Lean Organization At The Press Tool

Páginas: 74 (18353 palabras) Publicado: 21 de febrero de 2013
Lean Organization of Press tools At FBS Ltd. by GIOVANNI SALAZAR PEDREROS 2007

A Dissertation presented in part consideration for a Msc degree in Industrial Engineering and Operations Management

Acknowledgements
I would like to express my sincere gratitude to Dr Kim Hua Tan, my supervisor, for his advice, guidance, support and encouragement through the whole period of this project. I wouldalso like to thank everyone at Fluorocarbon for the support and opportunity that they gave. However, I would like to give a special thanks to Binoy Perumpalath who guided and encouraged me through this project. I would also like to thank Marc Shinagl and Paul Essex for their support and information throughout the project.

Finally I would like to thank my family for its continues moral and supportthrough my project and whole master.

Executive summary
This dissertation describes 12 weeks internship at Fluorocarbon. The aims of this project are to improve the storage system and setup area in the press shop through application of 5S Which means that everything is displayed, marked, documented, and reported, so that any individual can be able to identify and allocate tooling and other partsneeded to carry on production.

The company faces problems in delays and unnecessary extra cost for tools that are missing or broken. It is not uncommon for an operator to spend long time looking for common parts, tools or equipment to accomplish all the tasks necessary to make a setup. These issues cause an increase in idle time of the press shop.

The project starts with the observation of thepress shop, identification of setup area and storage area then understanding the process and tools for each product family.

From the observation it is seen that there is a lack of planning, organization, and structure in the storage area system; everything is done in a personal manner. The information from Department design to the shop floor is not well aligned having significant effect on theorganization and its performance.

At FBS there is not any procedure for the storage area, tools are placed everywhere and mixed with other product families; therefore there is not clear understanding between things which are useful and which are scrap. Obsolete tools, broken tools and unneeded tools are kept in the storage area.

The company feels that 5S initiative might help remove variability bystandardizing where tools can be found and making everything visual and eliminating misplaced and lost tools in the storage are. 5S program is an integral part of all Lean tools.

Table of Contents
Chapter 1: Project Introduction 1.1 Introduction 1.2 Identification of problems 1.3 Aims and objectives 1.4 Outcomes 1.5 Dissertation outline Chapter 2: Literature Review 2.1 Background 2.2 Overview ofLean manufacturing 2.3 Characteristics of Lean manufacturing 2.4 Cultural requirements Chapter 3: 5S Initiative 3.1 Japanese 5S tool 3.2 5S as tool for continuous improvement 3.3 The primary benefits of 5S 3.4 Steps to introduce 5S’s in workplace Chapter 4: Overall Project Methodology 4.1 Project methodology Chapter 5: Data, Analysis and Reasons 5.1 Information flow 5.2 Overview of products in thepress shop 5.3 Tool storage system overview 5.4 Storage area analysis 5.5 Reasons for 5S implementation 1 1 2 3 3 4

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Chapter 6: 5S Implementation and Results 6.1 Implementation of 5S’s technique in the storage area 6.2 Implementation of 5s’s in the setup area 6.3 Results for 5S implementation 6.4 Future layout Chapter 7: Issues and Challengesin 5S Implementation 7.1 Implementation issues 7.2 Challenges in 5S implementation 7.3 A generic framework for successful implementation Chapter 8: Conclusion and Recommendations References Appendices

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List of figures and tables
Figure 2.1 Figure 3.1 Figure 3.2 Figure 3.3 Figure 3.4 Figure 3.5 Figure 3.6 Figure 3.7 Figure 5.1 Figure 5.2 Figure 5.3 Figure 5.4...
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