Humanities & Social Sciences Reviews

eISSN: 2395-6518, Vol 7, No 5, 2019, pp 83-92

https://doi.org/10.18510/hssr.2019.7511

PRODUCTIVITY IMPROVEMENT OF HIGHWAY ENGINEERING

INDUSTRY BY IMPLEMENTATION OF LEAN SIX SIGMA, TPM, ECRS,
AND 5S: A CASE STUDY OF AAA CO., LTD.
Piyachat Burawat
Rajamangala University of Technology Thanyaburi, Khlong Hok, Thailand.
Email: piyachat_b@rmutt.ac.th
th th th
Article History: Received on 18 July 2019, Revised on 27 August 2019, Published on 28 September 2019
Abstract
Purpose: The objective of this study is to improve productivity by means of lean six sigma, TPM, ECRS, and 5S in the
highway engineering industry. The study was conducted from November 2017 to April 2018 from a case study of AAA
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. Referring to the results, it was found that production problems occurred from
the asphalt process. The majority problem was wet rock and rock sticking to the conveyor belt.
Methodology: Considering the shed, the shed of stone storage could be changed from construction from net or fabric sieve
to construction from the metal sheet. Regarding the conveyor belt, the conveyor belt could be changed from conveyor belt
without roof to constructed conveyor roof from metal sheet. The messy construction area was improved by 5S. Essential
materials and equipment were sorted in construction area, while the other remained materials and equipment were removed
to another area.
Main Findings: The findings demonstrated that Lean Six Sigma, ECRS, TPM, and 5S can be seen as an effective
technique that can reduce waste and improve business performance which can be applied in any industry as well as any
size of the company. It very well may be viewed as the advancement of the improvement strategies among the
representatives and as a preparation technique for the workers. The discoveries illustrated, in any case, that there are snags
in the viable execution of the improved methods for any improvement reason.
Implications/Applications: The findings confirmed that 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.
Keywords: Brainstorming, cause, and effect analysis, lean six sigma, TPM, ECRS, productivity, 5s, overall equipment
effectiveness.
INTRODUCTION
Presently, the road is the main transportation channel for both public and business transportation; thus, the road is very
important to the quality of life and economic growth of Thailand. Having good quality roads will help people to travel
conveniently, reduce traffic problems and travel accidents as well as increasing investment from foreign investors. Road
construction involves a large amount of budget. In addition, the construction of asphalt roads also requires a lot of raw
materials, including 1) stone such as stone dust, rock type 1/2, 3/4, and 3/8, 2) rubber such as rubber-type AC60/70,
polymer, and asphalt, and 3) heating processes between 160 and 180 Celsius degrees. The asphalt production process needs
to be planned in order to meet customer requirements on good quality, lower cost, and on-time delivery.
From the study, it was found that the operation plan was not in accordance with the plan due to the changing weather and
the rain which caused the wet rock and rock sticking to the conveyor belt. These are the obstacles in the production of both
delayed and poor quality. In addition, rock sticking to the conveyor belt caused the machine to worked harder. Thus, this
study contributes recent studies by improving the overall equipment effectiveness by the application of lean six sigma,
TPM, ECRS, and 5S. Setting up a new construction area according to the principle of 5S enables employees to work more
easily.
LITERATURE REVIEW
The literature review will be gainful for advocating the model described in detail in the next section.
Productivity
A general definition of productivity is the relationship between the output generated by a production or service system and
the input provided to create this output (Prokopenko, 1987). Thus, productivity is defined as the efficient use of resources;
labor, capital, land, materials, energy, information; in the production of various goods and services (Drucker, 1999). In
addition, higher productivity means accomplishing more with the same amount of resources or achieving higher outputs in
terms of volume and quality for the same input (Ruch, 1994). Moreover, productivity is viewed in terms of efficiency and
effectiveness of work (Drucker, 1999).
Since globalization has an effect on continuous competition in all business industry. As a result, 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 resulting from the use of that resources is narrow and inappropriate view for measuring the success of the
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current business (Lammon, 2010; Riza, 2011). Thus, modern notion of productivity includes consideration of social and
ecological costs, ability to create value for customers and stakeholders in the supply chain, ability to meet customers
requirements that change over time, survival in high competition, and agility and speed in adapting to meet customer needs
(Lammon, 2010; Riza, 2011; Abdurrahaman & Osman, 2017; Anjani & Baihaqi, 2018).
Lean Six Sigma
Lean Six Sigma is the latest generation of improvement methodologies occurred during the time of the late 1990s and early
2000s (George, 2002). 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
reduce production time (George, 2002; Snee, 2010; Eze, 2017; King, 2016). 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 within project 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
equitably build-up current baselines as the reason for development. This is an information-gathering step, the motivation
behind which is to build up procedure execution baselines. Third, analyze step (A) aims to identify, approve and select
main driver for end. Fourth, improve step (I) means to distinguish, test and actualize an answer for the issue, partially or in
entirety. This relies upon the circumstance, for example recognizing inventive answers for dispense with the key main
drivers so as to fix and avoiding process issues. At last, control step (C) is to install the progressions and guarantee
maintainability; this is here and there alluded to as rolling out the improvement stick. When the arrangement has tackled
the issue, the upgrades must be institutionalized and supported after some time (Heizer & Render, 2014; Ayuningrat,
Noermijati, & Hadiwidjojo, 2016; Dasig, 2017).
Total Productive Maintenance
Total productive maintenance (TPM) is defined as the design to maximize equipment effectiveness, improving overall
efficiency by creating an extensive productive-maintenance system, covering the total life of the equipment, spanning all
equipment-related fields, planning, use, maintenance, etc. and with the involvement of all workers from top management
down to operational employees to promote productive maintenance through motivation management or voluntary small-
group activities (Tsuchiya, 1992).
Total productive maintenance gives an extensive organization-wide method to maintenance management which is usually
separated into short-term and long-term elements. First, the short-term attentions focus on an autonomous maintenance
program for the production department, a planned maintenance program for the maintenance department, and skill
development for operations and maintenance individual. On the other hand, the long-term endeavors focus on new
equipment design and reduction of origins of lost equipment time.
ECRS
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, kill squander (E) found in assembling, for example, holding up
time, pointless development and work step. Second, join pointless work steps (C) to decrease the quantity of working
advances and complete preparing time. Third, modify any procedure step (R) for decreasing separation of moving or the
quantity of developments. At long last, streamline (S) or propose a simpler technique for working or present new gear, for
example, dances, installations, bolster apparatuses, or machine change, to help administrators.
ECRS is a typical strategy moving examination; accordingly, when any procedure faces with a wasteful working condition
identified with human works, ECRS is right off the bat considered and gives powerful outcomes after execution. At the
point when ECRS is acquainted with improving any procedure, the outcomes incorporate decrease in handling time and
proposing proficient working advances that can lessen superfluous development and holding uptime. The improvement
from ECRS prompts decrease in framework cost and vitality cost while the handling time is diminished. Moreover,
material expense and waste expense are diminished when the enhancements are influenced to lessen material misfortune
from improper working techniques (Kasemset, Boonmee, & Khuntaporn, 2016; Panti, Gempes, & Gloria, 2018; Taorid,
2016).
5S Practices
The 5S practice starts each program of progress. It is the apparatus for helping the examination of procedures running on
the work environment. The 5S is the system of creation and keeping up efficient, clean, profoundly viable and top-notch
working environment. Its outcome is the successful association of the working environment, decrease of workplace's,
disposal of misfortunes associated with disappointments and breaks, improvement of the quality and security of work
(Karkoszka & Szewieczek, 2007). The way of thinking of the 5S has its underlying foundations in Japan created by Osada

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in the mid 1980s (Khamis, Ab Rahman, Jamaludin, Ismail, Ghani & Zulkifli, 2009). The name 5S is the truncation of five
Japanese words including Seri, Seiton, Seiso, Seiketsu, and Shitsuke. 80s.
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), non-conforming 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 distinguishes the spots of capacity of every material or transport ways, drawing out the states of instruments makes it
feasible for the snappy setting aside them on the consistent spots, shaded marks license to recognize the material, save
parts or reports and so forth.). It ought to execute the isolation of things and imprint the spots of their putting away. Third,
Seiso (shine) aims to clean and remove wastes or dust. Regular cleaning permits to identify and to eliminate sources of
disordering and to maintain the clean workplaces. During cleaning, it checks the cleanness of machine, working
environment and floor, snugness of gear, cleanness of lines, channels, wellsprings of light, current information, clarity and
fathomability of conveyed data, and so on. Essential is the dealing with and upkeep of individual cleanliness of the
administrator. Next, Seiketsu (standardize) aims to be constant place for things, consistent guidelines of association,
stockpiling and keeping cleanness. Worked out and actualized norms as techniques and directions grant to maintain control
on the work environments. Norms ought to be informative, clear and straightforward. With respect to during planning and
improving, it ought to include all members of the procedure on the given working environment; it means direct specialists.
The gathering knows the best explicitness of its own exercises, and procedure of elaboration and from that point forward,
use gives them probability of understanding the quintessence and every part of the activity. In the point of guaranteeing all
the simple access, mandatory gauges ought to be found inconsistent and unmistakable spots.Finally, Shitsuke (sustain)
aims to be automatic realization of the above-mentioned rules (Sharma & Singh, 2015).
Executing the possibility of the 5S will request from laborers the minimized self-restraint associated with actualizing and
complying with the principles of normality in cleaning and arranging. It prompts expanding the cognizance of
representatives and diminishing the quantity of non-acclimating items and procedures, upgrades in the inner
correspondence, and through this to progress in human relations.
RESEARCH METHODOLOGY
The goal of this examination is to improve efficiency by methods for lean six sigma, TPM, ECRS, and 5S in the thruway
designing industry. The investigation was directed from November 2017 to April 2018 from a contextual analysis of AAA
Co., Ltd. The information was gathered from the chiefs and directors and the issues were broke down by conceptualizing
circumstances and logical results outline, and Pareto diagram. The operational performance is measured by the overall
equipment effectiveness (OEE). After measuring current operational performance, the analyzed and improved process was
developed by means of lean six sigma, TPM, ECRS, and 5S. Next, the operational performance after improvement was
measured, meanwhile, productivity or improvement growth was calculated by the ratio between the difference of OEE
after improvement and current OEE divided by current OEE.
OEE =AxPxQ
OEE = Overall Equipment Effectiveness (OEE)
A = Machine Availability Rate
P = Machine Performance Efficiency
Q = Quality Rate

