**2. Materials and methods**

*Mass Production Processes*

**Table 2.**

**Figure 1.**

*Results of the 5S check-list applied at the plant.*

**88**

• **Man:** What is seen as weaknesses in the **method** leads to the conclusion that there are no operation standards at the plant resulting in a lack of structured

**5S Maximum score Machining area**

Sort 25 9 36 Set in order 35 16 46 Shine 20 8 40 Standardize 45 35 78 Sustain 35 20 57 Total 160 88 **55**

**Result %**

• **Management:** Quality inspections were carried out on 100% of the finished products leading to a huge loss of time for the operator. In addition, there is low illumination in the inspection area where high visibility is needed to be able to

• **Safety:** There is no established place to keep safety gear which is one of main the reasons why it is hardly used. The lack of order and standard procedures

• **Quality:** The level of defects found for the period under study (second semester of 2017) is 49,937 PPM (parts per million). Both the company and clients

training and formation for operators at the plant.

read the instruments.

*Diagram of the 5S network at the production plant.*

also contribute to unsafe conditions.

defined the goal as <15,000 PPM.

After examining the different continuous improvement methods available, it was decided to use those associated with "lean manufacturing" to improve the production process of the M300 wheel hub. The Kaizen framework was chosen to guide all the improvements. The project was done in seven steps as follows:

