author: young, david d. applying lean tools and 5s method ... · of core chaplets and ceramic...
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Author: Young, David D.
Title: Applying Lean Tools and 5S Method at Company RBC
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 Operations and Supply Management
Research Advisor: James Keyes, Ph.D.
Submission Term/Year: Spring, 2013
Number of Pages: 54
Style Manual Used: American Psychological Association, 6th
edition
I understand that this research report must be officially approved by the Graduate School and
that an electronic copy of the approved version will be made available through the University
Library website
I attest that the research report is my original work (that any copyrightable materials have been
used with the permission of the original authors), and as such, it is automatically protected by the
laws, rules, and regulations of the U.S. Copyright Office.
My research advisor has approved the content and quality of this paper.
STUDENT:
NAME: David D. Young DATE: May 7, 2013
ADVISOR:
NAME: James Keyes, Ph.D. DATE: May 7, 2013
----------------------------------------------------------------------------------------------------------------- ---------------- This section to be completed by the Graduate School This final research report has been approved by the Graduate School.
Director, Office of Graduate Studies: DATE:
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Young, David D. Applying Lean Tools and 5S Method at Company RBC
Abstract
This study examined the principles of lean and the available techniques within lean
manufacturing to resolve the process problems of stocking, storing and the usage for production
of core chaplets and ceramic filters at Company RBC. The application of the appropriate lean
tools of an A3 report, wastes identification, Spaghetti Diagrams and visual management with the
lean method of 5S identified in the research for this study resulted in the elimination of waste,
improved operations and process cost savings. The use of a Kaizen team to resolve these
problems involved both management and production workers. This provided an actual
experience for the organization on the culture of lean and the positive impact lean manufacturing
has on operational performance. The study conclusion brought about the identification of
additional projects involving lean manufacturing and further understanding of the lean principle
of continuous improvement.
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Acknowledgments
Many people have notably contributed to my experience at University of Wisconsin-
Stout as I have advance in accomplishing a Master’s of Science in Operations and Supply
Management degree. I would like to thank Dr. James Keyes for the opportunity and his patience,
consistent support, and guidance throughout this thesis writing experience. A special thanks also
goes to my fellow students in the program for their encouragement and assistance as I completed
the paper.
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Table of Contents
.................................................................................................................................................... Page
Abstract ............................................................................................................................................2
List of Figures ..................................................................................................................................6
Chapter I: Introduction ....................................................................................................................7
Statement of the Problem .....................................................................................................9
Purpose of the Study ............................................................................................................9
Assumptions of the Study ....................................................................................................9
Definition of Terms............................................................................................................10
Limitations of the Study.....................................................................................................11
Methodology ......................................................................................................................12
Summary ............................................................................................................................14
Chapter II: Literature Review ........................................................................................................15
Lean Philosophy.................................................................................................................15
Lean Manufacturing ...........................................................................................................17
Lean Methods and Tools ....................................................................................................18
5S .......................................................................................................................................21
Summary ............................................................................................................................26
Chapter III: Methodology ..............................................................................................................28
Project Definition – A3 Problem Solving ..........................................................................28
Data Collection – Current State Conditions.......................................................................30
Data Analysis – Lean Analysis Tools ................................................................................31
5S Application ...................................................................................................................34
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Limitations .........................................................................................................................35
Summary ............................................................................................................................35
Chapter IV: Results ........................................................................................................................37
Results: A3 Report ............................................................................................................38
Results: Lean Tools...........................................................................................................40
Results: 5S ........................................................................................................................43
Summary ...........................................................................................................................45
Chapter V: Discussion ...................................................................................................................47
Limitations ........................................................................................................................48
Conclusions ........................................................................................................................48
Recommendations ..............................................................................................................49
References ......................................................................................................................................52
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List of Figures
Figure 1: 5S Model .....................................................................................................................23
Figure 2: A3 Project Report ........................................................................................................29
Figure 3: Spaghetti Diagram .......................................................................................................32
Figure 4: Central Storage Before ................................................................................................34
Figure 5: Core Chaplets (left) & Ceramic Filters (right) ............................................................38
Figure 6: Central Storage Congestion .........................................................................................39
Figure 7: Completed A3 Report ..................................................................................................40
Figure 8: Spaghetti Diagram Before ...........................................................................................41
Figure 9: Spaghetti Diagram After .............................................................................................42
Figure 10: Central Storage After .................................................................................................45
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Chapter I: Introduction
Company RBC (an actual company, the name has been altered to protect confidentiality)
is a foundry that specializes in pouring small runs of gray iron and ductile iron castings. The
small foundry, as with many small businesses in today’s highly competitive environment, faces
many hurdles to stay in business. To survive and grow companies will need to be versatile and
open to new ideas (Gibbs, 2006). The management of Company RBC was a company looking to
improve. They studied various ideas and decided to take a lean journey to improve their
manufacturing processes and change the company culture to enhance competitiveness. Company
RBC identified lean was about waste elimination and does not require large up front sums of
money to implement. They also discovered competitive problems cannot be solved entirely by
capital investments. These capital investments themselves may turn out to be just another form
of waste. The first step of lean implementation is to optimize what you have using the lean
principles and tools to eliminate waste (Sahoo, 2008).
Management took a look around at the current state of the operations. They found many
areas that contained waste resulting in inefficiency and excess costs they could not afford. Being
a small job shop operation Company RBC also had to start small with their lean journey, but it
had to be a visible start. The lean implementation tool chosen as a result of their study was lean
5S and it was applied to the area of sand mold building. Company RBC had six stations where
sand molds are built ranging from a completely manual process to a semi-automatic process. In
almost all of the sand molds built core chaplets and ceramic mold filters are used as a component
of the sand mold. The mold building process involves a mold builder adding foundry sand
around a pattern to form the cavity (core) for iron to flow into during a production pour. The
builder inserts chaplets of the required size to hold more delicate sections of the cavity in place
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during the pour. A ceramic filter is also inserted in the neck of the sand mold pour funnel to
keep out any debris or large goblets of molten iron not fully liquefied from entering the cavity.
When the mold builder prepares for the daily production of sand molds the builder must first
search out the correct core chaplets and ceramic filter needed for the run. There was a centrally
located storage area for the core chaplets and ceramic filters consisting of open shelving with
bins, however, it was not maintained nor was the access to the shelving always clear of
restrictions. As a result the mold builders resorted to rounding up what they could find and
hording extra core chaplets and ceramic filters in their crowded work area. This led to core
chaplets and ceramic filters stored throughout many areas of the foundry as uncontrolled
inventory which added cost to the operation and resulted in wasted space and time.
When the core chaplets and ceramic filters arrive from a supplier the items are in case
quantities and stored in a detached building next to the sand mold operation. Within the sand
mold operation there was a central storage area with bins for the ceramic filters and chaplets. No
specific job position was assigned to bring in case quantities and keep the central storage area
clear, clean and the bins stocked. The bins were found to be in disarray with different sizes of
filters and chaplets mixed in with each other. The bins at times were inadequately filled or
completely empty. The area around and directly in front of the central bin storage area was
frequently blocked. Carts or pallets filled with sand mold cores where parked in the central bin
storage pathways. Empty casting transport carts or other miscellaneous production tools and
supplies were placed in front of the central storage bins. To clear the area to gain access to the
bins for needed core chaplets and ceramic filters was time consuming. All of the above
represented waste. This resulted in lost inventory, inadequate inventory control, overstock, and
every mold builder looking out for themselves. Production runs were regularly delayed, shorted
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or even postponed due to not finding the right filters and chaplets, not having enough filters and
chaplets or being out of stock. All this waste added costs that Company RBC could not afford.
Statement of the Problem
At Company RBC the core chaplets and ceramic mold filters used in the sand molds were
scattered throughout the foundry in a variety of areas. The inventory levels of these key
components were unknown as to the available volume and storage location and finding them was
a time consuming activity costing Company RBC increased expense and lost productivity.
