Improving Machine Changeover/Setup Times by Increasing U.S
Total Page：16
File Type：pdf, Size：1020Kb
Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2016 Improving Machine Changeover/Setup Times by Increasing U.S. Manufacturers' Knowledge of 5S Nicole Schra-Martin Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Business Administration, Management, and Operations Commons, Industrial Engineering Commons, and the Management Sciences and Quantitative Methods Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Management and Technology This is to certify that the doctoral dissertation by Nicole Schra-Martin has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Steven Tippins, Committee Chairperson, Applied Management and Decision Sciences Faculty Dr. Lilburn Hoehn, Committee Member, Applied Management and Decision Sciences Faculty Dr. Nikunja Swain, University Reviewer Applied Management and Decision Sciences Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2016 Abstract Improving Machine Changeover/Setup Times by Increasing U.S. Manufacturers’ Knowledge of 5S by Nicole L. Schra-Martin MS, Colorado Technical University, 2005 BS, Oregon Institute of Technology, 2001 BS, Oregon Institute of Technology, 1996 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University August 2016 Abstract The 5S process is one of the techniques born out of Japanese manufacturing. Ohno, the developer of 5S, found that when manufacturing waste is eliminated, costs are reduced and profits increase. This is the bases of 5S and this research. The cost of U.S. manufactured products is higher compared to the cost of products from other global manufacturers that use 5S. This study was conducted to determine if implementing 5S in U.S. manufacturing could change U.S. manufacturing cost and if using 5S could impact U.S. manufacturing. The research questions focused on the relationship between 5S and changeover/setup times on production machines. The method was quantitative utilizing a quasi-experimental pretest/posttest design. Three manufacturing companies in Oregon made up the sample. A baseline 5S scorecard was completed recording changeover/ setup times on production machines at each of the companies. Interviews were conducted in a 30-minute training intervention on implementing 5S at each company location. Using a 5S scorecard, the waste in each company was assessed once every 2 weeks for 4 months. The number of 5S assessments varied based on the time each company location took to implement 5S. Once 5S was implemented fully, changeover/setup times for each machine were measured and analyzed using z or t statistics. Results showed a significant (p < .05) decrease to changeover/setup times at 2 companies, supporting the hypothesis that 5S could reduce cost in US manufacturing. Positive social change may be possible when showing how 5S can decrease changeover/setup times providing more production time and reducing overhead cost going into U.S. manufactured products, which in turn makes them more competitive in the global marketplace and potentially brings manufacturing jobs back to the U.S. Improving Machine Changeover/Setup Times by Increasing U.S. Manufacturers’ Knowledge of the 5S by Nicole L. Schra-Martin MS, Colorado Technical University, 2005 BS, Oregon Institute of Technology, 2001 BS, Oregon Institute of Technology, 1996 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University June 2016 Table of Contents List of Tables .......................................................................................................................v List of Figures .................................................................................................................. viii Chapter 1: Introduction to the Study…………………………………………………..…..1 Background of the Study………………………………………………………….2 Problem Statement………………………………………………………………..,3 Purpose of the Study…………………………………………………………..…..4 Research Questions…………………………………………………………..........5 Theoretical Foundation………………………………..……………………..…....5 Nature of Study………………………………………..……………………..…....8 Definitions……………………………………………………….………………...9 Assumptions…………………………………………….…………………...