MDSC Systems (hereafter MDSC) is a manufacturing company within Maru Group, encompassing the Maru Defense and Rolling Unit brands. The company supplies products across Europe and has also expanded into the US market.
As MDSC prepared to move into a new production facility of approximately 8,000 m², the company recognized that a new building alone would not resolve existing questions around work organization. The company wanted to begin operations in the new facility with clearer processes, more precisely defined responsibilities and a more systematic approach to workplace organization.
Working with Lean Digital, MDSC developed a clear system for implementing 6S. This involved modelling the implementation process, assigning production-area owners, establishing an audit and task management system, and testing new ways of working before moving into the new facility.
Case Study at a Glance
- Client: MDSC Systems
- Industry: Manufacturing, defense industry and mobile units
- Location: Estonia
- Focus: Standardizing production operations through 6S and process modelling
- Key topics: Process clarity, clearly defined responsibilities, visual management, auditing and employee involvement
- Outcome: A structured 6S system with designated production-area owners, audits, performance measurement, visual management and digital instructions
About MDSC Systems
MDSC Systems develops, designs and manufactures expandable space solutions and specialized containers tailored to each customer's specific needs. Under the Maru Defense and Rolling Unit brands, the company offers innovative, highly specialized solutions for both the defense and civilian sectors.
Maru Defense focuses on the defense and crisis-response sectors, with field hospitals among its key products. According to an MDSC representative, the field hospitals in use in Estonia were manufactured by the company, and its products have also been delivered to crisis regions elsewhere. Rolling Unit provides solutions for internal security and commercial customers. For example, the company has manufactured a ski-waxing truck for the US biathlon team and expandable command vehicles for the Estonian Rescue Board.
MDSC's new production facility covers approximately 8,000 m² and employs around 65 specialists. The company operates in accordance with requirements associated with ISO 9001, ISO 14001 and AQAP 2110.
As production grew, so did the need for clearer, more systematic production management, bringing people, processes and the physical working environment together as a unified whole.
Challenges:
Planning Production Operations and 6S Implementation for the New Facility
Moving into a new production facility gave MDSC an opportunity to review its existing ways of working and establish common principles for the new factory.
The company wanted to introduce clearer standards, responsibilities and management routines in its new production environment.
1. Production operations had to be planned before the move
MDSC knew approximately a year in advance that it would be moving into a new production facility. This made it possible to plan not only the physical environment but also how everyday work would be organized there.
The company therefore began implementing 6S principles in its existing facility. This allowed MDSC to test and refine new solutions in an actual production environment before relocating.
2. Production areas needed common standards and clear ownership
MDSC wanted to define individual production areas in its new facility and assign a specific person responsible for each one.
The aim was to clarify responsibilities and bring decision-making as close as possible to everyday operations. Each area would have an owner responsible for monitoring compliance with agreed standards and managing necessary improvements.
3. 6S needed to become part of everyday operations
MDSC did not intend 6S to be a one-off workplace organization project. It needed to become a system that would be used and developed continuously.
This required agreement on how production areas would be audited, how results would be measured, and how owners and deadlines would be assigned to improvement activities.
4. Implementing 6S required systematic change management
MDSC's previous ERP implementation had demonstrated how process modelling helps keep activities, responsibilities and deadlines clearly defined when implementing major changes.
The company decided to apply the same principle to 6S. A dedicated implementation process was created to give the team a shared understanding of project progress, individual responsibilities and upcoming activities.
In this way, process modelling also became a change management tool for MDSC, helping the company integrate 6S principles into everyday operations step by step.
Solution:
Implementing 6S Through Process Modelling
Lean Digital helped MDSC establish a clear change management system for implementing 6S, combining process modelling, practical testing and employee involvement.
Implementation began in the existing production facility. This allowed the team to test agreed ways of working in the production environment, evaluate the results and refine processes before moving into the new building.
The entire 6S implementation process was modelled
- 6S implementation was treated as a separate, manageable process. MDSC and Lean Digital defined the project stages, activities, responsibilities and deadlines.
- Regular meetings were scheduled at the very beginning of the project. This helped keep implementation a priority alongside everyday production activities.