Purpose of the Study
To develop an improved central storage area and more efficient inventory processes of
the core chaplets and ceramic mold filters research was done in the area of lean methodology and
tools. From the research the appropriate lean tools were applied to resolve this problem area.
The purpose of the study was to provide an accurate inventory of core chaplets and ceramic
filters; determine the appropriate inventory levels of core chaplets and ceramic filters; put in
place a process to sustain the stocking of core chaplets and ceramic filters; implement a low cost
improvement of storage area; and provide easy access to inventory by mold builders.
The purpose of the study also became one of the first visual improvements seen by the
employees as the outcome of using lean tools. Company RBC management used this study as
evidence they are moving to becoming a foundry utilizing lean manufacturing principles and
tools.
Assumptions of the Study
It was assumed personnel were assigned to maintain the central storage of core chaplets
and ceramic filters. Company RBC would paint central storage area lines on the floor. That
Company RBC would embrace lean 5S for the storage of the core chaplets and ceramic mold
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filters. The mold builders would use and maintain the storage area per lean 5S concepts. Space
and equipment existed to implement the change. Finally, the casting patterns and cores, empty
carts, and carts with production components would be stored in another location designated for
this use.
Definition of Terms
A3 Report. It is a generic name given to a document developed by Toyota as a
standardized problem solving approach all on a sheet of paper 11-by-17 inches (Balle’& Balle’,
2009). It is organized to tell a story quickly flowing from the current situation, the problem,
goals and targets, analysis, recommended action plan, measures and follow-up requirements.
Casting. The solidified part broken out from a mold in which liquid material has been
poured to take on the shape desired. (Metal Technologies Website, 2012).
Ceramic Filters. Nonflammable, corrosion resistant, porous porcelain through which
liquid material passes through to remove suspended impurities such as slag and dirt before it can
enter the sand mold cavity. (Waupaca Foundry Website, 2012).
Core Chaplet. A spacer piece that separates and supports the core (cavity) of a mold
from the wall to prevent the core from collapsing. The chaplet is made of the same metal being
poured and becomes an integral part of the casting when done. (Metal Technologies Website,
2012).
Flasks. A metal or wood frame made up of only the sides (no top or bottom) used to
contain a sand mold. One end opening is typically smaller than the other. (Metal Technologies
Website, 2012).
Kaizen. Is a Japanese word that means gradual and orderly continuous improvement
(Evans, 2011)
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Kaizen team. A group selected as team members participating in a kaizen event. (Ortiz,
2012)
Lean 5S. Originally developed from Japanese words it is lean manufacturing tool that
gives a structured approach to operation organization to reduce waste and improve effectiveness.
(Arnold, 2008). The English terms used for 5S are sort, straighten, shine, standardize and
sustain.
Pattern. A replica of the object to be cast made of wood, metal, foam or plastic typically
mounted on a board or plate used to prepare (form) the sand mold cavity. (Waupaca Foundry
Website, 2012).
Sand Mold. Moist sand that is compressed into the shape or pattern of the metal casting
desired. After the molten metal has cooled and solidified the sand is broken away typically by
vibration. (Metal Technologies Website, 2012).
Spaghetti Diagram. A visual drawing or sketch of lines tracing the path(s) of an item or
activity through a process. It is a tool used to identify redundancies in the work flow as well as to
improve the process. (Bailek, Duffy, & Moran, 2009)
Limitations of the Study
This study was limited to Company RBC and to only the storage and use of mold core
chaplet and ceramic filter components. Not included in the study was the re-bar cutting
operation located in and directly above the core chaplets and ceramic filters central storage area.
Additionally, flask storage located above the floor level central storage area was outside the
scope of this study. One central storage area shelving unit was located behind an unused core
oven. Disposition of the oven for inclusion into the central storage area was not in the scope of
this study.
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Methodology
This study was started by going to the foundry production area to obtain first hand visual
observations and knowledge of current conditions. On the shop floor pictures were taken to
visually record the current state of the areas. Questions were asked of the workers and first line
supervisors. They were: How often do you go get ceramic filters and core chaplets?; How often
do you find the central bin storage area blocked and/or filters and chaplets needed not there?;
and, Do you have your own supply of ceramic filters and core chaplets in your work area? A
current state diagram with measurements was sketched out to create a Spaghetti Diagram which
visually represented the paths and activities of finding filters and chaplets. All the information
gathered was recorded in written notes, pictures, or sketches to support detailed analysis. The
researcher then performed a literature review of lean manufacturing methodology and tools to
determine the correct application of tools for this project. Reviewing the visual observations,
current conditions, and information obtained on the foundry floor pointed to the use of the lean
method of 5S (sort, set-in-order, shine, standardize, sustain) to resolve the problem. The 5S
concepts were applied to the central storage of core chaplets and ceramic filters to create a future
state in which waste was reduced for Company RBC thus decreasing expenses and improving
productivity.
The current situation was discussed with the management of Company RBC using the
lean tool of an A3 report to scope out the project. An A3 report focused the management team at
Company RBC by the nature and questions of the A3 report. A problem statement was
generated concerning the issue of core chaplets and ceramic mold filters. The scope of the
project was laid out indicating what is included and what was not included in the project. The
storage area for flasks and rebar above the central storage area was not part of the scope of this
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project. The next section of an A3 report is the objectives. Company RBC and the researcher
kept the objectives lined up with resolving the problems identified within the problem statement;
inventory scattered throughout the production floor, unknown inventory levels, and excess time
and distance needed to obtain the required core chaplets and ceramic filters. The A3 report has a
section to summarize the current conditions which were filled out so Company RBC would have
pictures and descriptions of the starting point of this project.
Another lean concept that was employed in this study is kaizen, a continuous
improvement process, and the forming of a Kaizen team. The team consisted of mold builders,
company management and the researcher to formally resolve the problem in a short amount of
time. The A3 Report for this project was further developed to record the activities and
resolutions implemented. This consisted of filling out the rest of the A3 report that was started to
initially scope out the study. The sections of the A3 report completed by the Kaizen team where
the future condition desired, the implementation plan to get Company RBC to the future state
and the measures used to validate the objectives were met. Using the 5S concepts of sort, set-in-
order, shine, standardize, and sustain with a Spaghetti Diagram the problem of chaplets and
ceramic filters scattered around the foundry was addressed. The first step was the sorting of all
the various chaplets and ceramic filters throughout the foundry to a central location. Once sorted
they were set-in-order based on size, volume and usage. The step of shining involved clearing
out the central storage area, cleaning up the area and returning the chaplets and ceramic filters to
the shelving units. Working with Company RBC employees the Kaizen team standardized the
chaplets and filters removing, setting aside the items that were no longer used, could not be
identified, or used infrequently. The final step of sustainability was addressed and
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recommendations were developed and made to Company RBC. This included providing a list of
additional issues found around lean manufacturing visual management and lean 5S concepts.
Summary
Company RBC desired to improve their productivity and reduce costs through the use of
lean manufacturing principles and the methods and tools that are part of this organization wide
manufacturing philosophy. The problem of core chaplets and ceramic mold filters being
scattered around the foundry with no accurate inventory levels was a reoccurring issue that
needed to be resolved. This study was done to specifically identify the lean tools Company RBC
would use and implement getting the results that resolved the problem. In Chapter II a literature
review was performed to find what others have done in a small foundry environment with lean
manufacturing, how it applied to this study and using the information for completion of the
study.