…….9 Scope and Delimitations………………………………………………………....10 Limitations……………………………………………………………………….11 Significance of the Study………………………………………………………...12 Significance to Practice…………………………………………………..13 Significance to Theory…………………………………………………...14 Significance to Social Change…………………………………………...15 Summary…………………………………………………………………………15 Chapter 2: Literature Review…………………………………………………………….17 Literature Search Strategy………………………………………………………..18 Theoretical Foundation…………………………………………………………..19 i Literature Review………………………………………………………………...20 The 5Ss…………………………………………………………………...20 Lean Manufacturing……………………………………………………...22 History……………………………………………………………………23 Lean Versus Traditional Manufacturing………………………………....25 Composition of Lean Manufacturing…………………………………….27 Minimizing Waste (Muda)……………………………………………….31 Continuous Improvement (Kaizen)……………………………………....32 Benefits of Lean Manufacturing………………………………………....33 Implementing Lean Manufacturing Problems…………………………………...36 Barriers in the Implementation of Lean……………………………….....37 5S………………………………………………………………………...42 5S Research………………………………………………………………42 Summary…………………………………………………………………………59 Chapter 3: Research Method………….………………………………………………….61 Research Design and Rationale………………………………………………….61 Methodology……………………………………………………………………..63 Population………………………………………………………………..63 Sampling and Sampling Procedures……………………………………..64 Data Analysis Plan……………………………………………………….66 Threats to Validity……………………………………………………………….67 Internal Validity…………………….……………………………………67 ii External Validity………………………………………………………....68 Ethical Procedures……………………………………………………………….68 Summary…………………………………………………………………………79 Chapter 4: Results……...………………………………………………………………..70 Data Collection…………………………………………………………………..71 Treatment………………………………………………………………...………73 Study Results…………………………………………………………………….73 Company A t-Test………………………………………………………………..74 t-Test Machine 1………………………………………………………....74 t-Test Machine 2………………...……………………………………….75 t-Test Machine 3………………………………………………………....76 t-Test Machine 4………………………………………………………....78 t-Test Machine 5………………………………………………………....79 t-test Machine 6………………………………………………………….80 t-test Machine 7………………………………………………………….81 Company B z-Test……………………………………………………………….83 Company C t-Test………………………………………………………………..84 Combined Overall Statistics – ANOVA F-Test……………………………….....85 Summary…………………………………………………………………………87 Chapter 5: Discussion, Conclusions, and Recommendations……………………..…......88 Interpretation of Findings………………………………………………………..88 Limitations of the Study…………………………………………………………89 iii Recommendations……………………………………………………………......91 Implications………………………………………………………………………92 Conclusions………………………………………………………………………94 References…………………………………...…………………………………………...96 Appendix A: Hutchins’s 2006 research results…………………………………………114 Appendix B: Permission Request to use Figure……….......…………………………...124 Appendix C: Permission to use Figure 2 Appendix D: Permission Request to Use Enna 5s Audit Form…….…………………..127 Appendix E: Permission to use Tables 3, 4 and 5………………………………………128 Appendix F: Permission to use Tables 6, 7, 8, 9, and 10……………………………….129 Appendix G: Permission to use Table 11……………………………………………....130 Appendix H: Permission to use Table 12………………………………………………131 Appendix I: Permission to use Figures 4, 5, 6 and table 14…………………………….133 Appendix J: Permission to use data in Appendix A…………………………………....134 Appendix K: Permission to use Figure 3……………………………………………….135 Appendix L: Treatment PowerPoint Presentation Delivered to Study Participants……136 Appendix M: Data Collection for Company A…………………………………………168 Appendix N : Data Collection for Company B……… …………………………………219 Appendix O: Data Collection for Company C………………………………………….236 iv List of Tables Table 1.What 5S Words Mean From Origin in Japanese to English Translation………………………………………………………………………………...1 Table 2. Comparison of Lean Production and Mass Production .......................................26 Table 3. Impeding Factors to Lean Manufacturing Implementation .................................39 Table 4. Facilitating Factors to Lean Manufacturing Implementation ..............................40 Table 5. Areas In Need Of Improvement For Full Lean Implementation .........................40 Table 6. Ranking of 5s by Plant Size and Nationality 43Table 7. 5S Use, Type of Product, And Strategic Priority ........................................................................................................43 Table 7. use Type of Product and Strategic Priority…………………………………… ..44 Table 8. 5S Use, Total Employee Involvement Groups, and Union Influence .................45 Table 9. 5S Use and Quality Programs ..............................................................................45 Table 10. 5S Use and Manufacturing Performance ...........................................................46