Productivity improvement of carton manufacturing industry by implementation of lean six sigma, ecrs, work study, and 5s a case study of abc co., ltd.

Journal of Environmental Treatment Techniques

2019, Volume 7, Issue 4, Pages: 785-793

J. Environ. Treat. Tech. ISSN:

309-1185

Journal weblink: http://www.jett.dormaj.com

Productivity Improvement of Carton

Manufacturing Industry by Implementation of

Lean Six Sigma, ECRS, Work Study, and 5S: A

Case Study of ABC Co., Ltd.

Piyachat Burawat^*

Rajamangala University of Technology Thanyaburi, Thailand

Received: 03/06/2019

Accepted: 08/09/2019

Published: 13/09/2019

Abstract

The objective of this study is to improve productivity by means of lean six sigma, ECRS, work study, and 5S in carton

manufacturing industry. The study was conducted from November 2017 to August 2018 from a case study of ABC Co., Ltd. The data

were collected from managers and supervisors and the problems were analyzed by brainstorming, cause and effect diagram, and pareto

chart. Referringto the results, itwas found that production problems occurred from a delayed process in cuttingand Die-cut department,

messy area in warehouse, delayed and erroneous transportation. Considering the measurement process, the measurementmethod could

be changed from using hand to using pattern. The standard time was then reduced from 21.17 minutes per 100 pieces to 18.10 minutes

per 100 pieces, accounting for 14.50 percent of improvement. The lost cutting time was caused by excess movement of worker while

sitting and working. So, when the movement was changed from sitting to standing, the worker felt less exhausted and could reduce the

standard time from 19.32 minutes per 100 pieces to 15.05 minutes per 100 pieces, accounting for 22.10 percent of improvement. The

messy in warehouse had caused erroneous retrievalas well as delayed and erroneous transportation. Once it was improved by cleaning,

classifying products and areas with sign boards, the results showed that the cost of loss was reduced from 45,900 THB per quarter to

1,600 THB per quarter, accounting for 52.94 percent of improvement. Employee satisfaction level was increased from 3.20 to 4.60,

accounting for 43.75 percent of improvement.

Keywords: Brainstorming; Cause and Effect Analysis; ECRS; Lean Six Sigma; Productivity; Work Study; 5S; Continuous

Improvement.

and theories of modern production and quality improvement

were always developed.

Introduction

Presently, productivity improvement is one of the most

According to high competition and rapid changing

business conditions as well as bottleneck problem in cutting

and die department, this study contributes recent studies by

examining the productivity improvement by the application of

lean six sigma, ECRS, and work study principle to reduce the

work process and improve the working method, while setting

up a newworking areaaccording to the principleof 5S to allow

employees in the warehouse to work more easily. In addition,

this study attempts to reduce transportation problems, wastes,

delays and the number of errors that affect the cost of the

company by continuous improvement principles which enable

the company to be more competitive in the industry.

important to business operation and management, which can

be applied in both manufacturing and service industry. Due to

fierce competition in all businesses, especially in carton

manufacturing industry, which is competitive in aspects of

price, product quality, time delivery, and customer

satisfaction, cross-border business, electronic commerce

business,opening countries and tradezones in both the Eastern

and Western countries have become a stimulus for business

needs to be adapted to keep up with the changing business

circumstances. This new knowledge-based challenge requires

effective management tools to assist the organization to meet

customer requirements. During the past period, the principles

Corresponding author: Piyachat Burawat, Rajamangala University of Technology Thanyaburi, Thailand. E-mail:

piyachat_b@rmutt.ac.th.

Journal of Environmental Treatment Techniques

2019, Volume 7, Issue 4, Pages: 780-793

referred to as making the change stick. Once the solution has

solved the problem, the improvements must be standardized

and sustained over time (4).

Literature Review

Literature review will be gainful for advocating the model

described in detail in the next section.

.3 Work study

Work study is an important management tool to achieve

.1 Productivity

A general definition of productivity is the relationship

higher productivity. It is related to human work, method of

doing work and standard of performance. The survival of any

organization is dependent on use of the latest technology and

efficient methods of production. To improve efficiency of

production, it needs effective utilization of plant, equipment

and labor. This can be achieved by using work study which

studies methods and evaluate the performance. It divides work

into smaller elements, studies it, and rearranges it to get the

same or greater efficiency at reduced cost.