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Chapter II: Literature Review
Small manufacturing job shops face stiff competition nationally as well as from around
the world. Small foundries are no exception and must continue to search out new and more
efficient ways to cast products for customers. The purpose of this literature review was to
research what other small foundries have done with use of the knowledge base of lean
manufacturing to stay competitive and find the right strategy for these challenges. This included
reviewing what similar small job shop operations have done to analyze if applicable to a small
foundry operation. Lean manufacturing and the various lean principles and tools were
researched in this literature review along with how they apply to this study for identification of
key concepts for successful lean implementation. Lean manufacturing is a philosophy of
searching for waste and eliminating it (Carreira, 2005). The results of eliminating waste in a
manufacturing operation are improved efficiency and reduced lead times and thus reduced costs,
all of which position an operation to provide customers better value and to move ahead of
competition. The lean tools of A3 reports, Kaizen teams, the seven wastes of transport,
inventory, motion, waiting, over-processing, overproduction, and defects, and 5S practices were
reviewed. Particular focus was given to the review of the 5S visual management practices of
sort, set-in-order, shine, standardize and sustain as a lean method to apply to the resolution of the
problem of ceramic cores and mold chaplets not being visible, accessible and inventory levels in
control.
Lean Philosophy
“Lean is a philosophy of no waste” (Carreira, 2005, p. 285). Waste can be found in many
forms such as: material waste, time waste, movement waste, process waste, energy waste, wasted
space, the waste of excessive inventory, and wasted capital and labor. The goal of a
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manufacturing company at its core is to make products cheaper than what the company can sell
the product for, thus making a profit. Any waste in the making of the product is additional cost
to the company which reduces profit. There is an idea in industry that the lean philosophy is just
all about eliminating jobs, but this is misleading. “The major obstacle to profitability is not the
cost of labor. The real enemy is waste” (Sullivan, 2004, p. 13). In the search for waste, the lean
philosophy looks at labor via wasted movements and excess labor as non value-add activities.
Lean philosophy focuses on many small improvements rather than an occasional big
improvement. The approach of a lot of companies is to attempt large scale improvements
forgoing all the small improvements along the way (Balle’ & Balle’, 2009). Many times the big
improvement was too late to realize the full benefits anticipated or it was no longer what was
needed by the customer. The small improvements come from eliminating the non-value-added
activities. A company that embraced the lean manufacturing philosophy would be an
organization striving for the ideal where everyone adds value to the product (Balle’ & Balle’,
2009).
Lean philosophy for many companies has been a foreign idea initially. It requires a
substantial commitment and focus from the top of the organization. The company culture must
change for lean to work as an all-encompassing and comprehensive philosophy that has been
designed to address overall process improvements (Harrison, 2006). The counterintuitive idea of
less waste is more explains the foundation of the lean philosophy. It is a philosophy the entire
organization has to believe in. A philosophy that will keep customer quality constant yet allow
the company to produce more, waste less time, reduce the production area needed, and use less
material and labor (Perinić, Ikonić, & Maričić, 2009).
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Lean Manufacturing
Lean manufacturing is using lean philosophy or principles for structuring, managing,
operating, controlling, and continuously improving manufacturing systems. The principles were
used in the UK during the Second World War but, date back to the early US automotive industry.
The development of lean manufacturing was done at the Toyota Motor Company in Japan in the
1950’s and was later called the Toyota Production System (TPS) (Sahoo, Singh, Shankar, &
Tiwari, 2008). The Toyota Production System today involves the complete supply chain to
integrate the supply chain flow from suppliers to manufacturing to customer, eliminating any
hidden wastes. The TPS system is the standard most companies’ measure themselves on in
becoming a lean manufacturer.
Manufacturing by application of lean principles systematically looks for waste and
eliminates or greatly reduces the amount of waste in manufacturing a product. It also looks for
waste between the times a product is made and when the customer will receive the product as
well as any waste between a supplier and making the product. Lean manufacturing is the
religion of the industrial business sector (Wetzel & Gibbs, 2009). For the industrial business
sector it is a religion that professes uncovering process wastes and correcting them. There are
lean tools that are used that include constant process analysis, pull production, and mistake
proofing (Harrison, 2006). Pull production is a manufacturing system that responds to customer
demand whether it is an internal customer or an external customer. When there is a need by the
customer the need is filled by producing the product thus creating value. This is in contrast to
push production in which there is no actual customer demand, but the product is produced which
essentially creates waste (Flinchbaugh & Carlino, 2006).
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Lean manufacturing is a managerial approach that aims to minimize the use of resources
using only what is necessary to create value for the customer (Mabry Castings, 2009). To be
successful in the long run using lean manufacturing are dependent on cooperation between
management and the workers. The supporting management principles of metrics, accountability,
values, structures, systems and programs for lean must be adopted fully in conjunction with the
factory floor lean manufacturing principles. The lean philosophy is not about working workers
harder and faster but, working smarter. This is because the focus of lean manufacturing is not on
what already is adding value, but on the manufacturing processes that are not adding value
(Chaneski, 2009). It is about creating more value with less waste. It is about figuring out the
manufacturing process in detail and taking out the delays. Finally, lean manufacturing is an
approach that dislikes disorder, waste, poor quality and human error (Imp, 2011).
The benefits of lean manufacturing are many. In a job shop the lean processes are
adaptable and able to adjust quickly to changing manufacturing jobs (Gibbs, 2006). Lean
manufacturing can be viewed as a business theory turning the production process in to a
competitive advantage by taking out non-value added processes, eliminating bottlenecks and
shortening lead-times (Sullivan, 2004). If lean manufacturing is correctly applied it will bring
results almost immediately. These results will be reduced costs, the formation of natural work
teams and bottom up innovation and implementation of continuous improvement (Harrison,
2006).
Lean Methods and Tools
Lean manufacturing consists of methods and tools. The common ones are value stream
mapping, Kanban systems, 5S, seven wastes identification, visual management techniques, and
Spaghetti Diagrams.
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Other lean methods and tools are kaizen events, the concept of takt time, single-minute
exchange of dies (SMED), production smoothing or balancing, work cells, use of Six Sigma, and
an A3 report. The use of lean methods and tools will expose all sorts of problems. The hosts of
techniques above sometimes known as the lean “tool kit” are applied to resolve the problems as
they are exposed (Harrison, 2006).
Value stream mapping is the method of visually mapping the flow of information and
material of the manufacturing process. Value stream mapping enables a company to see the
entire process in its current state. From these maps a desired future state can be developed. A
road map can be developed that outlines tasks and priorities to bridge the gap between the
current state and the future state (Ram Mohan Rao, Venkata Subbaiah, Narayana Rao, &
Srinivasa Rao, 2011). A kanban production system is what was known as a Just-In-Time system
in which the material or services needed for the next step of any process arrives just in time for
the current process to begin. It is a visual system to manage minimal inventory and to see what
needs to be produced next. 5S has five stages known as sort, set-in-order, shine, standardize and
sustain that are applied to any process. A 5S system supports the manufacturing of the product
by discipline, efficiency and attention to detail (Carreira, 2005).
Lean manufacturing uses the tool of seven wastes to identify the types of wastes. They
are: over-production, unnecessary inventory, transport or conveyance, over processing, activity
resulting from rejected product, waiting, and unnecessary motion. Waste in lean manufacturing
can further be defined as, “any redundant application of resources that does not add value to the
product, i.e., activities for which the customer is not willing to pay” (Sahoo et al., 2008, p. 453).
To aid in finding manufacturing wastes Kaizen events are held by managers and workers. This
involves a thorough review of the process being looked at for waste that can be eliminated by
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Kaizen teams. The Kaizen team will use the lean tool of an A3 report as a standard way to
clearly problem solve and effectively communicate the kaizen event. An A3 report is a common
name applied to an 11-by-17 inch paper for a one page document organized in a standardized
story board format used to solve a problem (Weber, 2010). There are seven main sections of the
A3 report after a title and owner are assigned to an A3 report. The sections are: problem
statement, scope, objectives, current conditions, countermeasures/future conditions,
implementation plan, and measures. A3 reports are about teamwork in creating a
communication protocol so everyone in a company can quickly read and understand what
problem is being solved by the Kaizen team and lean methodology (Balle’ & Balle’, 2009).
