A Case Study: How 5S Implementation Improves Productivity of Heavy Equipment in Mining Industry

Article Sidebar

PDF HTML XML
Published: Dec 1, 2018
DOI: https://doi.org/10.14807/ijmp.v9i4.826

Main Article Content

Atma Yudha Prawira
Mercu Buana University
Yuwarni Rahayu
Mercu Buana University
Mohammad Hamsal
Bina Nusantara University
Humiras Hardi Purba
Mercu Buana University

Abstract

This research aims to identify and present key concepts of 5S perspective. These findings link 5S to productivity improvement, which are aligned to an integrated maintenance system rather than maintenance system before. Data were collected from one of mining company in Indonesia. The data is concern in downtime unit, availability and productivity from one of heavy equipment, which is huge dumb truck. Then applying 5S method to decrease downtime unit, increase availability and at the end productivity of heavy equipment is increasing. The result will be compared between before and after 5S implementation. These findings demonstrate the importance of both the technical (visible) and philosophical (invisible) approaches required for each of the 5S components and are discussed in a team rather than cultural framework. The results indicate that 5S implementation may be a source of competitive advantage which can increase heavy equipment performance. The originality and value of the paper is come from the general understanding of the application of 5S and its use as an improvement tool at the system or process level. 5S within the context identified is the strategic platform for the managerial decisions required for the development of an integrated maintenance system.

Downloads

Download data is not yet available.

Article Details

Issue
Vol. 9 No. 4 (2018): Independent Journal of Management & Production
Section
Articles

1. Proposal of Policy for Free Access Periodics

Authors whom publish in this magazine should agree to the following terms:

a. Authors should keep the copyrights and grant to the magazine the right of the first publication, with the work simultaneously permitted under the Creative Commons Attribution-NonCommercial-ShareAlike 4.0 that allows the sharing of the work with recognition of the authorship of the work and initial publication in this magazine.

b. Authors should have authorization for assuming additional contracts separately, for non-exclusive distribution of the version of the work published in this magazine (e.g.: to publish in an institutional repository or as book chapter), with recognition of authorship and initial publication in this magazine.

c. Authors should have permission and should be stimulated to publish and to distribute its work online (e.g.: in institutional repositories or its personal page) to any point before or during the publishing process, since this can generate productive alterations, as well as increasing the impact and the citation of the published work (See The Effect of Free Access).

 

Proposal of Policy for Periodic that offer Postponed Free Access

Authors whom publish in this magazine should agree to the following terms:

 

a. Authors should keep the copyrights and grant to the magazine the right of the first publication, with the work simultaneously permitted under the Creative Commons Attribution-NonCommercial-ShareAlike 4.0 [SPECIFY TIME HERE] after the publication, allowing the sharing of the work with recognition of the authorship of the work and initial publication in this magazine.

 

b. Authors should have authorization for assuming additional contracts separately, for non-exclusive distribution of the version of the work published in this magazine (e.g.: to publish in institutional repository or as book chapter), with recognition of authorship and initial publication in this magazine.

 

c. Authors should have permission and should be stimulated to publish and to distribute its work online (e.g.: in institutional repositories or its personal page) to any point before or during the publishing process, since this can generate productive alterations, as well as increasing the impact and the citation of the published work (See The Effect of Free Access).


d. They allow some kind of open dissemination. Authors can disseminate their articles in open access, but with specific conditions imposed by the editor that are related to:
     Version of the article that can be deposited in the repository:
           Pre-print: before being reviewed by pairs.
           Post-print: once reviewed by pairs, which can be:
                  The version of the author that has been accepted for publication.
                  The editor's version, that is, the article published in the magazine.
           At which point the article can be made accessible in an open manner: before it is published in the magazine, immediately afterwards or if a period of seizure is required, which can range from six months to several years.
      Where to leave open: on the author's personal web page, only departmental websites, the repository of the institution, the file of the research funding agency, among others.

Crossref
Scopus
Google Scholar
Europe PMC

References

AL-AOMAR, R. A. (2011) Applying 5S LEAN Technology: An infrastructure for continuous process improvement. World Academy of Science, Engineering and Technology, n. 59, p. 2014-2019.

ANON, (2007) 5S Management. http://vdb.gib.govtr/edirnevdb/sunumlar/5S Sunum/5Sy. html.