Productivity/Improvement Growth = (OEE after improvement - Current OEE)

Current OEE
RESULTS AND FINDINGS
Results from Defined Problem Process
Based on the participation and observation study together with brainstorming with managers, supervisors, and relevant
employees, the results found that the majority problem was the wet rock and rock sticking to the conveyor belt.
Results from Measurement Process
Current operational performance is measured by current overall equipment effectiveness which is calculated as followed
Current OEE = Current [A x P x Q]
Current OEE = Current Overall Equipment Effectiveness (Current OEE)

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Current A = Current Machine Availability Rate = 96%
Current P = Current Machine Performance Efficiency = 91%
Current Q = Current Quality Rate = 94%
Therefore ,
Current OEE = 96% x 91% x 94% = 82.12%

Figure 1: Flow Process Chart of Asphalt Production Process

Figure 2: Results from the Brainstorming and Cause and Effect Diagram
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Figure 3: Defined Root Causes using Pareto Chart

Results from Analysis and Improvement Process
According to results from the pareto chart, the main delayed and poor quality problem occurred from the rain; however,
rain is a seasonal phenomenon which cannot be eliminated. Thus, the remained problems including wet rock, rock is
sticking in conveyor belt, and messy construction area.
Thinking about the shed, the shed of stone stockpiling could be changed from development from net or texture sifter to
development from metal sheet. As to the transport line, the transport line could be changed from transport line without
rooftop to built transport rooftop from metal sheet. The chaotic development territory was improved by 5S. Basic materials
and hardware were arranged and put away in development territory, while the other remained materials and gear were
expelled to another region. The general hardware adequacy changed from 82.12 percent to 90.23 percent, representing 9.88
percent of progress