One basic tool found in the lean toolbox to identify waste is the Spaghetti Diagram. The
Spaghetti Diagram is a visual way in a diagrammatic form to depict the product or information
flow through a process (Ross, 2013). The lines sketched out on the diagram represent the current
path of movement taken by the subject being observed. The subject can be a person, a product, a
forklift, anything that moves through a process or procedure. Typically it is a person’s
movement as worked within the process being observed. The movement lines sketched end up
resembling a tangled pile of spaghetti noodles. The diagram serves lean practitioners as a great
waste observation tool (Miller, 2008). The Spaghetti Diagram shows at a bird’s eye view
transport waste giving insight to the distances travelled, the number of times travelled, and the
locations travelled to. “The more messy the spaghetti, the more messy and inefficient your
process is” (Boersema, 2011, p1). When sketching out a Spaghetti Diagram most paths followed
are not straight lines, the diagram is a sketch and does not have to be precise, and is best done by
those with detailed knowledge of the processes and layout of the area being observed. The
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Spaghetti Diagram also will identify layout issues that result in poor flow, time that is wasted,
and extra travel (Ross, 2013).
The lean manufacturing tool of 5S is a system that supports the lean philosophy of
operating in an organized fashion to minimize waste. The main idea behind 5S is that if a
workplace is clean and well laid out, waste can be identified much easier (HungLin, 2011). 5S
use defines an organizational process for workplace order and standardization (Evans & Lindsay,
2011). The 5S stands for five activities done by an organization as a primary method for
embracing lean manufacturing. The five activities are: sort, set-in-order, shine, standardize, and
sustain. Lean manufacturing seeks production smoothing or balancing which is moving product
through the production process in a continuous motion without creating bottlenecks or stockpiles
of inventory. At one metal casting operation the Vice President of Manufacturing and Quality
said concerning balancing, "We needed to stop operating as individual islands of opportunity and
focus on overall product flow. Instead of burying the guy downstream, you stop what you're
doing and go help him" (Gibbs, 2006, p. 20).
5S
The use of 5S is typically the first tool rolled out by a company that has embarked on the
lean manufacturing journey. Some companies think 5S is just a fancy housekeeping program
while other companies think 5S is what lean is all about, but most companies believe that 5S is
just one of the many core tools in the lean manufacturing toolbox (Wetzel & Gibbs, 2009). In
companies that implement 5S there can be a disconnect with the employees in understanding
what 5S is about and why they should take the time to do it. In many cases 5S is mandated from
the top taking on the characteristics of, “a well-intended vision from the tower, an ill-defined
communication plan, lots of delegation to make it happen, with inadequate resources, no budget,
22
an unrealistic implementation plan, and little follow-up, with the exception of reports written in
the front office” (Carreira, 2005, p. 237). For this tool to be effective it must be implemented as
an entire package and be part of the larger picture of a lean manufacturing culture and mindset at
a company.
5S started as five Japanese terms: seri, seiton, seiso, seiketsu, and shitsuke. A rough
translation in to English the five Ss’ in 5S stand for sort, set-in-order, shine, standardize, and
sustain. Other terms used are , straighten, sweep, schedule, streamline, and scrub. 5S is a
primary tool of lean methodology and when fully implemented will improve visual control of the
manufacturing processes and provide strong affirmation that the company is serious about
embracing lean manufacturing. “A “perfect” 5S will allow you to bring an individual who has
never been in your facility into the area, and that person will understand what is required and will
be able to complete an assembly using your standards” (Carreira, 2005, p. 252). Once
organizations are on the way to sustaining 5S the companies are like a submarine, where each
necessary item is stowed in its proper place allowing you to operate both leaner and cleaner
(Zelinski, 2009). 5S is known either as five steps or five stages and each one has its own
function and practice. Figure 1 illustrates 5S graphically.
The first four steps of 5S are arranged in a circle to provide a visualization of the lean
principles of continuous improvement. Starting with sort, the implementation of 5S proceeds
through each step. At standardize the prior three steps of sort, set-in-order, and shine are
formalized in to the work day (Conner, 2009). Arriving back at sort the cycle of continuous
improvement with 5S is started again. The fifth step of sustain is the discipline to maintain the
cycle of continuous improvement. 5S challenges a company culture to change old work habits
and to continue the cycle of improving (Oritz, 2012).
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Figure 1. 5S Model
The first step is sort and it starts with the action of removing everything that is not
required to do the work in the area having 5S applied. It can be more difficult than it sounds
because many managers and workers hang onto things on the slight chance they might have a
need for them (Wetzel & Gibbs, 2009). The items identified by the workers as not being needed
are red- tagged and removed from the area. There are items such as some tools and
miscellaneous materials that are infrequently used. They are removed from the area and placed
in a local storage area (Oritz, 2012). To avoid typical problems encountered when doing the first
stage of sorting, all those involved should be trained in 5S, the red tag area should be big enough
to hold all the items red-tagged, designate one person to control the red-tag area, and when a
disagreement occurs on what should be red-tagged allow all involved to have a say. The idea is
24
to move it out if there is any doubt but, be respectful and reasonable when it comes to personal
items (Gill, 2012).
The next step is to set-in-order what is remaining after sorting. The question is asked of
the items left, where do they belong in the work area? Placement has to be thought out to make
the work area efficient and effective (Carreira, 2005). Tools can be given a specific place in
each work area. One technique to visualize the specific place for a tool is to paint silhouettes
where the tools should be hanging. Problems in this stage can be avoided by adhering to
ergonomic principles in design of the space, base part location on frequency of use, and use
labeling and color coding to help with easy identification by the worker.
As the workers and managers are doing the step of set-in-order the third step in 5S, shine
can be started. This step is taking the work area you are applying 5S to and make it look new.
Paint and label all things in the work area. Bring all machines and equipment used in this work
area to like new condition. Shine the work area so it looks like a brand new area located in the
old work area. The workers are not engaged in cleaning just for the sake of cleaning, but to
allow for easier ability to view and inspect the condition of tools and equipment (Gill, 2012).
Tips to avoid problems in this stage are to make sure all the workers understand they all are
responsible for cleaning and why, to make cleaning a daily routine for every shift, and train the
workers how to do correct and safe cleaning. It has been found with the first shine of the area it
may require a specialist company to come in and do the initial cleaning. The area may have been
not seen a deep cleaning in such a long time it cannot be adequately or efficiently done by the
workers. After the deep cleaning the workers can do the daily clean and end up taking pride in
the shined area.
25
The fourth step is standardize. Under this step the first three 5S sort, set-in-order, and
shine steps are integrated into a unified whole (Wells, 2011). The step starts with the area you
are applying 5S by standardizing all the labeling and coding for the items in the work area as
well as setting up work standards to be followed across all shifts. Every action in the production
process in the area should be repeatable and operated on a repeating cycle. This will allow any
worker to come in to the area, learn the process in a short time and know where everything is
thus reducing errors and wastes (Chaneski, 2009). The stage of standardize is also the time when
a company can start moving into other areas taking the standardized labels, coding, and work
standards to the new areas (Oritz, 2012). Problems in this step of standardize can be reduced by
training all new employees on 5S, having simple checklists for the workers to follow, allowing
job rotation so workers that are embracing 5S can help the workers in new areas that are
struggling, and doing kaizen events with the new areas (Gill, 2012).
The final step of sustain is the tougher one for companies. They have to continually
communicate, train, and motivate those working in the work area to stay with 5S. 5S in
manufacturing is not made up of just one project, but never ends. By definition, a manufacturing
process that is left to its own devices will move away from being lean (Wetzel, 2011). A
company also must be willing to allow the work area to stop and fix any out of the ordinary
condition that arises. These conditions are made easily evident because of the standards that
have been earlier applied and should not be accepted when found. Sustain, more so than with the
other stages, will have more problems show up, will typically be larger, and will be more
influential over the long term in this stage. Ways to mitigate the problems are to conduct 5S
audits on a regular basis to uncover out of the ordinary conditions, reward good 5S behavior and
address 5S behavior that needs improvement, and use solid problem solving techniques such as
26
root cause analysis to resolve problems identified. Finally, “involve everybody in 5S – make it
apart of the culture” (Gill, 2012).
