This document presents a lean project plan for improving production processes. The plan has the following goals: 1) reduce production waste by increasing value stream mapping accuracy; 2) improve staff efficiency through implementing 5S standards; 3) continually improve quality and customer satisfaction. The plan outlines phases, milestones, roles and a Gantt chart. Phases include lean training, assessing current state, implementing 5S and reducing overhead costs. The plan aims to standardize processes through 5S and establish accountability for ongoing lean practices.

1. LEAN PROJECT PLAN
Presented to
In partial Fulfillment
Of the Requirement for the Degree
Master of Science Engineering Technology Management
1
By
Aida Pourshirazi
Spring2017

2. 2

3. 3
Lean implementation principle with the minimum amount of
materials, equipment, workforce is as following:
 What is needed
 When is needed

4. Plan Goals/Objectives Relationship to Project
Strategic Plans for the Lean
and quality management
Continually improve the
quality and increased
customer satisfaction
This project will allow for small-scale
experiment, increased research results
accuracy, without interrupting production
plant
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5. Goal/Objective Description
Reduce production waste
By increasing the accuracy of the VSM, the
chance of producing products with defect will be
reduced
Improve staff efficiency
By Implementing 5s staff efficiency will be
improved
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6. 6
Milestones/Deliverables Target Date
Project Plan Review and Completion 5/14/17
Project Kickoff 5/14/17
Phase I Complete 5/15/17
Phase II Complete 5/17/17
Phase III Complete 6/20/17
Project Completion 7/21/17

7. 7
Project
manager
Staff engineer
Lean
Manufacturing
expert
Skilled Operator
Production
manager

8. 8
Task Name Dur Start Finish Predecessors AssignedTo Status Comments
LeanTraining (Phase I) 2d 05/15/17 05/16/17 Top management team
In
Progress
working days Monday to Friday ,Length of day
(hours) :8
Assessment/Present State (Phase II) 24d 05/17/17 06/19/17 1
Project Manager Lean
manufacturing Expert
In
Progress
working days Monday to Friday ,Length of day
(hours) :8
5S Standards and Discipline (Phase III) 24d 06/20/17 07/21/17 2
Skilled Operator
Staff engineer
Lean Manufacturing
expert
In
Progress
working days Monday to Friday ,Length of day
(hours) :8
ReducedOverhead Cost (Phase IV) 25d 07/24/17 08/25/17 3
Skilled Operator
Staff engineer
Lean Manufacturing
expert
In
Progress
working days Monday to Friday ,Length of day
(hours) :8

9. 9

10. Format Onsite Training Who Should Attend?
Time 2-Day
Production Manger Staff
engineer Skilled Operator
Cost $5500 (Includes Travel)
Participants 23-Jun
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12. Work Area Key:
Use sheet to rate work area 5 times (note each date)
1 = "non-existent", - 3 = "average" and 5 = "excellent"
5S Phase Definition Standards to Be Met Ratings Next Steps
Date of Assessment 20 Jun 15-Jul 21-Jul
Sort
The right materials
are available and
anything unnecessary
is removed
- No unused items are stored 1 3 5
Need to get rid of
non-working
Materials
(Seiri) - No unneeded materials, 1 2 4
- There are no out-of-date posters on the
wall
1 3 4
- Excess supplies are reallocated 1 4 5
Set in Order
There is place for
everything and
everything is in its
place
- It's clear where working vs tools Storage
1 4 5
Need to establish
namingon tools
storage
(Seiton) - The shared tools is easy to navigate 1 1 4
- Signage & naming conventions are clear 1 2 3
- Equipment and supply areas are clearly
labeled
1 2 2
Shine
Everything is clean
and in working order
conducts regular maintenance
1 1 4
Need to assess to and
who needs access
(Seiso) - Systems suffer minimal downtime 1 2 3
- Employees have access to the right tools 1 4 5
- 5S activities and locations are clearly
outlined
1 2 4
Standardize Guidelines and
practices are
established to
maintain first three
steps
- Audit forms and checklists exist
1 4 5
Put 5S responsibility
on the wall
(Seiketsu)
- There is a 5S schedule & responsibilities
are clear
1 4 5
- Quantities and limits are clearly marked 1 3 3
- Leadership enforces 5S habits 1 4 5
Sustain 5S is a habit that
people incorporate
into their daily
practice
There is accountability for ongoing 5S
practices 1 3 5
Put 5S Progress
Tracker
(Shitsuke) - 5S results are prominently displayed 1 2 5
- Employees are recognized for 5S
practice
1 2 4
20 55 85

13. Basic
1. What is the takt time?
2. Will finished goods be built to replenish a market, or will they
be built and directly shipped to clients?
3. Where can continuous flow processing be utilized?
4. Is there a need for a supermarket pull system within the value
stream?
Heijunka
5. How will the production be leveled at the pacemaker process?
6. What increment of work will be consistently?
Kaizen 7. What process improvements will be needed?
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14. References
■ Randor, Z., Walley, P., Stephens, A., & Bucci, G. (2006). Evaluation of the lean approach to business management and its use in the public sector. Edinburgh: Scottish executive social research.
■ Jiunn-Chenn Lu, Taho Yang* and Cheng-Yi Wang. A lean pull system design analysed by value stream mapping and multiple criteria decision-making method under demand uncertainty. International Journal of
Computer Integrated Manufacturing Vol. 24, No. 3, March 2011, 211–228.
■ Holweg, M. (2007). The genealogy of lean production. Journal of operations management, 25(2), 420-437.
■ Santos. A., Powell. J., Sharp. J. and Formoso. C.T. (2001). Principle of Transparency Applied in Construction. http://www.ce.berkeley.edu/~tommelein/IGLC-6/dosSantosEtAl.pdf
■ Manos, A., & Vincent, C. (Eds.) (2012). The lean handbook: A guide to the bronze certification body of knowledge.
■ Carrizo Moreira, A., & Campos Silva Pais, G. (2011). Single minute exchange of die: a case study implementation. Journal of technology management & innovation, 6(1), 129-146.
■ Shingo, S., & Dillon, A. P. (1989). A study of the Toyota production system: From an Industrial Engineering Viewpoint. CRC Press.
■ Manos, A., & Vincent, C. (Eds.) (2012). The lean handbook: A guide to the bronze certification body of knowledge.
■ Goforth, K. A. (2008). Adapting lean manufacturing principles to the textile industry.
■ Al-Aomar, R. A. (2011). Applying 5S LEAN Technology: An infrastructure for continuous process improvement. World Academy of Science, Engineering and Technology, 59, 2014-2019.
■ Chapman, C. D. (2005). Clean house with lean 5S. Quality progress, 38(6), 27-32.
■ Abdulmalek, F. A., & Rajgopal, J. (2007). Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study. InternationalJournal of production economics, 107(1), 223-
236.
■ Lean Resources. (n.d.). Retrieved April 23, 2017, from http://www.lean-manufacturing- junction.com/lean-resources.html
■
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