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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,

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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.

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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.

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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.

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