLEMENTATION OF 5S TECHNIQUES IN
THE WORK AREA
In project of implementation the solutions
of continuous improvement to SME production
system (unnamed company) are specified these
objectives: increase the storing places; create and
preserve standards; reduce unproductive times;
redefine access, working and storing spaces. The
company sees Lean as an indispensable element to
maintain profitability. [6] To realize this Lean
initiative it was necessary to transform patterns of
working relationships and to develop new ways of
working.
The project of continuous improvement of
production systems contains [4]:
1. stage of preparation: collection of information analysis of baseline position of production
system; setting measurable goals of the project;
priority of continuous improvement; schedule of
the project activities; preparation and training of
project teams; determine the cost of the project;
identification of potential risks; preparation of
supporting documentation.
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Fig. 1 Examples of ordering the work instruments
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c) Step 3: Scrub - clean up the work area,
equipment and tools: All workstations,
workspace and manufacturing facilities were in
depth cleaned. Production facilities and storage
areas, if they damaged the original paint, have
been restored to new.
d) Step 4: Systematize - the overall cleanliness and
order that result from disciplined practice of the
first three “S”s: Cleaning and inspection should
be a routine matter. Responsibility for the
production equipment is transferred directly to
the operation staff. At each workstation was
introduced: schedule for cleaning and inspection
of machine, to which workers writes service
acts and frequency of repair.
At figure 2 we will see the difference. All
unneeded tools, parts and supplies are removed
from the area, the better the work environment
becomes: cleaner, safer, more organized, the
work is easier, less confusion and less stress.
e) Step 5: Standardize – e.g. through financial
incentives for employees to observe standards.
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eliminating errors and waste. Minimizing waste
requires all employees’ involvement in searching
for surplus material, unnecessary actions etc.
Involvement means that everybody is given the
opportunity to focus on what they are doing and
make a judgement if it is possible to do the work in
a better way, in terms of education, training, access
to managers, feed-back for good work, and
appreciation by management.
References
[1] Hirano, H.: Putting 5S to Work. PHP Institute,
Inc., 1998. ISBN 978-4569539355
[2] Kováč, M., Kováčová, Ľ.: Analysis of tools for
lean manufacturing. In: Transfer inovácií. No.
24 (2012), p. 17-20. Košice: TU, SjF, 2012.
ISSN 1337-7094
[3] Rudy, V.: Inovačný rozvoj malých produkčných
firiem. In: Transfer inovácii. No. 24 (2012), p.
182-185. Košice: TU, SjF, 2012. ISSN 13377094
Fig. 2 Example of worktable arrangement before and after cleaning
5S sets an expectation that the workplace
will be controlled and organised in a standard way
and that processes exist to manage deviations from
the standard. Impact of 5S implementation reduce
inventory, efficient on workplace usage, reduce
time for searching spare part, reduce oil or water
spilled, reduce un- stabilization, preventive of
machine function, cleaning and checking machine
condition, improve working condition, reduce work
accident, increase discipline, follow procedure, and
better relationship among employee. [7]
CONCLUSION
To create the transformation to Lean
production system it is first necessary to change
employees thinking about behaviours within the
organisation. The support of continuous
improvement includes training for everyone for
example, identifying ways in which people can
contribute to continuous improvement such as by
[4] Hines, P., Taylor, D.: Going lean: A guide to
implementation. Lean Enterprise Research
Centre. Cardiff Business School, 2000. ISBN
978-0953798209
[5] Henderson, B.A., Larco, J.L.:
Lean
Transformation: How to Change Your Business
Into a Lean Enterprise. Richmond: Oaklea
Publishing, 1999. ISBN 978-0964660120
[6] Petriková, A., Sabadka, D.: Theoretical and
practical apects of BSC in Slovakia. In: Transfer
inovácií. No. 23 (2012), p. 279-280. Košice:
TU, SjF, 2012. ISSN 1337-7094
[7] Krauszová, A., Szombathyová, E.: Factors of
the production process and their effect on
efficienct and productivity. In: Intercathedra.
No. 27/4 (2011), p. 10-13. ISSN 1640-3622
This contribution is the result of the
international project implementation: Hungary Slovak Republic LEAN LAB HUSK/1101/1.6.1
supported by EU founds.
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