CHANGE PROCESS

COMMUNICATION
5S Lean Manufacturing Implemented in a
Small Family Owned Manufacturing
Organization

Dan O’Brien

AET 560

Dr. Randy Howell

April 3, 2017
INTRODUCTION TO THE
PROBLEM
 Our company is recognized as a leader in quality
within our industry
 Our technological knowledge and attention to
quality sets us apart from competitors
 We have an outstanding reputation within our field
but internal inefficiencies could easily lead to our
downfall
 Lost time is evident with the time required to
complete jobs, we are not as profitable as our
competitors
 Lost time is not from doing the actual work. Our lost
time is in the form of searching for tools, cleaning up
a machine to start a job and ordering tools we
already have in the shop but can’t find.
OBJECTIVE AND TARGET AUDIENCE
 The objective of implementing 5S practices is
to make operations more efficient by reducing
waste and optimizing productivity
 The term 5S refers to sort, set in order, shine
standardize and sustain (Lista International
Corp, 2017)
 The target audience will include all members
of our small manufacturing company to
include employees, managers and executives

(Kaizen World, 2016)
DISTRIBUTING AND SHARING
INFORMATION
 The 5S Principles will be distributed to
employees in the form of pdf documents, printed
media and presented to all members of the
organization with a presentation
 The program will start with scheduled weekly
meetings to discuss how to best implement the
system
 Tasks will be assigned and procedures
established and followed by all members of the
company

(Prolift Industrial Equipment,
2014)
EVALUATION BY THE TARGET
AUDIENCE
 Assessment of progress will be updated in weekly
meetings
 The target audience will have the best input as
they will be participating, creating and
sustaining our 5S program
 Action plans to address concerns from the target
audience will be addressed by company
executives
 Reward for change efforts will start with monthly
catered lunches for realized increased efficiencies

(Production
Machining,2013)
REFERENCES
 Cawsey, T. F., Deszca, G., & Ingols, C. (2016). Organizational change: An
action-oriented toolkit (3rd ed.). Thousand Oaks, CA: Sage.
 DF O’Brien & Associates, (2012). [Photo of Building]. Retrieved from
http://dfobrien.net/
 Kaizen World, (2016). [Illustration of 5s]. Retrieved from
http://www.kaizenworld.com/what-is-5s.html
 Lista International Corporation, (2017). Implementing 5s Workplace
Methodology Programs in Manufacturing Facilities. Retrieved from
http://www.listaintl.com/sites/default/files/whitepapers/pdf/Lista-5S-and-lean-
mfg-white-paper.pdf
 Production Machining, (2013). [Photo of a Tool board]. Retrieved from
http://www.productionmachining.com/articles/continuous-improvement-
shadow-boards
 Prolift Industrial Equipment, (2014). [illustration of 5s]. Retrieved from
http://www.proliftequipment.com/blog/2011/08/12/bringing-5s-to-your-material-
handling-company/
 Spector, B. (2013). Implementing organizational change: Theory into practice
(3rd ed.). Upper Saddle River, NJ:Pearson.