**3. Implementing improvements through the strategic use of lean manufacturing tools**

Continuing with the use of the **5MQS**, the improvements that were achieved are described below.

• **Machines:** Starting with balancing the load, a new distribution was set up in the plant. This was complimented by establishing Standardized Work roundtables in each work cell. This guarantees that: the documentation of standardized work, visual aids, measurement instruments, necessary tools, identification of non-conforming material, a container for personal safety gear, and good lighting to aid readings.

A basic preventive maintenance plan was started with the goal of reducing unforeseen machine stoppages.

• **Method:** The problem at the center of the critical activity was solved by using a human-machine diagram [15] to create a balanced lathe cell. This strategy was also applied to second level critical activity sectors at the plant.

A standardized form was designed and used to register daily production at the work stations and planned and unplanned machine stoppages. The goal was to have data to use in the on-going calculation of the OEE.

The OEE for each machine and production line became the standardized performance indicator. Pareto and Ishikawa diagrams were also used to analyze root causes and support the continuous improvement process.

A visual management strategy was used for the continuous display of the OEE and other vital production performance indicators.

Standardized work at work stations became the norm through the use of documentation designed by each of the Kaizen teams. These standards include:


It was determined that by the end of the first semester (February to July) of working on improvements, the operative staff must have reached a minimum level of 40%.

Multifunctionality matrix. [17, 18] The operation that each operator is trained in along with the percentage is entered, thus allowing everyone to see at any momento which people are qualified to do certain activities.

• **Management:** Statistical control of the process at the bottle neck was introduced, along with training and increased lighting.

**91**

**Figure 2.**

**Table 3.**

*The Use of Lean Manufacturing Tools to Improve the Production of Automobile Parts*

Ishikawa diagram and corrections were applied.

• **Safety:** Protective gear at the work station is guaranteed, as well as safety

• **Quality:** The Kaizen teams carried out root cause analysis by way of the

**Results of applying the 5S:** After the 5S trainings at each of the work stations, their condition was assessed again using the check-list **Table 3**. The following

See **Figure 2** for the network diagram showing the results of the 5S standards after the trainings. An increased level of compliance can be observed. However, more

**Result for production capacity: Figure 3** shows the number of units produced

From the graph, it can be seen that production increased by 121.9% between the

The installed capacity at the bottle neck increased to 19 pieces per hour which

**5S Maximum score Machining area before 5S**

Sort 25 18 72 Set in order 35 28 80 Shine 20 12 60 Standardize 45 37 82 Sustain 35 28 80 TOTAL 160 123 **77**

**Result %**

generated a monthly installed capacity of 10,687 units. Thus, using the new

improvement is needed in the S with the lowest compliance level: shine.

*DOI: http://dx.doi.org/10.5772/intechopen.88470*

from July 2017 through September 2018.

*Results of the 5S check-list after the trainings.*

*Network diagram of the 5S after trainings.*

second semester of 2017 and April-September of 2018.

standards.

results were attained:

**4. Results**

*The Use of Lean Manufacturing Tools to Improve the Production of Automobile Parts DOI: http://dx.doi.org/10.5772/intechopen.88470*