International Labor Organization (ILO) defines work

study as the technique of method study and work measurement

employed to ensure the best possible use of human and

materialresources in carrying out a specified activity. It is also

a management service based on method study and work

measurement used in examination of human work leading to

investigation of all the resources that affect efficiency and

economy of situation in order to bring about improvement.

Further, ILO states that work study is aimed to minimize cost

either by designing the work for high productivity or by

improving productivity in existingwork through improvement

in current methods by reducing ineffective and wasted time

between the output generated by a production or service

system and the input provided to create this output (15). Thus,

productivity is defined as the efficient use of resources, e.g.

labor, capital, land, materials, energy, information; in the

production of various goods and services (2). In addition,

higher productivity means accomplishing more with the same

amount of resources or achieving higher outputs in terms of

volume and quality with the same input (18). Moreover,

productivity is viewed in terms of efficiency and effectiveness

of work (2).

Since globalization has an effect on continuous

competition in all business industry, many researchers have

recommended that the definition of productivity as the ratio

between output and input as well as the terms of efficiency and

effectiveness resultingfrom the use of that resources is narrow

and inappropriate view for measuring the success of the

current business (10, 16). Thus, modern notion of productivity

includes consideration of social and ecological costs, ability to

create value for customers and stakeholders in the supply

chain, abilityto meet customers requirementsthat change over

time, survival in high competition, and agility and speed in

adapting to meet customer needs (10, 16).

(

6).

.4 ECRS

.2 Lean Six Sigma

Lean Six Sigma is the latest generation of improvement

ECRS is an effective approach of the motion study

technique used to improve production lines proposed by

Mogensen (1932). ECRS represents the four core principles.

First, eliminate waste (E) found in manufacturing such as

waiting time, unnecessary movement and work step. Second,

combine unnecessary work steps (C) to reduce the number of

working steps and total processing time. Third, rearrange any

process step(R) for reducingdistanceof moving or the number

of movements. Finally, simplify (S) or propose easier method

for working or introduce new equipment such as jigs, fixtures,

support tools, or machine modification, to support operators.

ECRS is a common technique in motion study; thus, when

any process faces with inefficient working condition related to

human works, ECRS is firstly considered and gives the

effective results after implementation. When ECRS is

introduced to improve any process, the results include

reduction in processing time and proposing efficient working

steps that can reduce unnecessarymovement and waiting time.

The improvement from ECRS leadsto reduction in system cost

and energy cost while the processing time is reduced.

Furthermore, material cost and waste cost are reduced when

the improvements are affected to reduce material loss from

inappropriate working methods (8).

methodologies invented during the late 1990s and early 2000s

3). It is an integration of lean and Six Sigma methods. Lean

manufacturing focuses on reducing losses but cannot reduce

the process variation whereas Six Sigma can reduce the

process variation but cannot reduce losses or production time

(

3, 20). Therefore, both concepts are applied together, called

the Lean Six Sigma which aims to eliminate losses in the

production process and using statistical principles to reduce

variation in the production process.

A DMAIC improvement cycle is the core tool and can be

used as the framework for any improvement applications. The

completion of one cycle continues with the beginning of the

next. A DMAIC-cycle consists of five consecutive steps or

phases. First, define step (D) is intended to clearly articulate

the business problem, goal, potential resources, project scope

and high-level project timeline. This information is typically

captured withinproject charter document. i.e. write down what

you currently know, seek to clarify facts, set objectives, and

form the project team. Second, measure step (M) aims to

objectively establish current baselines as the basis for

improvement. This is a data collection step, the purpose of

which is to establish process performance baselines. Third,

analyze step (A) aims to identify, validateand select root cause

for elimination. Fourth, improve step (I) aims to identify, test

and implement a solution to the problem, in part or in whole.

This depends on the situation, e.g. identifying creative

solutions to eliminate the key root causes in order to fix and

preventing process problems. Finally, control step (C) is to

embed the changes and ensure sustainability; this is sometimes

.5 Continuous Improvement

Continuous improvement can be viewed as several

aspects. First, continuous improvement is as much

philosophy as a set of specific qualitytools and methods. Thus,

it would be seemed to be particularly important for managers

to have an orientationtowardprocess focusing on the rightway

Journal of Environmental Treatment Techniques

2019, Volume 7, Issue 4, Pages: 780-793

of doing things. Second, continuous improvement can be seen

as generic characteristics which focuses on the value of

making continuous incremental changes (5). Users emphasize

on makingsmall changes, modifying processes, and eventually

creating a large cumulative effect (5). Although each small

change may not have a measurable impact, the cumulative

effect can be quite profound. Third, continuous improvement

is viewed as improving method for both products and

processes which involve employees from all positions and all

departmentsin the company (14). The objective is to eliminate

wasteful practices (17) and achieve lean production (23).

Employees continuously chip away the fatty tissues of firm

and create lean production processes (17). Finally, continuous

improvement is a kind of meditation technique that reveals its

profundity only through ceaseless repetition and change (21).

The Deming’s quality cycle or PDCA-cycle is used to

coordinate continuous improvement efforts. The completion of

one cycle continues with the beginning of the next. A PDCA-

cycle consists of four consecutive steps or phases. First, plan

phase (P) is an analysis of what requires to be improved by

taking into consideration areas that hold opportunities for

change, e.g. decision on what should be changed. Second, do

step (D) is an implementation of the changes that are decided

on in the Plan step. Third, check phase (C) is a control and

measurement of processes and products in accordance to

changes made in previous steps and in accordance with policy,

goals and requirements on products. Lastly, act step (A) is an

adoption or reaction to the changes or running the PDCA-cycle

through again, keeping improvement on-going (4).

to maintain the clean workplaces. During cleaning, it checks

the cleanness of machine, workplace and floor, tightness of

equipment, cleanness of lines, pipes, sources of light, current

data, legibility and comprehensibility of delivered

information, etc. Indispensable is the taking care of and

maintenance of personal tidiness of the operator. Next,

Seiketsu (standardize) aims to be constant place for things,

constant rules of organization, storage and keeping cleanness.

Worked out and implemented standards in the form of

procedures and instructions permit to keep the order on the

workplaces. Standards should be very communicative, clear

and easy to understand. Regarding this during preparation and

improving, it should involve all participants of the process on

the given workplace; it means direct workers. The group

knows the best specificity of its own activities, and process of

elaboration and after that, usage gives them possibility of

understanding the essence and each aspect of the operation. In

the aim of assuring all the easy access, obligatory standards

should be found in constant and visible places. Finally,

Shitsuke (sustain) aims to be automatic realization of the

above-mentioned rules (19).

Implementing the idea of the 5S will demand from workers

the compact self-discipline connected with implementing and

obeying the rules of regularity in cleaning and sorting. It leads

to increasing the consciousness of employees, and decreasing

the number of non-conforming products and processes,

improvements in the internalcommunication, and through this

to improvement in the human relations.

Research Methodology

The objective of this study is to improve productivity in

.6 5S Practices

The 5S practice begins each programme of improvement.

carton manufacturing industry. The study was conducted from

November 2017 to August 2018 from a case study of ABC Co.,

Ltd. The data were collected from the managers and

supervisors and the problems were analyzed by brainstorming,

cause and effect diagram, and pareto chart. The current

productivity is measured by the ratio between current output

divided by current input. After measuringcurrent productivity,

the analyzed and improved process were developed by using

by means of lean six sigma, ECRS, work study, and 5S. Next,

the productivity after improvement was measured by the ratio

between output after improvement, divided by input after

improvement. Meanwhile, productivity growth was calculated

by the ratio between the difference of productivity after

improvement and current productivity, divided by current

productivity. In addition, employee satisfaction was assessed

by questionnaires (5 is extremely satisfied and 1 is extremely

dissatisfied). Descriptive statistic was used to analyze

employee satisfaction data.

It is the tool for helping the analysis of processes running on

the workplace. The 5S is the methodology of creation and

maintaining well organized, clean, highly effective and high

qualityworkplace. Its resultis the effective organization of the

workplace, reduction of work’s environment, elimination of

losses connected with failures and breaks, improvement of the

quality and safety of work (7). The philosophy of the 5S has

its roots in Japan developed by Osada in the early 1980s (9).

The name 5S is the abbreviation of five Japanese words

including Seri, Seiton, Seiso, Seiketsu, and Shitsuke.

First, Seri (sort) is aimed to sort, organize the workplace,

and eliminate unnecessary materials. Through the suitable

sorting, it can identify the materials, tools, equipment and

necessary information for realization the tasks. Sorting

eliminates the waste material (raw materials and materials),

nonconforming products, and damaged tools. It helps to

maintain the clean workplace and improves the efficiency of

searching and receiving things, shortening the time of running

the operation. Second, Seiton (set in order) aims to visualize

of the workplace and place for everything (e.g. painting the

floor helps to identify the places of storage of each material or

transport ways, drawing out the shapes of tools makes it

possible for the quick putting aside them on the constant

places, colored labels permit to identify the material, spare

parts or documents etc.). It should execute the segregation of

things and mark the places of theirstoring. Third, Seiso (shine)

aims to clean and remove wastes or dust. Regular cleaning

permits to identify and to eliminatesources of disordering and

Current Output

Current Productivity=

Current Input

Output after improvement

Productivity after improvement=

Input after improvement

(

Productivity after improvement - Current

Productivity)

Productivity Growth=

Current Productivity

Journal of Environmental Treatment Techniques

2019, Volume 7, Issue 4, Pages: 780-793

Results and Findings

.1 Resultsfrom brainstormingandcause and effectdiagram

Based on the participation and observation study together

with brainstorming with managers, supervisors, and relevant

employees, the results found that the major product and large

order quantity is the carton sizing of 15x12x43.5 centimeter.

Thus, this study focuses to the process of this product

composed of 6 processes including dividing/cutting, printing,

die-cutting, jump/slot, sewing, and gluing. Referring to the

defined problem results,it was found that production problems

occurred from a delayed process in cutting and die-cut

department, messy area in warehouse, delayed and erroneous

transportation.

Figure 3: Improvement Measurement Method

.3 Results of improvement in die-cut process

Die-cut process is similar to sewing process; however,

production time per one piece is significantlyslower. Based on

work study and interview with three operators, the results

found that the lost cutting time was caused by excess

movement of worker while sitting and working. So, when the

movement was changed from sitting to standing, the worker

felt less exhausted and could reduce the standard time from

9.32 minutes per 100 pieces to 15.05 minutes per 100 pieces,

Figure 1: Results from Brainstorming and Cause and Effect Diagram

accounting for 22.10 percent of improvement.

.2 Results of improvement in cutting process

Cuttingprocess is the firstprocess of carton manufacturing

process. Step of cutting process begins with preparing raw

material(large paper), followed by settingup cutting machine,

picking up paper and inserting it to cutting machine, cutting

paper, measuring size of paper, and transporting to next

process. Based on work study, the results presented that there

are many pieces of work in process in measurement phase as

operators measureall paper by hand using measuringtape. The

operators informed that there are many defects if they pass cut

paper to next process without inspecting size of paper. ECRS

is implemented by simplifying measurement process.

Considering measurement process, the measurement method

could be changed from using hand to using pattern. The

standard time was then reduced from 21.17 minutes per 100

pieces to 18.10 minutes per 100 pieces, accounting for 14.50

percent of improvement.

Figure 4: Current Method of Die-Cut Process

Figure 5: Improvement Method of Die-Cut Process

4.4 Results of improvement in warehouse area

The initial process before cutting process is receiving raw

paper crates from the supplierand then transportingraw paper

crates from the truck to warehouse area by forklift. After work

study, the results presented that raw paper crates located in

wrong position, messy and unsafety resulted in delayed and

erroneous transportation to the cutting department.

