Case Study-Duraweld

2062 Words Apr 4th, 2013 9 Pages
1. List the 5S and compare to the lean implementation at Duraweld. If there are differences, explain them.
The ‘5S’ principles which originated from Japanese terms of seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardize) and shitsuke (sustain) are used to create efficient, clean and well organised working environment.
Sort – refers to ensuring that each item in a workplace is in its proper place or identified as unnecessary and removed. When “sorting” is well implemented, communication between workers is improved and product quality and productivity are increased
Set in order – The second stage of 5S involves the orderly arrangement of needed items so they are easy to use and accessible for “anyone” to find.
…show more content…
Duraweld has also invested in an enterprise resource planning (ERP) system to micromanage stock variation and seasonality. This system link operation across the organisation.
The practicality of 5S principals can be seen through various implementations in Durawell as explained above. What makes the implementation of these principles throughout the organisation a big success is its employee’s engagement that makes the lean system as part of their culture in their work place and organisation as a whole.
The principle aim of a 5S system is improved safety, efficiency, and employee morale. By deciding what should be kept, where it should be kept, and how it should be kept, 5S eliminates wasteful clutter and creates ownership of processes among workers. The results of 5S are both visually and economically dramatic.

2. Describe which kind of waste was eliminated for each lean implementation at Duraweld. Can you think of other types of waste that could be eliminated?

Waste is defined as non-value added activity or expense that the customer is not paying for. By eliminating waste in the operations, we can reduce lead times, increase quality and decrease costs. Before we can eliminate waste from the processes, we need to be able to identify it.
The following are the wastes most commonly associated with Lean. * Transportation: Is there unnecessary (non-value added) movement of parts, materials, or information between

More about Case Study-Duraweld

Open Document