5S is just one of the tools and techniques of lean manufacturing, but it is one of the more
powerful if not the most important lean implementation tool (Ortiz, 2012). One of the benefits of
5S is with this methodology a company is creating a visual workplace without the large
expenditures of funds yet will have a profound impact on the operation. The impacted of 5S to
processes are better quality, lower inventory levels, shorter distance between the work and
people, higher productivity, and reduced production space needed. 5S has the benefit of testing
the culture of the company without a high commitment of resources to see how the workers and
managers will adapt to change. With this knowledge the journey in to lean manufacturing can be
tailored to work with the specific company’s culture to move the culture more effectively to one
of a lean culture. Another benefit is virtually any process or area can have 5S applied. With that
versatility 5S is the most common lean implementation tool used and is the starting point for all
other initiatives of lean (Ortiz, 2012).
Summary
The literature review revealed lean manufacturing methods and tools when embraced by
the company culture will drive out waste in processes and procedures and can be used by a small
job shop foundry. This literature review identified the appropriate lean tools used to solve the
problems with Company RBC. 5S was recognized as a fundamental tool able to be used in most
any process and have a positive impact. The application of 5S provides structure and discipline
to visually organizing a work environment and create accountability for that environment. The
5S methods with the steps of sort, set-in-order, shine, standardize, and sustain is the most
common starting point to initiate a lean manufacturing cultural change. In Chapter III,
27
methodology, the lean tools of Kaizen teams, A3 reports, Spaghetti Diagrams, and 5S visual
management practices are discussed in detail as applied to the problems at Company RBC.
28
Chapter III: Methodology
Company RBC a foundry that has been investigating the idea of adopting lean
manufacturing principles and processes. One of the first actions taken by Company RBC to start
embracing lean manufacturing concepts was to look into the area of stock components used in
the foundry process. At Company RBC the stock components of core chaplets and ceramic mold
filters used in the sand molds are scattered throughout the foundry in a variety of areas. As a
result the inventory levels of these key components were unknown as to the available volume
and storage location, and finding them was a time consuming activity costing Company RBC
increased expense and lost productivity. The purpose of the study was to resolve the problem of
the core chaplets and ceramic filters by improving the storage and retrieval processes used by
applying lean manufacturing principles and tools. The specific objectives of the study were to
identify current inventory levels, establish appropriate inventory levels, have a sustainable
stocking process, provide consistent easy access to the stock, and provide a low cost
improvement of the storage area for the core chaplets and ceramic filters.
This chapter describes the methods and procedures used to meet the objectives of the
study using lean A3 problem-solving methodology and tools. The number of tools that are
available to apply lean manufacturing principles are many. For this study four basic tools were
used. They were the formation of a Kaizen team for creation of an A3 project report, Spaghetti
Diagrams, seven wastes, and 5S. The lean principle of visual management was used as the over-
riding concept for applying the lean tools.
Project Definition - A3 Problem Solving
The project definition and scope for the core chaplets and ceramic filters problem needed
to be developed at Company RBC. An A3 lean problem solving methodology was use to
accomplish scoping out the study as well as providing a format for resolution of the problem.
29
The A3 lean methodology is a management tool for process improvement. An A3 report is a
generic name given to a one page, 11X17 inch document in which a large amount of facts and
data are captured onto a problem-solving, storyboard template (Assemblymag Website, 2012).
Figure 2 shows an example of a typical A3 report.
Problem Statement (What is unacceptable current situation or driving need for improvement?)
Scope (What is included and/or not included in the project)
Objectives
(Objectives should coincide with problems. Include quantitative goals.) (List of major steps required to implement the Countermeasures / Future Condition)
Dates Owner
1
Current Condition 2
(What is the current situation? Display your thinking in this box) 3
4
5
6
7
8
Measures
1
2
3
4
Implementation Plan
Functional Approvals:
Team Members & Role:
A3 Project: Owner:
(How should the process operate in order to achieve the objectives?)
Initial Target Results Actual Results
Countermeasures / Future Condition
Measures should coincide w/ Objectives, measurable and correspond to tracking measures
Figure 2. A3 Project Report
The A3 report is used to organize information in a systematic format to facilitate
structured thinking to solve problems and to communicate effectively. The A3 problem solving
methodology was used for this study to first introduce Company RBC with a more formal and
simple problem-solving lean technique that followed a Plan-Do-Check-Act (PDCA) process. A
Plan-Do-Check-Act process is a four step technique for change where each step is connected to
the next thus cycling through the steps over and over to produce continuous change (Weber,
2010). Secondly, an A3 report was used to guide Company RBC in solving the actual problem.
The problem was the core chaplets and ceramic filter inventories was unknown and scattered
around the production floor. Finding these needed components for sand mold production runs
30
was time consuming and costly. Thirdly, it was able to concisely tell the success story of
resolving the issue of core chaplets and ceramic filters to the rest of the company. Finally, the
A3 report used in this study was evidence of the embracing of lean visual management tools by
Company RBC.
Working with the management and workers of Company RBC, an A3 report was filled
out in detail as the driving force in resolving the problem of the core chaplets and ceramic filters.
A Kaizen team was formed consisting of management, sand mold builders and other employees
directly involved with core chaplets and ceramic filters. The A3 report contains seven sections
which follow one another in a flow to solve a problem. The Kaizen team met for the first time as
a group to initially fill out the first three sections of the A3 project report. The first section
discussed and developed by the Kaizen team was the statement of the problem. Here the Kaizen
team answered, as concise as possible, what was unacceptable with the current state situation of
the core chaplets and ceramic filters and what was driving the need for improvements. The
second section was on the scope of the project. The Kaizen team answered and recorded what
was going to be included and what was not included in the project. The third section of the A3
report filled out were the objectives. The objectives were developed with specific goals that
coincided with the statement of the problem produced in the first section. The next step taken by
the project was to investigate the current state conditions relating to the core chaplets and
ceramic filters problem at Company RBC.
Data Collection - Current State Conditions
A Kaizen event was organized and held in the mold building production area and the
central storage area for the core chaplets and ceramic filters. Through several observational
visits and data collection activities the base data was collected for this study. Measurements were
31
made of the distance and path mold operators took to collect core chaplets and ceramic filters for
a production run. Pictures were taken of the sand mold building areas and the current state
conditions of the central storage area. Time was spent in observation of the production activities
for building a sand mold. This activity included finding and bringing back to the mold building
area the needed core chaplets and ceramic filters. Other observations in the areas of space,
storage, carts, standards, end of day activities and hording areas of core chaplets and ceramic
filters were made. The current conditions section of the A3 report was then populated by the
Kaizen team. Questions were asked of the operators and line supervisors. The questions were:
How does an operator know what core chaplet and ceramic filter to use?
Who currently stocks the central storage area?
How many core chaplets and ceramic filters are typically ordered from the suppler?
How much is the cost for core chaplets and ceramic filters?
What is the frequency of use for each item?
Do the operators return any unused core chaplets and ceramic filters?
From these questions additional data was collected and used in the analysis of this study.
Data Analysis - Lean Analysis Tools
This study applied several lean analysis tools to identify and focus on what to improve
concerning the core chaplets and ceramic filters problem. In the course of this project the lean
analysis tool of a Spaghetti Diagram was used. The various concepts of lean manufacturing
visual management were applied. Using the understanding of the seven wastes of lean
manufacturing, the Kaizen team was able to observe and identify areas of waste within the
current state condition of the core chaplets and ceramic filters problem. These lean analysis tools
32
allowed for effectively evaluating the gap between the current state conditions and the desire
future state conditions at Company RBC and in developing a plan to eliminate that gap.