Figure 2: Current Measurement Method

Journal of Environmental Treatment Techniques

2019, Volume 7, Issue 4, Pages: 780-793

.4.1 Results of improvement in warehouse area using 5S

Practice

First, Seri (sort) was implemented by sorting necessary,

unnecessary and empty pallet. Then, unnecessary and empty

pallet were moved or eliminated from the way of

transportation. Second, Seiton (set in order) was implemented

by keeping the pallet according to the frequent and important

usage. Written and hanged labels were provided to reduce

errors and easy to utilize. Third, Seiso (shine) was

implemented by regular maintaining cleanliness, leading to no

crumbs that cause problems in the speed and safety of the

forklift as well as well sceneries in the workplace. Next,

Seiketsu (standardize) was implemented by setting standard

time and number of storage, scheduling and planning the

storage based on standard quantity and time. Finally, Shitsuke

(

sustain)was implementedby maintainingthe above improved

systems, communicating and announcing to all employees that

S is essentialand requirescollaboration from workers and the

Figure 7: Improvement Warehouse Using 5S

Table 1: Details of Transportation Wastes

compact self-discipline connected with implementing and

obeying the rules of regularity in cleaning and sorting. After

applying 5S activities to improve warehouse area, the findings

showed that warehouse’s employee satisfaction level was

increased from 3.20 to 4.60, accounting for 43.75 percent of

improvement.

Cumulative

Waste/Problem

Details

Number

of trips

Frequency

(Percentage)

Frequency

(Cumulative

Percentage)

58.82%

Delayed

Erroneous

58.82%

23.53%

82.35%

Products damaged

due to overlapping

17.65%

100.00%

Figure 6: Current Warehouse Area

.3.2 Results of improvement in warehouse area using Lean

Six Sigma

Delayed and erroneous transportation is improved by Lean

Six Sigma using waste elimination and DMAIC-cycle.

Problem and waste in transportation were defined by using

pareto chart which was collected from 270 trips within 3

months. Delayed and erroneous transportation occurred from

151 trips. Problem details are showed in figure 8 and table 1.

Measure phase was implemented by measuring loss of

Figure 9: Current Carrying Method

transportation cost. The average loss for 1 trip is equal to 300

THB. Transportation problem came from 151 trips; thus, the

loss in transportation accounted for 45,300 THB. Analyze

phase was implemented by brainstorming which is presented

in table 2.

Improvement phase was implemented by work study,

continuous improvement, and ECRS. Work study was

implemented for setting standard time and specifying truck

license plate as well as appropriate transportation route. ECRS

was implement by rearranging the counting process and

simplifying recorded document.

Journal of Environmental Treatment Techniques

2019, Volume 7, Issue 4, Pages: 780-793

Figure 8: Defined root causes using pareto chart

Table 2: Analyzing Transportation Wastes

Wastes/Problems

Details

Targeted

Delayed

Deliver products to customers later than 30-60

minutes.

Reduce the delayed time from 30-60 minutes to 15

minutes.

Erroneous

Missing or exceeds the order quantity.

There is a control of the product quantity which is

correct to order quantity. Count the number while

carrying the products to truck.

Products damaged due to

overlapping

The products are placed in the wrong position, placing

heavy products overlapping light products.

Reduce product damage

Employees must count number of products before

departure which is equal to order quantity. In addition,

employees need to record number of delivered and remained

products for all delivery. At the end of working day, employees

must count actual quantitywhich is equal to remained quantity

and the last recorded one Product defect was reduced by

arranging the heavy weight products at the bottom, while the

light weight products were always located on top. In addition,

the paper was placed between the easily damaged products.

After implementing improvement method, the results showed

that transportation problem reduced from 151 trips to 72 trips.

Thus, the loss in transportation decreased from 45,300 THB to

Discussions and Conclusion

The purpose of this study is to reduce waste and improve

productivity in carton manufacturing industry. Brain storming,

cause and effect, and pareto chart were used to identify root

causes of wastes, bottleneck, and problems. From the define

phase results, the wastes in carton production line occurred

from a delayed process in cutting and die-cut department,

messy area in warehouse, delayed and erroneous

transportation. Thus, work study was applied to study and

improve both work method and cycle time. Measurement

process is non value added; however, it is necessary process

which cannot be eliminated. Thus, ECRS was implementedby

simplifying measurement process using measurement pattern

instead of measurement by hands, which reduced cycle time

from 21.17 minutes per 100 pieces to 18.10 minutes per 100

pieces, accounting for 14.50 percent of improvement.

