JOMO KENYATTA UNIVERSITY

OF
AGRICULTURE AND TECHNOLOGY

DEPARTMENT OF MECHATRONIC ENGINEERING

P. O. BOX 62000 - 00200  NAIROBI KENYATEL: 07290440800701883903.

NAME: NASHON MUTUA

REG. NO: EN292-0608/2012

UNIT: ADVANCED PRODUCTION TECHNOLOGY

UNIT CODE: EMT 2540

TITLE: LABORATORY EXERCISE

DATE DUE: 9TH FEBRUARY 2018

 1. The traditional TPM model: Describe the 5S foundation
Introduction
5S is a methodical way to organize your workplace and your working practices as well as being
an overall philosophy and way of working. It is split into 5 phases, each named after a different
Japanese term beginning with the letter “S”; (Seiri, Seiton, Seiso, Seiketsu, Shitsuke) hence the
name 5 S.
These five distinct phases are (with English descriptions);
 Seiri; Sort, Clearing, Classify
 Seiton; Straighten, Simplify, Set in order, Configure
 Seiso; Sweep, shine, Scrub, Clean and Check
 Seiketsu; Standardize, stabilize, Conformity
 Shitsuke; Sustain, self-discipline, custom and practice
And for completeness, some companies add a 6th (6S) of Safety.
The goal of a 5S program is to get products closer to operations and workers, organized and
labeled to eliminate wasted time and materials. The 5S philosophy is “a place for everything and
everything in its place,” and helps to eliminate wasted time, wasted space and wasted inventory.
Implementing 5S raises product quality and improves work productivity, resulting in lower costs
and higher efficiencies.
i. Seiri or Sort
Seiri or Sort is the first step in 5S, it refers to the sorting of the clutter from the other items within
the work area that are actually needed. This stage requires the team to remove all items that
clearly do not belong in the working area and only leave those that are required for the processes
in question.

Figure 1: Workplace-junk
 ii. Seiton or Straighten / Set in order
Seiton or Straighten is the process of taking the required items that are remaining after the
removal of clutter and arranging them in an efficient manner through the use of ergonomic
principles and ensuring that every item “has a place and that everything is in its place.”

Figure 2: Set in order example

iii. Seiso or Sweep / shine
Seiso or Sweep is the thorough cleaning of the area, tools, machines and other equipment to
ensure that everything is returned to a “nearly new” status. This will ensure that any non-
conformity stands out; such as an oil leak from a machine onto a bright, newly painted clean
floor.

Figure 3: Cleaning in action

 iv. Seiketsu or Standardize
Seiketsu or standardize is the process of ensuring that what has been done within the first three
stages of 5S become standardized; that is ensuring that there are common standards and ways of
working. Standard work is one of the most important principles of Lean manufacturing.

Figure 4: Standardize – Seiketsu

v. Shitsuke or Sustain
The final stage is Shitsuke or sustain, ensuring that the company continue to continually improve
using the previous stages of 5S, maintain housekeeping, and conduct audits and so forth. 5S
should become part of the culture of the business and the responsibility of everyone in the
organization.

Figure 5:5S Story board

5S Benefits
It's common to see more than 50 percent improvements in inventory with 5S, but the application
also produces other benefits:
 Improves organizational efficiency
 Reduces waste in all forms
 Cuts hidden and direct costs
 Cuts down employee frustration when the system doesn't work
 Improves speed and quality of work performance
 Improves safety
 Creates a visually attractive environment
 2. Discuss a case study of Lean production implementation with the following sections:

a. Brief introduction to the company(local or foreign)

b. Pillars/Activities of lean production carried out in the company.

Toyota Motor Corporation

Introduction

Toyota Motor Corporation is a Japanese multinational automotive manufacturer headquartered

in Toyota, Aichi, It is the world’s largest automaker by volume. The Japanese auto industry
pioneer was established in 1937. The company’s name originated from the family name of its
founder, Kiichiro Toyoda. Toyota was the world's first automobile manufacturer to produce
more than 10 million vehicles per year which it has done since 2012, when it also reported the
production of its 200-millionth vehicle.
History of Toyota Production System