BAMBER, C. J.; SHARP, J. M.; HIDES, M. T. (2000) Developing management systems towards integrated manufacturing: a case study perspective. Integr. Manuf. Syst., v. 11, n. 7, p. 454–461.

BARLOW, R. E.; PROSCHAN, F. (1975) Statistical Theory of Reliability and Life Testing Probability Models, Holt, Rinehart and Winston, New York.

BECKER, J. E. (2001) Implementing 5S to promote safety and housekeeping. Prof. Saf., v. 46, n. 8, p. 29–31.

BLANCHARD, B. S. (1998) Logistics Engineering and Management, 5th Edition, Prentice-Hall International, Upper Saddle River, NJ.

CELEBI, H. T. (1997) 5S and total productive maintenance with total quality perspective (Doctoral dissertation, M. Sc. Thesis, Istanbul University, Institute of Science, Istanbul, Turkey).

GAPP, R.; FISHER, R.; KOBAYASHI, K. (2008) Implementing 5S within a Japanese context: an integrated management system. Management Decision, v. 46, n. 4, p. 565-579.

GOLLOP, F. M. (1979) Accounting for intermediate input: The link between sectoral and aggregate measures of productivity growth. The meaning and interpretation of productivity, p. 318-33.

JIMÉNEZ, M.; ROMERO, L.; DOMÍNGUEZ, M.; DEL MAR ESPINOSA, M. (2015) 5S methodology implementation in the laboratories of an industrial engineering university school. Safety science, n. 78, p. 163-172.

KARABULUT, A. (1999) Total productive maintenance management. M.Sc. Thesis, Anadolu University, Institute of Social Sciences, Eskisehir, Turkey.

KHEDKAR, S. B.; THAKRE, R. D.; MAHANTARE, Y. V.; MR. GONDNE, R. (2012) Study of Implementing 5S Techniques in Plastic Moulding, International Journal of Modern Engineering Research, v. 2, n. 5, p. 3653-3656.

KOCAALAN, M. L. (1999) Improving and increasing machine performance loy using total productive maintenance (TPM) approach. M.Sc. Thesis, Gazi University, Institute of Science and Technology, Ankara, Turkey.

KORKUT, D. S.; CAKICIER, N.; ERDINLER. E. S.; ULAY, G.; DOGAN, A. M. (2009) 5S activities and its application at a sample company, African Journal of Biotechnology, v. 8, n. 8, p. 1720-1728.

MORA, E. (2007) Essential in The Lean Manufacturing Structure: The “5S” Philosoph.

http://www.tpmonline.com/papakaizen.articls_on_lean_manufacturingstrategies/5s.htm.

PANCHAL, R. K. (2012) Improving the organization through 5S methodology, Proceedings of the National Conference on Trends and Advances in Mechanical Engineering, YMCA University of Science & Technology, Faridabad, Haryana.

PATEL, V. C.; THAKKAR, H. (2014) A Case Study: 5s Implementation in Ceramics Manufacturing Company. Bonfring International Journal of Industrial Engineering and Management Science, v. 4, n. 3, p. 132.

PATRA, N. K.; TRIPATHY, J. K.; CHOUDHARY, B. K. (2005) Implementing the office total productive maintenance (“Office TPM”) program: a library case study. Library Review, v. 54, n. 7, p. 415-424.

SARICOBAN, E. (2006) The importance of 5S in total productive maintenance activities and an application of 5S. Non-Thesis M.Sc. Project, Dokuz Eylül University, Institute of Social Sciences, Izmir, Turkey.

SHEPPARD, S. D.; PELLEGRINO, J. W.; OLDS, B. M. (2008) On becoming a 21st century engineer. J. Eng. Educ., v. 97, n. 3, p. 231–234.

SINGH, J.; RASTOGI, V.; SHARMA, R. (2014) Implementation of 5S practices: A review. Uncertain Supply Chain Management, v. 2, n. 3, p. 155-162.

SINGH, R.; GOHIL, A. M.; SHAH, D. B.; DESAI, S. (2013) Total productive maintenance (TPM) implementation in a machine shop: A case study. Procedia Engineering, n. 51, p. 592-599.

SOROOSHIAN, S.; SALIMI, M.; BAVANI, S.; AMINATTAHERI, H. (2012) Case report: experience of 5S implementation.

ZELINSKI, P. C. (2005). If 5S is good, try 13S next. Mod. Mach. Shop, v. 77, n. 9, p. 12.

فروشگاه اینترنتی