1. THE UNIVERSITY OF TEXAS ARLINGTON
INTERNSHIP
REPORT IE 5191
Lean Manufacturing and
Maintenance Operations Internship-
IE 5191
SHRIRAAM MADANAGOPAL
100587483
INDUSTRIAL ENGINEERING
12/2/2009
SUBMITTED: DR.JOHN PRIEST
Fall 2009, Lean Manufacturing and Maintenance Internship, Stanley Tools-Stanley works Dallas TX

2. IE 5191-001- Maintenance Operations Internship, Fall 2009
Stanley Tools, Dallas TX
Introduction:
Stanley tools:
Stanley® Proto® is a global leader in the industrial tool industry, selling tools under the names Proto®, Facom®,
Blackhawk™ and Stanley®.
Proto® Tools are preferred worldwide among professionals for their outstanding quality, durability, and
dependability. They are used for heavy-duty industrial applications, including auto-manufacturing plants, steel and
airplane manufacturing, chemical plants, refineries, general manufacturing, transportation, and fleet maintenance for
trucking, transit, and aircraft. With a global distribution network, Proto® Tools are available on-the-job, anywhere
in the world.
Stanley branded industrial tools are the most durable professional industrial tools available. Their superior design
and advanced product features reflect the direct knowledge and experience of professionals. Developed according to
strict ergonomic standards, they offer special advantages such as enhanced shock absorption and reduced slip, as
well as unique designs to ensure faster, easier work for the professional craftsman.
Maintenance Operations Intern:
As a Maintenance Engineer for the manufacturing plant of Stanley Tools Dallas, TX- I had to perform the following
duties.
Application of various concepts of Maintenance Engineering for the optimization of Equipments, Manufacturing
methodologies, safety engineering to achieve a better maintainability, reliability and availability of the equipments.
Monitored the equipment performance and safety to ensure that the equipment performs to the set standards safely
and repairs are completed before breakdowns or unsafe conditions. The safety regulations and electrical compliance
standards were well organized and inspected before the equipment performance using a time study analysis.
Performed and successfully implemented the preventive maintenance audits to make sure that there wasn’t enough
variation and decrease in productivity rate for a given manufacturing operation.
The concept of Productivity was well understood when I practically implemented and suggested improvement
standards for productivity.
Productivity:
The concept of Productivity has gained more importance with a practical exposure to the working environment. I
can attribute productivity as a measurement, to evaluate the efficiency of production, considering the ratio of the
output of the goods and services to the input factors of production.
Labor Productivity encompasses the inputs of the entire employee hours worked. Capital Productivity takes into
account the inputs of machines and other resources used. Marginal Productivity measures the additional output
gained from an additional unit of input. A Technique to improve productivity involves the usage of wider range of
new technology, altered working practices and improved training of the workforce.

3. The Methods to incorporate successful Productivity improvements were:
• Prioritizing maintenance tasks to ensure production orders are filled safely and on time
• Constant Monitoring and prioritizing the employees time, skills and training to ensure that employees time
is spent efficiently
• Monitored and prioritized maintenance spending so that repairs are made on time at the best value
• Developed and implemented cost savings measures to current production methods/ machines using Stanley
tools software
• Responsible for electrical compliance for the Black Hawk Manufacturing unit
• Maintained the current asset list
• Analysis of repetitive equipment failures over certain processes/time
The prime objective of performing a preventive maintenance is to avoid or mitigate the consequences of failure of
equipment. It is designed to preserve and restore equipment reliability by replacing worn components before they
actually fail. Preventive maintenance activities include partial or complete overhauls at specified periods, oil
changes, lubrication and so on. In addition, I recorded equipment deterioration by letting my boss know when the
next replacement or repair for the worn parts would occur before they caused any system failure.
Emphasis on Lean Manufacturing from the Internship and Classes from Industrial Engineering:
From the Production and Inventory Classes and Intern as a Maintenance Intern my understanding on lean
manufacturing will be as follows:
Lean Manufacturing from an Industrial Engineer point of view will be a business operation which continuously
reduces or shortens the time between customer order and shipment by eliminating everything that increases cost and
time.
Carried out the following functionalities in the plant for achieving increased improvements from Lean Perspective:
• Reduction of Inventory with respect to space and time
• Reduction of Manufacturing time by devising idea of pick and place robot to perform multiple operations
with precision, accuracy, repeatability thereby reducing labor cost and improved manufacturing time
• Reduction of Materials wastes, recycling of scrap materials
• Reduction of Machine Idle time, labor cost
• Reduction of unwanted movement of materials and objects
The Lean Manufacturing techniques were established with the below mentioned protocol:

4. • Data Collection Stage
• Data Analysis and development of solution stage
• Implementation stage
The following flow chart explains the rest of the process.
Data Collection
Time and Motion Customer Process Flow Product Families
Studies Demand
--------------------------------------------------------------------------------------------------------------------------------------------
Data Analysis
Capacity Plan Value Stream Map the current status
Value Stream Map Future Status
Work Balance Layout Proposal
---------------------------------------------------------------------------------------------------------------------
Project Plan- Implementation
Implementation
Data Collection Stage:
• Time studies and Motion studies
• Establishment or review of Process Flow charts
• Investigating Product families
• Bottle necks and problem areas
Data Analysis:
• Establishment of a Capacity plan
• Determination of the current state of the Value Stream Map
• Value Stream Map Future state – Micro and Macro Levels
• Determining the Work Balance
• Design of a Layout proposal
• Preparation of a Project Implementation plan

5. This stage will have three documents as output:
• Evaluation Document comprehending analysis and calculation
• Design Document proposing a solution leading to a
• Project implementation plan
Implementation:
• Execution of the project implementation plan.
• Design and manufacture of special tools and material handling equipment
• Outsourcing of Capex (if needed)
• Training of relevant staff
Documentation of the
current state of facilities
and operations
Documentation of Analysis,
Evaluation and Calculation
done
Documentation of
Proposals
Documentation of the project
implementation plan Guidelines
for operation and Maintenance
Continuous Improvement Process:
• Lead the Lean Manufacturing Strategy with input and support of the General Manager/ Engineering
Manager/ Manufacturing Manager.
• Implemented continuous improvement / lean manufacturing activities to support site strategies.
• Responsible for Process Control systems which included: Document Control, Continuous Improvement
identification and methods, Process Deviations/Change procedures, Auditing methods and accountabilities,
new process/product introduction procedures, and appropriate document traceability.
• Lead continuous improvement workshops as needed
• Manage Action Register and responsiveness to associate recommendations

6. • Held responsible for the Ownership of Value Stream maps and lead projects toward implementation of
Future State
As a Maintenance operations Intern, I had performed the functionalities which lead to the implementation of the
various optimization techniques right from identifying the troubleshooting mechanisms to the root cause analysis of
problems related to maintenance and lean manufacturing. Apart from the above mentioned functionalities, I worked
to provide statistical quality auditing for Black Hawks produced per day. Usage of SAS was very useful to perform
regression analysis chart for breakdowns. With this regression analysis variation from equipment to equipment were
analyzed and suggested improvement actions which was taken and well appreciated by the management.
Roles played as Maintenance Operations Intern:
• Responsible for maintenance and capital improvements of the plant facility
• Responsible for implementing and managing continuous improvement efforts/initiatives, lean
manufacturing efforts/initiatives, Six Sigma projects, R&A reduction efforts/initiatives, scrap reduction
efforts/initiatives, process improvement/quality improvement efforts, Kaizen events, 3P events and 5S
activities
• Installation of equipment, start up, budget and schedule
• Responsible to set up and implement preventive maintenance program for all new and existing equipment
• Keep track record of applying strategic tactics and continuous improvements to minimize costs and
maximize profitability
• Leads equipment acceptance, check out, calibration and training activities for all new installations
• Interaction with product, process and packaging staff to optimize process conditions and equipment settings
to support development projects
• Analysis of production data and product specifications to establish quality and reliability variable for
finished products
• Assisted in the preparation of Safety Report Assessment & Maintenance Procedures
• Collected and analyzed internal data to improve production
• Prioritized process, assigned work orders and assured completion
• Research and recommend purchase of new equipment and materials
• Managed installation, maintenance, and repair projects in electrical work, HVAC
• Conducted troubleshooting, diagnosis, and repair of equipment; and assure preventive maintenance and
proper replacement of equipment, parts and components
• Got involved with methods and techniques used in general cleaning and maintenance activities
• Assisted and supported coordination of facilities planning and construction
• Reduced material handling activities through automated material handling systems and layout changes to
improve throughput within the operation
• Implemented cell manufacturing concept within the cold heading operation thereby reducing the work-in-
process inventory and elimination of non-value added material movement
• Assisted in managing the maintenance budget for the Black Hawk manufacturing department
• Supported to coordinate Engineering activities inside the department
• Worked with the planner to prioritize and manage the maintenance backlog for the department
• Responsible to create a process control development plan, updating and changing of plan when change
occurs within the manufacturing process
How is that Six Sigma and Lean connected:
Six Sigma:

7. • Emphasizes the need to recognize opportunities and eliminate defects as defined by customers
• Recognizes that variation hinders our ability to reliably deliver high quality services
• Requires data driven decisions and incorporates a comprehensive set of quality tools under a powerful
framework for effective problem solving
• Provides a highly prescriptive cultural infrastructure effective in obtaining sustainable results
Defining the term Lean:
• Focuses on maximizing process velocity
• Provides tools for analyzing process flow and delay times at each activity in a process
• Centers on the separation of "value-added" from "non-value-added" work with tools to eliminate the root
causes of non-valued activities and their cost
• Provides a means for quantifying and eliminating the cost of complexity
The 8 types of waste / non-value added work :
 Wasted human talent – Damage to people: Sickness or Injury or unscheduled breaks
 Defects – Things which are not right from the perspective of a process & needs fixing
 Inventory – Parts or Products waiting to be worked
 Overproduction – Parts or products too much/too early in line of production
 Waiting Time – People waiting for parts or raw materials to arrive in every station
 Motion – Unnecessary human movement
 Transportation – Moving people & unwanted products or equipments
 Processing Waste – Things we have to do that doesn’t add value to the product or
service we are supposed to be producing.
DMAIC to Improve Service Processes
• No matter how we approach deploying improvement teams in the organization, we will all need to know
what is expected of them.
• That is where having a standard improvement model such as DMAIC (Define-Measure-Analyze-Improve-
Control) is extremely helpful.
• DMAIC is a structured, disciplined, rigorous approach to process improvement consisting of the five
phases mentioned, where each phase is linked logically to the previous phase as well as to the next phase.
• The main focus on this project/Intern which took into consideration the extensive usage of the Lean Six
Sigma DMAIC process in a service environment, including both methods and tools that are particularly
helpful as well as hints on how to model the people, equipments and customers of every phase.

8. 5S System
Another important tool used in this intern was the 5S system of organization.
The main theme or the motive behind the usage of this 5S tool is that a messy workplace, desk, or manufacturing
cell makes it hard to find things, easier to get distracted, and can introduce accidents or mistakes.
The “5S” stands for:
1. Sort – Sort needed and unneeded items
2. Set in Order – Arrange things in their proper place
3. Shine – Clean up the workplace
4. Standardize – Standardize the first three S’s
5. Sustain – Make 5S a part of the job (make it ongoing)
From this Internship, I believe that 5S is a must-have tool in every manufacturing/production industry. For any of
the tools in the toolkit for becoming lean- a quick changeover, total productive maintenance, and mistake-proofing is
the most important or essential factor to be taken into consideration.
5S significantly helps in both the implementation and sustaining of improvements. The Gold Standard for 5S is that
anyone should be able to find anything in their own workplace in less than 30 seconds, and anywhere else in the
workplace in less than 5 minutes without talking to anyone, opening a book or turning on a computer.
Six Sigma Vs Lean Thinking
Six Sigma is problem-focused tool, with a view that process variation is waste. Lean Thinking, on the other hand, is
focused on process flow and views any activity that does not add value as waste.
Six sigma uses statistics to understand variation.
Lean uses visuals: Process Mapping, Flowcharting, and Value stream mapping, to understand the process flow.

9. Program Six Sigma Lean Thinking
View of Waste Variation is waste Non-value add is waste
1. Define 1. Identify Value
2. Measure 2. Define Value Stream
3. Analyze 3. Determine Flow
Application 4. Improve 4. Define Pull
5. Control 5. Improve Process
Tools Math-Statistics Visualization
Focus Problem focused Process flow focused
The above table gives us a comparison between Six Sigma and Lean Thinking with certain standards of comparison
like View of waste, Applications, necessary tools to operate and the prime focus involved in each category.
Subjects useful for this Intern:
I felt that the extensive usage of certain subjects which benefitted me during the internship were:
• Advanced Engineering Statistics
• Production and Inventory Control
• Metrics and Measurement systems
• Logistics Distribution/Transportation systems design
• Facilities Planning
• Advanced Automation and Manufacturing systems
• Simulation and Optimization
I take this opportunity to thank Dr.John Priest and Dr.Sheik Imrhan for the guidance and evaluation of my Intern
with Stanley works by encouraging me at every possible step with their academic and professional expertise. The
importance of this internship gave me an insight for the latest technologies involved in big companies in meeting
their immediate competitors to survive the current market.
I specially thank Dr. Boardman, for her excellence in teaching and bringing practical examples to the class and her
approach to the problem solving techniques which helped me and benefitted me on a great deal.
I also thank Mr.Paul Gerbi who guided me and helped me in understanding and learn various industrial expertises
involved in a shop floor for efficient and profitable management of a maintenance operations. He also taught me
how to handle different people from laborers to higher officials. Through him I learnt a great deal of people
management skills. I can now rate my people skills (excellent) which is one of the most important skills for an
efficient maintenance operations from this internship’s perspective.

10. References:
www.Stanleyworks.com
Lean Hand book for Industrial Engineers- University of Michigan Ann Arbor
http://www.strategosinc.com/lean_benefits_1.htm
http://ezinearticles.com/?The-Advantages-of-Lean-Manufacturing&id=784987