The Toyota Production System (TPS) arose out of necessity in response to the circumstances
surrounding the company. Many of the foundational concepts are old and unique to Toyota while
others have their roots in more traditional sources.
The oldest part of the production system is the concept of Jidoka which was created in 1902 by
Toyoda founder Sakichi Toyoda. This concept pertains to notion of building in quality at the
production process as well as enabling separation of man and machine for multi-process
handling. The origins of this notion began in the Toyoda Spinning and Weaving Company which
was started by Sakichi Toyoda. Sakichi invented a loom that automatically stopped whenever it
detected that a thread was broken. This stopped the process from created defective material.
Later on in 1924 he created an automatic loom that allowed one person to operate multiple
machines. The rights to manufacture the loom outside of Japan for were eventually sold to the
Platt Brothers Ltd. in England. This money was then partially used to start an automotive
division that was later spun off in 1937 as a separate business and company under Kiichiro
Toyoda the son of Sakichi.
The most famous element of the TPS is no doubt the Just-in-Time pillar of the production
system. The phrase Just-in-Time was coined by Kiichiro Toyota in 1937 after the start of Toyota
Motor Corporation. The company was quite poor and could not afford to waste money on excess
equipment or materials in production. Everything was expected to be procured just in time and
not too early or too late. Later elements developed in the 1950’s including takt time, standardized
work, kanban, and supermarkets added to the basis for JIT.
After World War II Taiichi Ohno a promising engineer in the Toyoda Spinning and Weaving
Corporation was brought over to the automotive side of the business. He was given the task of
improving operational productivity and driving in the concepts of Just-In-Time and Jidoka. He
was eventually appointed machine shop manager of an engine plant and experimented with many
concepts in production between the years of 1945-1955. His work and effort is largely what
resulted in the formulation of what is now acknowledged as the Toyota Production System.
Based on the principle of resources and wastage reduction, Toyoda and his coworker Onho
Taiichi formulated the famous Toyota Production System (TPS).
There are five basic principles of lean thinking highlighted by Womack and Jones.
1. Value
Every company needs to understand what value the customer places upon their products and
services. It is this value that determines how much money the customer is willing to pay for the
product and services. This leads to a top-down target costing approach that has been used by
Toyota and others for many years. Target costing focuses on what the customer is willing to pay
for certain products, features, and services. From this the required cost of these products and
services can be determined. It is the company’s job to eliminate waste and cost from the business
processes so that the customers price can be achieved at great profit to the company.
2. The Value Stream
The value stream is the entire flow of a product’s life-cycle from the origin of the raw materials
used to make the product through to the customer’s cost of using and ultimately disposing of the
product. Only by a study and clear understanding of the value stream and its value-add and waste
can a company truly understand the waste associated with the manufacture and delivery of a
product and/or service. Lean thinking advocates supplier and customer partnership and radical
supply chain management to eliminate waste from the entire value stream.
3. Flow
One very significant key to the elimination of waste is flow. If the value chain stops moving
forward for any reason, then waste will be occurring. The trick is to create a value-stream where
the product (or its raw materials, components, sub-assemblies) never stop in the production
process. Where each aspect of production and delivery is fully synchronized with the other
elements. Carefully designed flow across the entire value chain will tend to minimize waste and
increase value to the customer.
4. Pull
The way to ensure that nothing is made ahead of time and builds up work-in-process inventory
that stops the synchronized flow is to use a pull approach. A traditional western manufacturer
will use an MRPII or ERP style of production planning and control whereby production is
"pushed" through the factory based upon a forecast and a schedule. A pull approach states that
we do not make anything until the customer orders it. To achieve this requires great flexibility
and very short cycle times of design, production, and delivery of the products and services. It
also requires a mechanism for informing each step in the value chain what is required of them
today, based upon meeting the customer’s needs.
5. Perfection
A lean manufacturer sets his/her targets for perfection. The idea of total quality management is to
systematically and continuously remove the root causes of poor quality from the production
processes so that the plant and its products are moving towards perfection. This relentless pursuit
of the perfect is key attitude of an organization that is "going for lean".
How Toyota has implemented lean manufacturing.

i. Reduced Setup Times:

All setup practices are wasteful because they add no value and they tie up labor and equipment.
By organizing procedures, using carts, and training workers to do their own
setups, Toyota managed to slash setup times from months to hours and sometimes even minutes.
ii. Small-Lot Production:
Producing things in large batches results in huge setup costs, high capital cost of high-speed
dedicated machinery, larger inventories, extended lead times, and larger defect costs.
Because Toyota has found the way to make setups short and inexpensive, it became possible for
them to economically produce a variety of things in small quantities.
iii. Employee Involvement and Empowerment:
Toyota organized their workers by forming teams and gave them the responsibility and training
to do many specialized tasks. Teams are also given responsibility for housekeeping and minor
equipment repair. Each team has a leader who also works as one of them on the line.
iv. Quality at the Source:
To eliminate product defects, they must be discovered and corrected as soon as possible. Since
workers are at the best position to discover a defect and to immediately fix it, they are assigned
this responsibility. If a defect cannot be readily fixed, any worker can halt the entire line by
pulling a cord (called Jidoka).
v. Equipment Maintenance:
Toyota operators are assigned primary responsibility for basic maintenance since they are in the
best position to defect signs of malfunctions. Maintenance specialists diagnose and fix only
complex problems, improve the performance of equipment, and train workers in maintenance.
vi. Pull Production:
To reduce inventory holding costs and lead times, Toyota developed the pull production method
wherein the quantity of work performed at each stage of the process is dictated solely by demand
for materials from the immediate next stage. The Kamban scheme coordinates the flow of small
containers of materials between stages. This is where the term Just-in-Time (JIT) originated.
vii. Supplier Involvement:
Toyota treats its suppliers as partners, as integral elements of Toyota Production System (TPS).
Suppliers are trained in ways to reduce setup times, inventories, defects, machine breakdowns
etc., and take responsibility to deliver their best possible parts.
In conclusion, some of the attributes of Lean Production from Toyota is that they;
• Use JIT to eliminate inventory

• Build systems to help employees product a perfect part every time

• Reduce space requirements

• Develop close relationships with suppliers

• Educate suppliers

• Eliminate all but value-added activities

• Develop the workforce

• Make jobs more challenging

• Reduce the number of job classes and build worker flexibility

• Apply Total Productive Maintenance (TPM)

Figure 6: Illustration of the toyota production system