Lean Implementation in a Turbocharger Service Shop

Abstract

In many of the manufacturing and repair shops, the use of industrial machinery is required to perform most production or repair efforts. A Turbo Service repair shop was identified due to its needs of Lean tools and concepts implementation. The source of reworks was identified as contamination on the assembly area and tools reflecting on schedule delays while also increasing human effort, parts defects, and operational costs. In the Shop, there was also lack of organization in the workplace, storage, labeling, and work area and equipment preventive maintenance plans. Based on a 5 Why’s analysis, the Lean tools principles to be implemented in the Shop work area were identified as 6S, Total Productive Maintenance (TPM) and Visual Management. Contributions expected from the lean implementation are to reduce reworks, improve safety, improve employee satisfaction, improve Storage space and create a new assembly area. Key Terms - 6S, TPM, Visual Management, 5 Why’s Analysis.