Referring to die-cut process, it is a value-added and necessary

process which cannot be ignored. Based on work study, the

results showed that the lost cutting time was caused by excess

movement of worker while sitting and working. Employees

felt tired and fatigued because they had to bend and stretch

21,600 THB, accounting for 52.94 percent of improvement.

Regarding control phase, the satisfied results motivated

company to share and apply improvement concept in other

remained departments as well as setting standard work

instruction and guidelines for both transportation process and

other remained processes.

Journal of Environmental Treatment Techniques

2019, Volume 7, Issue 4, Pages: 780-793

their arms while operating machine, resulting in frequent

breaks during working hours. Thus, the movement was

changed from sitting to standing, and the workers felt less

exhausted and could reduce the standard time from 19.32

minutes per 100 pieces to 15.05 minutes per 100 pieces,

accounting for 22.10 percent of improvement.

addition, the number of crashing accident was significantly

reduced.

Figure 12: Level of Employee Satisfaction

Figure 13: Transportation Loss

Figure 10: Light Weight on top with paper between the Easily

Damaged Products

Figure 14: Frequency of Transportation Waste

Employees were familiar and inclined to work in the

current method, which makes unsuccessful 5S practice. Thus,

company announced and enforced 5S practice as one of the

important policies. Meanwhile, managers and employees must

follow them strictly, becoming a part of daily work. External

customers satisfaction is the most important to successful of

any business. Customers frequently feedback that company

delivers incorrect quantity and defect products, which leads to

both low level of customers satisfaction and high level of

transportation loss. Thus, ECRS and Lean Six Sigma were

applied. Rearranged counting process and simplified recorded

document assisted to correct quantity. Employees must count

the number of products before departure which is equal to

order quantity. In addition, employees need to record number

Figure 11: Standard Time

Based on cause and effect diagram, one of the delayed

problems in cutting process occurred from delayed and

incorrect quantity transportation from warehouse department.

Raw paper crates were located in wrong position and messy

area caused waste of time for searching raw paper crates and

crashing among forklift and messy pallets. Therefore, 5S

practice was implemented. Once it was improved by cleaning,

classifying products and areas with sign boards, the results

showed that employee satisfaction level was increased from

.20 to 4.60, accounting for 43.75 percent of improvement. In

Journal of Environmental Treatment Techniques

2019, Volume 7, Issue 4, Pages: 780-793

of delivered and remained products for all delivery. At the end

of working day employees must count actual quantitywhich is

equal to remained quantity and the last recorded one. Defect

products occurred from compressed, scratches, and lacerates

defects which are eliminated by arranging and simplifying

carrying process. Employees must check and manage all

shipment products. The heavy weight products are located at

the bottom, while the light weight products are always located

on top. In addition, the appropriate paper was placed between

lays of the easily damaged products. Once it was improved by

correcting quantity and reducing defects, the results showed

that the cost of loss was reduced from 45,900 THB per quarter

to 21,600 THB per quarter, accounting for 52.94 percent of

improvement. In addition, the level of external customers

satisfaction is significantly increased.

performance which can be applied in any industry as well as

any size of company. It can be regarded as the promotion of

the improvement techniques amongst the employees and as a

trainingmethod for the employees. The findings demonstrated,

however, that there are obstacles in the effective

implementation of the improvement techniques for any

improvement purpose. The most significant obstacles

identified are related to depletion of communication, gap

between the top management and shop floor operators and also

the insufficiency of training and consciousness of this activity

amongst the employees. Thus, the full advantages of the

improvement techniques cannot be experiencedin the business

sector until all the drawbacks related with application of the

improvement techniques are recognized, completely

comprehended and addressed. Continuous evaluation in all

levels of firms is one major driver to change the improvement

culture of the company. This evaluation should be emphasized

on the progress and improvement of quantity and quality of

products, level of morale and satisfaction of employee, level

of quantity and quality of communication, financial

performance, and customer satisfaction.