A Spaghetti Diagram was created at Company RBC to better understand movements of
the sand mold builders as the core chaplets and ceramic filters were collected for a production
build. A Spaghetti Diagram is defined as a sketch of the paths of work and people to gain clarity
and understanding of a current state condition (Ross, 2013). Figure 3 is an example of a
Spaghetti Diagram and the more it resembles a plate of spaghetti the more opportunity to reduce
transport waste. At Company RBC distance measurements were taken from each mold building
station, the core chaplet and ceramic filter central storage area, and any other places core
chaplets and ceramic filters were found to be stored. The trips and paths taken by the sand mold
builders were observed and each occurrence was sketched on to the Spaghetti Diagram. The
lines drawn ultimately gave a diagram of the current state condition of movements.
33
Figure 3. Spaghetti Diagram
Lean visual management is a process of designing a work place that has greatly reduced
any wasteful motion in searching for information or items (Ross, 2013). At Company RBC sand
mold builders had to search for the items of core chaplets and ceramic filters resulting in wasted
motion. Techniques of this tool such as signage, color coding, floor markings, visual procedures
and shadow boards were investigated. At Company RBC these techniques were applied to
resolve the problem of core chaplets and ceramic filters. Lean manufacturing methodology has
identified seven types of wastes in business processes to help lean practitioners recognize waste
quickly. This then allows for more time to work on eliminating waste which is what lean is all
about (Carreira, 2005).
The first two wastes identified by lean are motion and transportation. Motion is the
movement of people walking around the production floor, to the office, or to storage areas as
examples. Transportation waste is the movement of products or information within the company
and the movement involves a person or machine. The next waste is over producing. It is the
providing of goods or services when there is not a need by the customer. Over producing is
common and has the ability to create all the other wastes (Oritz, 2012). Over processing is
another waste and is the result of redundant efforts or extra steps. Inventory waste is next and is
product that is stored waiting for a need. The first step of 5S, sort, directly looks at what is
needed and removes the inventory that is extra. Lean identifies defects as waste. This is product
or services that do not meet specifications and could have been eliminated by more exact process
control. The final waste of lean is waiting waste. It is defined as the delays in the process and
take many forms. It is a sign of a dysfunctional process not in balance (Oritz, 2012).
34
This tool was a key component of analyzing the core chaplets and ceramic filter problem at
RBC. “The elimination of these seven wastes is fundamental to creating a lean enterprise.”
(Ross, 2013, p. 1 website).
5S Application
In the central storage area for core chaplets and ceramic filters 5S was the lean method
applied. The Kaizen team with the A3 problem-solving report used the lean analysis tools of a
Spaghetti Diagram, visual management techniques, and the seven wastes to solve the problems at
Company RBC. In this study three of the five 5S steps were applied. The first step was sort.
Figure 4 is a picture of the central storage area for the core chaplets and ceramic filters before
any Kaizen event was held. The clutter in front of the central storage area was removed to allow
for taking the picture. The Kaizen team went to the central storage area after a days production
run was over and pulled all the existing bins of core chaplets and ceramic filters laying them on
the floor. In sort all items of the same size and shape are grouped together. Any item not
required in the central storage area was removed. All obsolete or slow usage core chaplets and
ceramic filters were either red tagged for disposition or moved out of the storage area to another
location.
Figure 4. Central Storage Before
35
Following the step of sort came the 5S step of set-in-order. In this step what was left of
core chaplets and ceramic filters in the central storage area was assessed for storage and usage
requirements. In the set-in-order step items of frequent use are located for ease of access. The
area was also considered a working area and was laid out for efficient stocking, use and return of
unused components. The available space and shelving was used and items were given a storage
location. The third step of 5S, shine, was done concurrently with the sort and set-in-order steps.
As the central storage area was sorted the area and shelving was available for cleaning. When
the step of set-in-order was applied the bins were cleaned prior to loading with items. All the
existing debris, miscellaneous items, and dirt was swept up and removed in the process of
performing shine.
The final two steps of standardize and sustain were not applied to the core chaplets and
ceramic filters in this study.
Limitations
The methodology used did not allow for long-term verification of the resolution to the
problem. It was found there was limited literature on lean manufacturing used in foundries and
thus other industry lean manufacturing practices were overlaid to provide solutions. The study
did not include all the lean manufacturing practices researched and are limited to only the
problem addressed.
Summary
Company RBC had a problem with the storage and use of production components core
chaplets and ceramic filters. The inventory levels were unknown and the components had been
scattered around the production floor requiring time and effort to locate for sand building
production runs. Lean manufacturing practices were researched and applicable tools and
36
methods were applied to the problem. The solution found and implemented was the use of the 5S
steps. The main tools used to analyze and communicate the resolution to the problem were an
A3 report, Spaghetti Diagrams, seven wastes identification, and visual management. The study
addressed a problem that costs Company RBC money and created inefficiencies. The study
provided direction and a solid example that lean manufacturing principles are applicable and
sustainable to a foundry operation that lead to improved competiveness. This chapter detailed
the methods that were used to successfully complete the study. The results of these methods are
presented in Chapter IV.
37
Chapter IV: Results
The management of Company RBC decided to apply lean manufacturing to improve their
production processes and build a lean culture. A problem in the area of sand mold building was
chosen as a visible lean project to start Company RBC on the lean journey. The core chaplets and
ceramic mold filters used in the sand molds had been located throughout the foundry in a variety
of locations. The inventory amounts of these components were unknown as to the available
volume and storage location, and finding them was a time consuming activity costing Company
RBC increased expense and lost productivity.
The purpose of this study was to develop an improved storage area, better inventory
processes, and more efficient retrieval of the core chaplets and ceramic mold filters using lean
methodology and tools. The study also became one of the first visual improvements seen by the
employees as an outcome of using lean tools and evidence of Company RBC’s lean journey.
The specific objectives of the project were to identify current inventory levels, establish the
appropriate inventory levels, have a sustainable stocking process, provide consistent easy access
to the stock, and provide a low cost improvement of the storage area for the core chaplets and
ceramic filters. To accomplish these objectives the use of a Kaizen team following an A3
problem solving methodology and the application of 5S tools was used.
This chapter will review the results of the study with the use of 5S visual management
principles and the lean tools applied of Spaghetti Diagrams, seven wastes identification, and A3
reports. The chapter includes the analysis of the data obtained by the Kaizen team. The chapter
will also cover how the project was used to create an improved central storage environment, a
more efficient process of stocking and retrieving of the needed items for building sand molds, the
38
use of visual management and how the project was evidence the lean journey had started at
Company RBC.
Results: A3 Report
Company RBC management met with the Kaizen team at the production facility offices
to initially go over the problem of core chaplets and ceramic filters. Figure 5 are sketches of
what these components look like. After, the Kaizen team proceeded to the foundry production
floor to first hand observe and record the process problems for the storage and usage of core
chaplets and ceramic filters. The team returned to the production offices and using the A3 lean
problem solving methodology filled out the first four sections of an A3 report.
Figure 5. Core Chaplets (left) & Ceramic Filters (right)
At Company RBC the core chaplets and ceramic mold filters used in the sand molds were
located throughout the foundry for a variety of areas. The A3 report section on scope was
documented as develop storage system for the core chaplets and ceramic filters, determine a
location for this storage area, and provide a visual management system for the storage and
replenishment of these components. The A3 report current conditions section was recorded. The
team had found the central storage area for core chaplets and ceramic filters in disarray. In the
storage area, there was no labeling of the bins, shelving or area, no storage system was evident,
and the area was blocked by other production components and carts as in Figure 6. It was
39
determined that many components were stored in the sand mold building work stations instead of
the central storage area. At a follow-up meeting Company RBC management met with the
Kaizen team to review the A3 report. The objectives of the study were discussed and agreed
upon. The objectives were to reduce time and distance to obtain the core chaplets and ceramic
filters, develop a central location for the storage of these components and reduce the number of
storage locations. Also at this meeting the A3 report was given approval for the first four
sections.