.
Figure 4: Current Shed for Storage Rock Constructed from Net or Fabric Sieve

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Figure 5: Improvement Shed for Storage Rock Constructed from Metal Sheet

Figure 6: Current Conveyor Belt

Figure 7: Improvement of Conveyor Belt

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Figure 8: Current Messy Construction Area

Figure 9: Improved Construction Area Using 5S Practice

OEE After Improvement = After Improvement [A x P x Q]
After Improvement OEE = After Improvement Overall Equipment Effectiveness
After Improvement A = After Improvement Machine Availability Rate
= 99%
After Improvement P = After Improvement Machine Performance Efficiency
= 93%
After Improvement Q = After Improvement Quality Rate
= 98%
Therefore
After Improvement OEE = 99% x 93% x 98% = 90.23%
Table 1: Comparing Current and After Improvement Overall Equipment Effectiveness
Details Current (%) After Improvement (%) Improvement Growth
(%)
Machine Availability Rate 96% 99% 3.13%
Machine Performance Efficiency 91% 93% 2.20%
Quality Rate 94% 98% 4.26%
Overall Equipment Effectiveness 82.12% 90.23% 9.88%
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Results from Control Process
This study improved the delayed and poor quality of the asphalt process by building a shed and conveyor roof from a metal
sheet which is rigid construction. The control process can be done by maintaining the shed and conveyor belt in good
condition and ready to use all the time. Regarding construction area, 5S will be successful, requiring stringent maintaining
systems, two-way communication between top management and bottom employees, announcement to all employees that
5S is fundamental and requires joint effort from laborers, the minimal self-control associated with executing and
complying with the principles of consistency in cleaning and arranging.
DISCUSSIONS AND CONCLUSION
The goal of this investigation is to decrease squander and improve efficiency by methods for lean six sigma, TPM, ECRS,
and 5S in the thruway designing industry. Brainstorming, cause and effect, and Pareto chart were used to identify root
causes of wastes, bottleneck, and problems. From the characterized stage results, it was discovered that creation issues
happened from the black-top procedure. The lion's share issue was wet shake and shake adhering to the transport line. The
results from pareto chart reported that the main delayed problem occurred from the rain. Since it is natural season, rain
cannot be eliminated. Thus, ECRS was implemented by simplifying shed building and conveyor roof. Rigid construction
building requires maintenance in good quality.
Based on the cause and effect diagram, one of the delayed problems in asphalt production process occurred from delayed
sorting and transportation. There are some large materials, tools, and equipment irrelevant asphalt production processes
such as pillar, truck, and piling tools. This was improved by cleaning, classifying tools and equipment, and moving
irrelevant tools and equipment to suitable area. 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.
Waste elimination is important for all business. Though lean production proposed that there are 8 wastes in the production
process, it is unnecessary to reduce all wastes at the same time depending on problem analysis and limitations of each
company. The results showed that even this study reduced only three wastes, i.e. waiting time, defect, and delayed of
transportation, the improvement of overall equipment effectiveness is satisfied.
One of the well-known methods used to measure Total Productive Maintenance (TPM) is Overall Equipment Effectiveness
(OEE). High level of OEE requires a high level of three ratios including machine availability, machine performance
efficiency, and quality rate. Once any ratio is reduced, then OEE is low. Thus, it is related to the involvement of all
workers from top management down to operational employees to promote productive maintenance through motivation
management or voluntary small-group activities. In addition, the interruption and low level of speed of machine result in
low level of OEE. In accordance with this study, company emphasizes on autonomous maintenance by creating the
machine instruction, planning the maintenance program, training program for developing the skill for operations and
maintenance individual, and designing conveyor belt roof for reduction of origins of lost equipment time.
Continuous improvement is known as Kaizen in Japanese. The utilization of the Kaizen standards guesses a constant
correspondence between the chief and the workers (vertical correspondence) what's more, between the representatives on
the equivalent progressive level (flat correspondence). The utilization of the Kaizen standards includes no real costs,
however just more consideration regarding subtleties and commonsense approaches to improve and all the more
proficiently. The straightforwardly gainful representative is especially energized with the goal that they can propose and
make enhancements (Titu, Oprean & Grecu, 2010). After a point by point examination, the outcomes have seen that, even
in the zones where no upgrades are required, for example, distribution center region, there are still a lot of potential
outcomes to improve. A decent administration of HR in the association is one of the key goals of the association which
ought to be plainly characterized and acknowledged by all individuals. The persistent improvement standards are the
obstruction structure that ought to be based on, with the goal that we can get to a consistent and bit by bit improvement of
the organization execution. Issues ought not to be associated with workers in light of the fact that accusing representatives
doesn't take care of the issue. Critical thinking should utilize input procedures.
The results demonstrated that the implementation of Lean Six Sigma, TPM, ECRS, and 5S techniques can be applied in
AAA company operating in highway engineering industry which is the non-manufacturing industry as well as small
enterprises. These techniques involve with Toyota Production System (TPS) which focuses on the active involvement of
all employee categories, aiming too 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 morale of employees (Titu, Oprean, & Grecu, 2010). Regarding ECRS concept, all 4 principles are
unnecessary to be applied at the same time depending on problem analysis and limitations of each company. The results
showed that even though this study applied only one principle of simplifying process, the improvements are in satisfactory
level.

