Shipping 6S = Shipping Success
Adhesive Applications in Easthampton, MA, has been a leading manufacturer of adhesive and foam tapes for more than fifty years, serving the medical, automotive, building/construction, aerospace, electronics, appliance, and graphics industries.
Toward the end of 2024, after completing several successful continuous improvement activities with MassMEP, senior management identified Shipping as an area with strong potential for further process improvement. The goal was to strengthen flow, organization, and standard work so the department could continue supporting customer needs with speed and consistency.
A cross-functional team of employees partnered with MassMEP to plan and run a 6S Kaizen event in the Shipping Department. The team began by aligning on a clear agenda and reviewing Lean tools and principles to ensure everyone shared the same improvement mindset. They also developed a Kaizen mandate that focused on opportunity rather than fault: “The current lack of organization and standardization in Shipping is creating waste and delays. Strengthening standard processes will reduce errors, support on-time delivery, improve the customer experience, and lower overall costs.”
Understanding the Current State
The team was encouraged to “Go to Gemba”—to observe the work where it happens and understand the reality of the current process. They completed a 6S audit of the Shipping area to establish baseline measures and identify specific obstacles affecting efficiency and consistency.
Once the current state was documented, the team brainstormed solutions and built a Kaizen plan. They discussed what improvements to make, how and when to make them, and what barriers might slow progress. Observations showed that time was being lost to searching for tools, equipment, and information. Packing inaccuracies and avoidable delays were also occurring, and excessive movement between workstations was adding strain and slowing throughput.
From these findings, the group developed twenty action items focused on organization, flow, and quality assurance. A key objective was to design a reliable “last-step” verification method, including a simple perfection check form to ensure each shipment met requirements before leaving the facility.
Making Improvements and Testing Change
During implementation, the team ran trials and simulations to confirm that changes were effective. For each improvement, they also created sustainment steps so gains would last over time. Because Shipping connects closely with other departments, the plan included training for anyone interacting with the area to ensure the new processes were used consistently.
As work progressed, the team recognized that shipping errors had additional root causes beyond layout and organization. Rather than forcing everything into one event, they made a smart decision to split Shipping Error Reduction into a second Kaizen. This allowed the first event to stay focused on 6S improvements, while a follow-on effort would dig deeper into error drivers.
Future State Objectives
Kaizen Part 1: 6S Implementation Introducing 6S principles streamlined the Shipping area, reducing searching, walking, and wasted time.
· Current state 6S audit score: 83 (best = 0, worst = 112)
· Target: 20% reduction
Part 2: Shipping Error Reduction Reduce shipping errors from 3% to 0.5% by improving: a) Ability to locate and retrieve items quickly b) Walking distance and motion waste c) Storage and staging processes across departments d) Employee satisfaction and confidence
Before and After: A Clear Transformation
Shipping Area Before
At the start of the event, the Shipping area had grown organically over time to meet changing needs. As a result, storage locations and quantities were not consistently labeled, and some materials and tools were kept wherever space was available. The workbench location limited access from both sides, and several machines and pieces of equipment did not yet have clearly posted start-up instructions, safety signage, or visual warnings. Much of the day-to-day workflow relied on employees’ experience and familiarity with the area. The packing label printer was positioned in a spot that was less convenient to reach, and the team noted opportunities to strengthen safety controls and visual markings around the electrical box.
By the end of the Kaizen, thirteen of the twenty action items were complete, and the remaining tasks were already underway. The team built a focused 30-day follow-up plan with four final items, all of which were assigned and addressed—such as relocating an electrical drop, planning a sealing-area Kaizen, and ordering needed visual tools and shelving.
Results from Part 1
· 6S score improved from 83 to 60, a 23% improvement
· Layout changes expanded packing capacity from 3 to 4 stations, increasing output and reducing walking.
Kaizen Part 2: Reducing Shipping Errors
For the second Kaizen, the team reviewed error data to ensure they were targeting the highest-impact issues. One clear finding was that order priority was not always visible, which forced staff to stop and call other departments for clarification.
The top three error categories were:
1. Incorrect quantity – 27 occurrences
2. Customer confirmation letters – 14 occurrences
3. Ship completion/documentation – 13 occurrences
Using a process flow map of Shipping, the team pinpointed likely failure points and created new countermeasures. Three key improvements were implemented:
1. A cross-check stamp listing required verification items
2. A simple tally process
3. Standard work for completing cross-check sheets
The tally process was implemented immediately, and the remaining two improvements were completed the following month. Training was provided to ensure consistent use.
One Year Later: Sustaining Momentum (November 2025)
A year after the Shipping 6S event, the improvements have continued to deliver value. The department has expanded visual staging areas by carrier and completed additional layout Kaizens to further strengthen flow and ergonomics.
Key sustained results include:
· Packing error rate reduced from 3% to 1%, with continued work toward zero
· 6S audit score improved by another 15–20 points, now landing around 40–45 (an additional ~28% gain)
· Expanded packing area with added tables and a more open layout
· Investment in barcode readers and dimensioners to improve accuracy and reduce manual counting and transcription errors
Employees report higher confidence, less wasted motion, and better ergonomic conditions—showing that the improvements supported both performance and day-to-day work experience.
A 6S Success! 
The Shipping Department at Adhesive Applications has turned process improvement into a sustainable habit. With stronger organization, clearer standards, safer layouts, and continued Kaizen engagement, efficiency has increased and quality has improved. Just as importantly, employees have a workspace that supports them—making it easier to do great work every day.
Shipping 6S truly delivered what it set out to achieve: a stronger process, better results, and a culture that keeps improving.