Kaizen

Running head: HOMEWORK 1 1

HOMEWORK 1 2

Homework 1

Abdulhameed Alalwani

IE590

08/31/2021

A. The Hirschmann Automotive company had several objectives for implementing the 5s strategy in its work. First, the organization wanted to realize a clean and safe working environment. These would be realized by the sort, set in order, and Shine potions of the 5s method. For instance, sorting things out in its work areas would remove anything that was not required making the environment clutter-free. Similarly, setting things in order would allow easy movement at the workplace. Finally, while shining would take care of the dirt, dust, and wastes, to enable efficiency, as well as eliminate work accidents, faulty production, indiscipline, and untidiness (Veres, Marian, Moica, & Al-Akel, 2018).

Second, the company wanted to realize efficiency and increased productivity in the manufacture of its products. Therefore, it put to use the strategy's fourth and fifth S’s; that is, the standardize and sustain elements. By standardizing everything at the workplace, the company would achieve easy-to-understand and clear communication between departments (Veres, Marian, Moica, & Al-Akel, 2018). Last but not least, the sustain part would ensure that every achievement is maintained at the organization by incorporating the 5s in its culture and making it a habit, and using it in the auditing of the existing work methods, and in the keeping of the already established protocols.

A closer look at the case study reveals that the company was grappling with a lack of cleanliness, safety, and low-quality products before implementing the 5s method. To start with, the issue of uncleanliness stems from the lack of proper disposal of wastes and sorting of equipment at the workplace (Veres, Marian, Moica, & Al-Akel, 2018). In turn, it led to unnecessary accidents, indiscipline, faulty production, and inefficiency. Finally, all these led to low-quality products produced at higher costs with a less appeal to the consumers. This scenario forced the company to implement the 5s.

B. The authors systematically implemented the 5s using a predefined step-by-step procedure. To begin with, a study of the company's productivity in 2016 was done to identify the existing underlying issues before anything else was done. Secondly, the authors made a checklist audit of 17 questions on all the company's eight segments, each given by a special committee. Here the company's productivity was done by dividing the number of standard hours by the productive attendance time and multiplying it by one hundred, besides calculating the production volume. Thirdly, the authors formulated an H1 and H0 hypotheses: If there is a positive relationship between 5S level and productivity, and there is no positive relationship between 5S level and productivity, respectively. Fourthly, a statistical analysis using PSPP was done on the 2016 data gathered on step one to determine how effective the 5s were on its performance after its implementation. Using a two-step procedure, using statistical soft PSPP, the team was able to come up with the experimental design. For instance, the first step constituted determining the validity of the data measurement to compute a correlation analysis. In this phase, a histogram was utilized to quickly evaluate the existing data sets, and whatever was determined as valid was passed over to correlation evaluation. These yielded two variables; the independent variable (X) and the dependent variable (Y). In this case, the first variable constituted the 5S method or level, while the latter was productivity (Veres, Marian, Moica, & Al-Akel, 2018). The authors then implemented the correlation coefficient to determine the effect of the 5s level or method on productivity. Finally, the authors were able to obtain their results. In this case, it was determined that 5s actually affected production in a positive way.

C. As a result of implementing the 5s method, several lessons were accrued. First, the 5S method or level effectively increased cleanliness, product quality, and efficiency; hence, enabled better productivity at workplaces. This stems from the fact that the company had realized increased production at the end of the experiment. In essence, the H1 hypothesis (If there is a positive relationship between 5S level and productivity) was confirmed (Veres, Marian, Moica, & Al-Akel, 2018). Second, it was learned that the 5s contributed to fewer accidents at workplaces. This is informed by the fact that removing clutter enables an ergonomic layout that eliminated dangerous and stressful movements at the workplace. Third, it was established that the 5s also improved the quality of performance in the work environment. This resulted from the use of standardized methods of doing work and the essential maintenance of machines and tools. This means that the correct equipment and tools were being used for the right jobs.

References

Veres, C., Marian, L., Moica, S., & Al-Akel, K. (2018). Case study concerning 5S method impact in an automotive company. Procedia Manufacturing, 22, 900-905.