Figure 6. Central Storage Congestion
The team visited the production floor on two other occasions using the lean tools of
Spaghetti Diagram, seven wastes identification, and visual management techniques for data
collection and analysis. After the data was compiled and analyzed the A3 report was completed
as in Figure 7. A future condition was outlined for the central storage area as well as an
implementation plan was laid out in the A3 report sections. Finally, the measures section of the
A3 report was addressed. These were specific results that would be evidence the problem was
resolved. They were the use of a Spaghetti Diagram showing effects of completion of the
implementation plan, reduction in the inventory level of components, and elimination of
40
production run delays due to not having components. The team met with Company RBC
management a final time to review, make adjustments to the A3 report and receive approval to
proceed with the proposed future condition, implementation plan and success measures outlined
in the A3 report. The Kaizen team returned to the production shop floor and applied the lean
tools and method of 5S researched in this study.
Problem Statement
Currently core chaplets and mold filters are stored in a variety of areas One central storage area
There is an unknown amount of these components on the shop floor Easily accessible and visual what is in the central storage areaThe access to these components is not direct Low cost operation of the central storage area
Reduced inventory level requirements
Scope Faster turns of inventory
Develop a storage system for the core chaplets and ceramic filters 5S is sustained in this area
Determine the best location for this storage areaProvide a visual management system for the storage and replenishment of these components
Objectives Reduce time and distance to obtain the chaplets and filters Dates Owner
Develop a central location for the storage of these components 1 Clean central storage area 23-Apr
Reduce storage locations for these parts 2 Label bins / easily readable
3 Move items in from outside store
Current Condition 4 Establish min/max levels
Central area is in disarray 5 Evaluate current inventory
Bins, shelving are not labeled 6
No storage system is evident 7
Area is blocked by carts and production items 8
Smaller storage areas are scattered throughout 9
10
Measures
1 Reduction in distance and time
2 Reduction in inventory levels
3 Elimination production delays
4
Functional Approvals:
Team Members & Role:
A3 Project: Chaplet / Filter Storage Owner: Company RBC
Implementation Plan
Target Results Actual Results
Future Condition
Initial
Figure 7. Completed A3 Report
Results: Lean Tools
A Spaghetti Diagram was used to show the distance and paths taken by the sand mold
builders to secure core chaplets and ceramic filters. The Kaizen team took measurements of the
distance between the six sand mold build stations, the distance to an external storage building for
the components, and the size of the existing central storage area that was being used for storage.
The outline of the production building in this area was sketched out and the internal equipment,
shelving, and work spaces were put in the sketch. The paths taken based on questions to the
mold builders were drawn.
41
Figure 8. Spaghetti Diagram Before
The Spaghetti Diagram in Figure 8 shows the analyzed current conditions at the time this
study was started. It shows multiple trips taken by the sand mold builders from various sand
mold stations in search of the required components to proceed with a production run. The
implementation plan of the A3 report was started. The final Spaghetti Diagram shows results
that are from the extrapolated completion of the implementation plan. In Figure 9 can be found
the new paths being taken by the sand mold builders and they are less numerous, shorter and
cleaner. Company RBC had six sand mold building stations that required the use of core
chaplets and ceramic filters. Distances were measured from each station to the central storage
area and distance to the auxiliary building where new components were stored after delivery
from outside suppliers. Based on the frequency of trips and paths the operators took from each
station an aggregate average was calculated for the distance traveled per day. The condition
before improvement of the distance traveled was 78 feet. After improvement and the
42
implementation of a central storage area the distance traveled was reduced to 35 feet. This is a
reduction of 45% in the distance traveled. The time required to cover the distances traveled and
to find the correct core chaplets and ceramic filters by the sand mold builders was
correspondingly measured. The aggregated average was calculated for the time it took before
improvement in conditions and the time it took after improvement. There was a 25% reduction
in time requirement.
Figure 9. Spaghetti Diagram After
Another lean tool used for this study was observing for the seven wastes identification.
The seven wastes identified in lean are transport wastes, inventory wastes, motion wastes,
waiting wastes, over producing wastes, over processing wastes, and defect wastes. The results
for observing the seven wastes fell mainly in the first four wastes. For transport wastes it was
observed and recorded on the Spaghetti Diagram the multiple times a sand mold operator had to
find and transport the components to the sand building station. An inventory waste was found
43
with the location of several storage places of the same style and size of component. These
locations were typically unknown by the other operators and no accurate count was performed.
In motion wastes the sand mold operators had to rummage through bins to find the size and
quantity of components need for a production run. Finally, for waiting wastes when components
could not be found, the production run had to be delayed until more components arrived from an
outside supplier or a more in-depth search was done of all the possible locations. The
observations were analyzed and brainstormed for ways to eliminate or reduce these lean wastes
as part of developing the implementation plan laid out in the A3 report.
The lean tool of visual management was overlaid on the whole project to make sure
wherever visual management techniques could be used, it would be used. The actions were floor
lines around the central storage area, labeling of all the bins for size and style, minimum and
maximum line designations on the bins and a white board to record any issues. These
documented issues would then be viewed and addressed by management daily.
Results: 5S
The problem of lack of visibility, access, and control of the core chaplets and ceramic
filters at Company RBC was resolved with the application of 5S. During the research for this
study, 5S was used by other similar production operations and was found to be the lean method
most applicable to this study for achieving results. The Kaizen team followed three steps of 5S.
The steps applied were sort, set-in-order, and shine.
In the first step of sort the Kaizen team pulled off of the two storage shelves all the
storage bins in the central storage area and set them on the floor which was cleared for this
activity. Sort was done by putting the same size and styles together. In six cases the bins were a
mix of different components. A dozen boxes of core chaplets were found that were half full or
44
less. A barrel of items was pulled out from between the shelving units that were not core chaplets
or ceramic filters. It was found during sorting three core chalets that were rarely used or obsolete
and were packaged and put off to the side together for future disposition.
The next two steps of set-in-order and shine were done at the same time. The empty
central storage shelving was repaired and cleaned. The bins were sized, cleaned, and arranged
for most efficient use of the shelving area. All similar styles of core chaplets where placed
together and put in bins based on size. High usage core chaplets were placed near the top of the
storage shelving for easier usage and subsequent restock. Shine was done to find all the
components in the central storage area and to understand the condition of the storage units. Each
storage unit consisted of three levels of open shelving reinforced by one vertical member per
level. The open storage units were constantly exposed to the dirt and debris that is common in a
foundry environment. Additional shine required resources outside the scope of the study. The
condition before improvement in the central storage area needed the use of two storage units
consuming 44 square feet of production floor area and 36 square feet of wall space.
Implementation of 5S was completed and due to the sorting step all usable components fit on a
single storage shelving unit occupying 22 square feet and 18 square feet of wall space. The
condition after improvement provided 22 square feet as extra production floor space and 18
square feet of extra wall space. The outcome of sort, set-in-order and shine was the reduction in
shelving units for production core chaplets and ceramic filters of 50%. The central storage area
had consisted of two shelving units before the study and one shelving unit was required after to
meet the needs of the sand mold builders. Figure 10 is the one shelving unit used and the central
storage area after 5S was applied for this project.
45
Figure 10. Central Storage After
Summary
The lean analysis tools helped in determining what was needed to be improved to achieve
a desired future state. The impact of the improvements resulted in reduced wasted motion in
time and distances to search and return with core chaplets and ceramic filters. The central
storage area of the core chaplets and ceramic filters became cleaner and properly maintained.
