Case Study: 5S ImplementationMajor Pipe Manufacturer - NSW, Australia

A manufacturer of large diameter structural and pressure pipe was experiencing hidden delays during the pre-product change over activities within the maintenance area of its facility.

Although the work area for this plant was relatively tidy, achieving the project goals meant a further step change in improvement of the line was required.

In order to minimise the impact on operations during the pre product changeover period and reduce the need to move large pieces of equipment unnecessarily, the Lean 5S process was implemented to remove waste and sustain the required performance standard.

Initially the red tag process step was implemented with all redundant equipment being removed. This freed up space for an improved layout.  Using the findings from a spaghetti diagram process-mapping exercise, the additional space was utilised to locate the most often used equipment closest to its, ‘in-service’ location.

Shadow boards, marked out areas and purpose-designed racks were constructed and used in the area.  Colour codes to differentiate equipment for specific products were also implemented.

Finally “offline” set up stands were designed to duplicate the “in line” production stands. Equipment was placed into the stands and set, and then placed as close to the required location as possible. This satisfied the single minute exchange of dies (SMED) criteria, again improving previous over times.