CHANGE PROCESS

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

Dan OBrien

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 cant 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 OBrien & 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.