Optimizing the work environment using lean and continuous improvement tools-printing floor

• Autor(a) principal: Sampath, Manivannan
• Data de Publicação: 2018
• Tipo de documento: Dissertação
• Idioma: eng
• Título da fonte: Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
• Texto Completo: http://hdl.handle.net/10400.22/14076
• topic: 5s; PDCA; SMED; Waste; Muda; Lean; Continuous improvement tools; Resíduos; Ferramentas de melhoria contínua; Gestão Industrial

The study aims at solving the problems reported by the management using lean tools and continuous improvement tools. The purpose of using a lean tool is to configure the working process involved in production thereby reducing waste periodically. The tool also aims at improving the flow of process resulting in reducing the uneven workflow throughout the floor. The pull system from Kanban also found to improvise flow of materials at the production floor. The continuous improvement tool helps in streamlining works related to implementing works and reducing waste. In this work, the implementation of 5s has found its use in creating a tool room and tool chart along with a pull system introduced for the tools at the pegboard. The use of Kanban cards as pull system at tool chart for the tool is to monitor the flow of tool to the production units at the printing floor. The implementation of 5s in paint room is to organize the ink tins used for setup activity in the production process and to make the ink tins easier to find for the operator. PDCA (plan, do check, act) cycle one of the continuous improvement tools implemented for organizing the printing plates into a system by creating and thereby reducing the retrieval time of the plates by the operators. SMED (single minute exchange of die) performed on production units to find the activities involved in the setup operations and reducing the time needed to perform the setup operations. The results of the implementations made found to be satisfying that the tool room kept periodically and the use of Kanban cards on the tool chart for some tool being used through inspections performed. The systems implemented for organizing the printing plates helped in retrieving the plates from the system for a setup operation seem to have reduced from 17 minutes to 3 minutes. The implementation of 5s at the paint room in organizing the ink tins proven useful as the time needed for operators in obtaining the ink tins and introducing it into the system, a setup operation performed for production purpose observed during SMED process.