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The findings demonstrated that Lean Six Sigma, ECRS, TPM, and 5S can be seen as an effective technique that can reduce
waste and improve business performance which can be applied in any industry as well as any size of the company. It tends
to be viewed as the advancement of the improvement systems among the workers and as a preparation technique for the
representatives. The discoveries illustrated, notwithstanding, that there are impediments in the powerful execution of the
improvement procedures for any improvement reason. The most critical deterrents recognized are identified with
consumption of correspondence, hole between the top administration and shop floor administrators and furthermore the
deficient of preparing and awareness of this action among the workers. Along these lines, the full points of interest of the
improvement strategies can't be knowledgeable about the business segment until every one of the downsides related with
use of the improvement systems are perceived, totally fathomed and tended to. Consistent assessment in all degree of firms
is one noteworthy driver to change the improvement culture of the organization. This assessment ought to be accentuated
on the advancement and improvement of amount and nature of items, level of resolve and fulfillment of representative,
level of amount and nature of correspondence, monetary execution, and consumer loyalty.
RECOMMENDATIONS
There are several recommendations as followed:
1. Japanese management and TPS techniques require a top-down methodology that turns out to be a piece of corporate
texture. Educating TPS systems can't happen in a study hall or through courses, however where the activities really
occur. To be viable, everybody must be completely mindful of the different structures that waste can take and be
always cautious of any chances to assault and dispose of these squanders. Senior officials should normally stroll
through the tasks, watching the exercises, posing inquiries, and showing their responsibility to the procedure. Time
after time, organizations treat these procedures as projects that can be begun and halted as required. They only from
time to time give it the essential help and time to turn out to be a piece of the corporate.
2. Though the principle of Japanese management and TPS techniques are related to no significant costs, just more
consideration regarding subtleties and down to earth ways is required to improve and all the more effectively 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.
3. There are several Japanese management and TPS techniques. This study applied some of them, i.e. Lean Six Sigma,
ECRS, TPM, Kaizen, and 5S, the results are satisfying. 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.
4. Though Japanese management and TPS techniques are pervasive implementations in worldwide business, European
and Western management and techniques are widely applied as well. Since European and Western management are
involved with high technologies, machines, 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.
ACKNOWLEDGEMENTS
The author would like to express appreciation for all participants who gave priceless information, including AAA Co., Ltd.
for the permissions that enabled the author to successfully carry out this study.
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