Question No 2 Marks 15 Case study One of the clients of EPS consultant faced issued related to UV light curing equipment The issue were defective or unclean equipment or workers not following the Supplier instructions. The client used to develop its products at a rate which would not meet the sales forecast. Senior management recommended adding 20 or 25 production workers for meeting the demand. Quality defects were found to be 99% of every product developed. Final products and inventory levels were also raised beyond estimated levels Top management approached EPS consultant for providing solution to the problems. EPS developed a set of standardized work instructions which will ensure quality and enhance productivity. Consultants advised the client to tell independent workers to make Natural work Team and coordinate in a new cellular layout. It is a type of layout where similar items that require similar processing are grouped together 5S and Kanban were implemented for minimizing inventory and allowing for continuous parts of replenishment EPS suggested and implemented innovative solutions and standardization of components. Many disciplinary changes were done to ensure a continuous products movement through newly formed cell. Impact/Result: Before the lean solution workers were expected to make 1.8 of primary unit every day. After new cellular layout construction, using only four assemblers workers were capable of producing one unit in every 15 minutes ( 4 per Hour) or 32 units per day with perfect quality, Productivity improved more than 4 times WIP and inventory were under control and no extra personnel recruited Questions: 1. What was the problem faced by EPS client 2.What do you understand by 5S and KANBAN 3. What is the philosophy of cellular assembly layout. (Ref Chapter 7 and 8)