Continuous improvement is known as Kaizen in Japanese.

The applicationof the Kaizen principlessupposesa continuous

communication between the manager and the employees

(

vertical communication) and between the employees on the

same hierarchical level (horizontal communication). The

application of the Kaizen principles involves no major

expenses, but only more attention to details and practical ways

to do things better and more efficiently. The directly

productive employee is particularly encouraged so that they

can suggest and make improvements (22). After a detailed

analysis, the results have noticed that, even in the areas where

no improvements are needed such as warehouse area, there are

still plenty of possibilities to improve. A good management of

human resources in the organization is one of the strategic

objectives of the organization which should be clearly defined

and accepted by all members. The continuous improvement

principles are the resistance structure that should be built on,

so that we can get to a continuous and step by step

improvement of the company performance. Problems should

not be connected to employees because blaming employees

does not solve the problem. Problem solving should use feed-

back techniques.

Recommendations

There are several recommendations as followed:

6.1 Japanese management and TPS techniques require a

top-down approach that becomes part of the corporate fabric.

Teaching TPS techniques cannot take place in a classroom or

through seminars, but where the operations actuallytake place.

To be effective, everyone must be fully aware of the various

forms that waste can take and be constantly vigilant of any

opportunities to attack and eliminate these wastes. Senior

executives must regularly walk through the operations,

observing the activities, asking questions, and demonstrating

their commitment to the process. Too often, companies treat

these processes as programs that can be started and stopped as

needed. They seldom give it the necessary support and time to

become part of the corporate culture.

The results demonstrated that the implementation of 5S,

work study, ECRS, Lean Six Sigma, and continuous

improvement techniques can be applied in small scale

industry. These techniques involve with Toyota Production

System (TPS) which focuses on the active involvement of all

employee categories, aiming to small but continuous

development. Lean manufacturing is one of the options to

reduce non value-added activity (wastes) and improve

operational efficiency of the organization. The efficient

implementation of 5S technique leads to improvement in

environmental performance and thus primarily related to

reduction of wastes in manufacturing. It promotes neatness in

storage of raw material and finished products, reduction in

accident, and increase of awareness and moral of employees

.2 Though principle of Japanese management and TPS

techniques are related to no major expenses, only more

attention to details and practical ways is required to do things

better and more efficiently together with continuous

improvement over time. Thus, it can be applied in both

manufacturing and services business. Due to the lower

resource investment, it can be implemented in any company

like small, medium, and large company.

6.3 There are several Japanese management and TPS

techniques. This study applied some of them, i.e. Lean Six

Sigma, ECRS, work study, Kaizen, and 5S, the results are

satisfied.It is necessary for all businesses to analyze and select

suitable tools for their situations which may be similar or

dissimilar to this study, for instance just in time (JIT), lean

production, six sigma, push-pull system, Jidoka, Poka Yoke,

Kamban, 8 wastes, single-minute exchange of die (SMED),

Hejunka, Genchi Genbutsu, visualization, respecting

employees, team and suggestion system.

(

22). Regarding ECRS concept, all 4 principles are

unnecessary to be applied at the same time depending on

problem analysis and limitationsof each company. The results

showed that even though this study applied only three

principles (eliminate, rearrange, and simplify), the

improvements are in satisfactory level.

The findings demonstrated that Lean Six Sigma, ECRS,

work study, Kaizen, and 5S can be seen as an effective

technique that can reduce waste and improve business

6.4 Though Japanese management and TPS techniques

are pervasive implementation in worldwide business,

European and Western management and techniques are

widespread applied as well. Since European and Western

management are involved with high technologies, machines,

Journal of Environmental Treatment Techniques

2019, Volume 7, Issue 4, Pages: 780-793

and innovations, which require high level of investment, a

business needs to calculate break event point and payback

period before deciding to invest in training course for novel

equipment utilization.

10. Lammon D. An examination of productivity in the utility industry

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