A case study on organizing a workspace using 5S Technique and LIFO Principle

A case study on organizing a workspace using 5S Technique and LIFO Principle
Corresponding email: kgupta@uj.ac.za

A B S T R A C T

5S Technique is an important tool of Lean manufacturing being utilized worldwide in industrial and service sectors for workspace organization and management. This study successfully applied the 5S methodology alongside the Last-In-First-Out (LIFO) principle to organize a workspace in one of the storerooms of the engineering department of a university. The 5S approach (Sort, Set in Order, Shine, Standardize, and Sustain) was utilized to improve space utilization, reduce clutter, and enhance operational efficiency. The LIFO principle was implemented to manage inventory by ensuring the most recently added items were accessed first, preventing obsolescence. Root cause analysis and time study are the other tools utilized in this work. Notable improvements included a 37.4% reduction in retrieval time for frequently used materials and increased consistency in material handling, evidenced by a significant decrease in the coefficient of variation (CV) for retrieval times. The study contributes to practical demonstration of integrating 5S and LIFO in an academic setting, an area often looked in Lean Manufacturing studies. The findings highlight the importance of systematic workplace organisation in reducing waste, enhancing accessibility and fostering a culture of continuous improvement, offering actionable awareness for organisations seeking to optimize operation through lean tools.

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Improving efficiency and productivity of a production line using lean manufacturing and DMAIC

Mateen Omar Carrim, Kapil Gupta
Corresponding email: kgupta@uj.ac.za

A B S T R A C T

This study successfully employed lean manufacturing techniques in conjunction with the DMAIC methodology to enhance the efficiency of a sweet manufacturing production line. By using key performance indicators (KPIs) and value stream mapping, we were able to quantify the improvements achieved. A notable 36% increase in Overall Equipment Effectiveness (OEE) was realized, driven by a 19.4% improvement in performance and a 17.58% increase in quality. While availability experienced a minor decline, the overall gains in performance and quality outweighed this effect. Value stream mapping revealed a significant reduction in rework from 388 kg to 273 kg per production shift, representing a substantial 30% decrease. This reduction directly contributed to a 18.8% increase in production yield, from 612 kg to 727 kg. These improvements were facilitated by the implementation of a Poka-Yoke device and targeted bottleneck analysis. The achievement of the present work encourages to extend the implementation of lean and DMAIC combined methodology to other production lines of the company.

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