The quantity of core chaplets and ceramic filters became known and storage locations outside of
the central storage area were reduced. Finally, the sand mold builders experienced what lean can
do and what visual lean management means for Company RBC. The lean tool applied that
carried Company RBC into the desired future state was 5S.
The study research pointed to the use of the 5S steps for the resolution of the core
chaplets and ceramic filters being scattered throughout the production floor with no functioning
central storage process in place for efficient and effective inventory management and usage at
46
Company RBC. It was found after completing the first two steps of sorting and set-in-order,
there were core chaplets styles and sizes not used in the current production runs. Moving them
out of the central storage area freed up space to consolidate and organize the central storage area
more efficiently. Use of the Spaghetti Diagram showed how to reduce the time and distance
needed to acquire core chaplets and ceramic filters for a production run. The lean tool of visual
management provided specific actions of floor lines, labeled bins, and production boards that
could be done. The seven wastes identified by lean were used to find and reduce waste within
the scope of the study. In Chapter V this study has discussed and summarized the findings and
has provided future recommendations for Company RBC to continue forward with the lean
journey.
47
Chapter V: Discussion
At Company RBC the process of storage and usage of core chaplets and ceramic filters in
the building of sand molds had been a problem that was causing increased expense and lost
productivity. These production items had been located throughout the foundry in the wrong
location thus not easy to find and several times not in the quantities required for the production
run. Company RBC management used this study as one of the first visible projects of the lean
journey being taken by the company. The specific purpose of the study was to achieve a
functioning central storage area for the core chaplets and ceramic filters that the sand mold
builders would use consistently. The lean tools of an A3 report, Kaizen teams, Spaghetti
Diagrams, visual management techniques and the seven wastes of lean where used to analyze
and develop the action plan. 5S was the lean methodology specifically used to accomplish the
study’s purpose. The overall results of the study include a 25% reduction of the time to find core
chaplets and ceramic filters, sorting and the proper staging of these production components,
easier access to the central storage area, and less storage, handling and use expenses. All the
obsolete or rarely used core chaplets and ceramic filters were removed from the central storage
area freeing up 50% of the space for improved efficiency and productivity.
In Chapter I the project was outlined and fitted to the overall desire of Company RBC to
embrace the lean journey. Chapter II addressed the literature research undertaken to understand
what was already being done out in the industry and what might apply to this study. Chapter III
involved designing and discussing the lean concepts, tools, and methodology used specifically
for the study to achieve success in implementation of a plan to get results. Chapter IV outlined
the final results achieved in applying the lean tools used and the 5S methodology employed. In
this Chapter V the study conclusions are highlighted and recommendations discussed for
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Company RBC on the core chaplets and ceramic filters problem as well as Company RBC
continuing on the lean journey.
Limitations
The study was limited to this plant at this time of the project and dealt only with core
chaplets and ceramic filters. The training of employees was not addressed. The study did not
provide a method to implement the 5S step of sustain. The step of shine for this study was
limited in scope due to the nature of a foundry being a constant generator of dirt and debris.
Another project would need to be initiated to fully address this issue.
A concerted effort was made to keep the project scope focused. The study did not
address the space above the central storage area where the flasks are stored. The study did not
address the rebar cutting station in the central storage area including the storage of rebar lengths
used at the cutting station. The study did not directly address the clutter around the central
storage area except as a recommendation to make it another Kaizen event concurrently with
another Kaizen team using 5S to address the problem. Due to resource and time constraints, the
size and condition of the central storage shelving and storage bins where not improved at this
time.
Conclusions
At Company RBC lean manufacturing principles and methodologies were being applied
for the first time. The implementation of lean tools and methods in the study was a success in
resolving the storage and usage process problems of the core chaplets and ceramic filters at
Company RBC. It was found during the research foundries have some unique challenges being a
hot and dirty environment. This would require additional consideration be given to daily
cleaning of the central storage area and in the application of the lean tools and methods.
49
The implementation of lean tools and methodologies was a success providing positive
results in solving the problems of the core chaplets and ceramic filters in the central storage area.
These production components now required 50% less space for storage as the result of
implementing 5S. The sand mold builders in gathering the core chaplets and ceramic filters for a
sand mold production run spent less time searching for the correct style and size as well as a
reduced cumulative distance traveled by the builders of 45%.
The study produced another result by giving production workers a solid and successful
project of lean manufacturing tools and methods for the foundry floor environment. The study
was an example of the commitment of Company RBC management to lean and to apply lean
manufacturing principles that production workers could see and be a part of. As the process of
the identification of the seven wastes of lean occurred and 5S visual management methods were
applied, the Kaizen team identified other lean projects in or next to the core chaplets and ceramic
filter central storage area that would benefit Company RBC. The projects were removal of the
old oven for cores, developing and designating a core cart area, pattern storage, flask storage,
and the rebar cutting and storage area.
Recommendations
This study also prompted recommendations by the researcher in the areas of Company
RBC’s lean journey, change in practices, and further research of lean manufacturing tools and
methodologies.
During the literature review it was noted the concept that lean manufacturing does not
have to start with major expenses or capital investments. A goal of lean manufacturing is simply
to optimize existing processes by eliminating waste at no or minimal cost. Company RBC in
staying competitive in the market as a small manufacturer does not have, and cannot waste large
50
sums of money for costly lean projects. The teaching of lean principles and methods to all staff
and production workers would embed deeper the culture of lean. A list of projects with
anticipated low costs, but high return could be generated and Kaizen teams formed around them
to push further in to continuous improvement and the resulting benefits of reduced expenses and
improved productivity. It is recommended Company RBC look to and directly contact other
foundries, both competitive and non-competitive foundries, to help each other in the lean
journey. The goal is to have discussions that provide good information on how to survive and
thrive as a small foundry using lean and going through the cultural changes that are required to
be lean.
Recommended change in practices at Company RBC as a result of the study start with
kitting or packaging the required core chaplets and ceramic filters for each production run of
building sand molds. Proper consideration will have to be given to the cost of resources and time
to prepackage these production items versus the current process costs. Creating a check list for
the gathering of components with follow-up to any issues encountered by the sand mold builders
would be a simple process for lean continuous improvement at Company RBC. Another
recommended change in practices would be to systematically go throughout the production floor
and increase the implementation of lean visual management techniques. This would include
additional floor lines to mark dedicated areas, more bin and storage shelf labeling, improved
access and time to clean areas to see problems, and re-emphasizing white board usage. The
inventory levels of each item and the specific style sizes scattered throughout the sand mold
building area was not completed during the time for this study. It is recommended the areas
outside of central storage on the production floor be searched for any core chaplets and ceramic
filters not needed for current production and returned to the central storage area. Once completed
51
the inventory levels can be analyzed for the optimal quantities required for normal operation.
The elimination of the storage of core chaplets and ceramic filters in the auxiliary building is
recommended to further reduce the distance traveled and time needed by the sand mold builders
to find components. In this study the application of 5S has provided more space availability in
the central storage area to handle additional volume of items.
Recommended further research from the study would be the applicability of concepts,
tools and methodologies of lean manufacturing not used in this project. The first lean tool to
research further is value stream mapping. The activity of value stream mapping and analysis will
result in more production employees’ participation and education on lean culture and practices.
Just as important, implementation of the value stream mapping results will bring the elimination
of wastes within the process and improve production efficiencies saving money. A lean concept
Company RBC is recommended to further research are lean cells. It was found in the literature
review almost all manufacturers can benefit from the use of lean cell production. The seven
wastes of lean all can be worked on and reduced, or even eliminated, using production cells.
It is recommended Company RBC keep researching what other foundries are doing on
the lean journey. Answers may be found to such common issues of having to constantly clean
work areas, how to deal with hot environments, and mistake proofing metal pours. Company
RBC would learn from other foundry’s successes and mistakes without having to waste valuable
time, money and in house resources. It would also be made evident the lean journey is a path
that has no destination other than continuous improvement.
52
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