- The process model gave the team a shared overview of completed activities, work in progress and upcoming steps.
Production areas and their owners were defined
- Production was divided into clearly defined areas, each with an assigned owner.
- Each owner was responsible for ensuring their production area met the agreed standards and for overseeing necessary improvements. Assigning owners to production areas clarified roles and reduced the need to refer every area-specific issue to the production manager.
An audit and improvement system was established
- Audit principles and performance indicators were developed to monitor the effectiveness of 6S.
- Improvement needs identified during audits were linked to specific actions, owners and deadlines. Results were visualized in charts so that progress was clearly visible to the team.
Processes were tested in the production environment
- Process modelling and practical implementation took place in parallel.
- Once a new way of working had been modelled, the team tested it in production. Based on the experience gained, the model was refined where necessary, and the solution was tested again.
- This approach made it possible to develop standards based on the actual production environment rather than on theoretical models alone.
Visual management was introduced
- MDSC established clear visual principles for tools, their locations and 6S-related information throughout production.
- Tools were assigned designated locations, and visual markings were introduced in production areas. Process models and other essential information were made easily accessible to employees in the production environment.
Physical and digital management were combined
- MDSC and Lean Digital decided to retain physical management boards because the regular discussions held around them encourage direct communication and collaborative problem-solving.
- At the same time, the physical boards were connected to digital process information. QR codes give employees direct access to process instructions, checklists and audit guidelines.
- In this way, digital tools complement rather than replace physical management routines.
Employees were involved, and an internal training system was established
- MDSC involved employees more broadly in 6S implementation so that knowledge and responsibility would not remain solely with the implementation team.
- Production-area owners trained new auditors, who gained experience across different production areas. Training was also developed for new employees to introduce 6S principles and teach their practical application.
Key Results: StandardiSed 6S Practices in Production
Before moving into its new production facility, MDSC had modelled its 6S principles and tested them in its existing production environment.
Implementing 6S gave the company a common framework for organizing production areas, assigning responsibilities, measuring results and driving continuous improvement.
1. Clearly defined ownership of production areas
- Specific owners were assigned to production areas to monitor compliance with agreed standards and oversee necessary improvement activities.
- This clarified responsibilities and reduced the need to refer every production-area issue to the production manager.
2. Measurable and visible 6S progress
- MDSC assesses its production areas through audits and visualizes the results in charts.
- Several departments have recorded results of approximately 90%. The next objective is to standardise the level achieved and ensure that it is maintained in everyday operations.
3. Production operations were prepared before the move
- Production areas, their owners, and the principles for managing audits and tasks had all been planned before the move into the new facility.
- MDSC was therefore able to introduce working practices in its new production environment that had already been tested in the existing facility.
4. Physical and digital management complement each other
- Physical management boards facilitate regular team discussions, while QR codes provide quick access to detailed process information.
- This keeps everyday management visible on the production floor while making the necessary instructions digitally accessible to employees.
5. 6S knowledge can be passed on throughout the organization
- MDSC established a system in which trained production-area owners can train new auditors.
- This helps develop 6S expertise throughout the organization and supports the onboarding of new employees.
6. A foundation was established for further process improvements
- MDSC treats 6S as an ongoing process rather than a completed project.
- The next stage is to use the established standards and management routines to improve processes, cross-departmental collaboration and the broader value chain.
Lessons from Implementing 6S and Managing Change in Manufacturing
MDSC's experience demonstrates that implementing 6S is also a change management process requiring consistency, employee involvement and adherence to agreed standards.
- Involve enough people. A system becomes more sustainable when knowledge and responsibility are shared among multiple employees.
- Allow sufficient time for implementation. MDSC began preparations in its existing production facility and used that environment to test its solutions.
- Refine processes based on practical application. Implement planned ways of working in production and adapt processes according to what works and what needs to change.
- Establish clear ownership. Every production area should have someone responsible for maintaining agreed standards.
- Measure consistently. 6S does not end when a target is achieved. Results need to be monitored regularly, and standards must continue to evolve.
- Create a system for transferring knowledge. Training new auditors and employees helps retain 6S expertise within the organization.
What MDSC's Experience Means for Other Manufacturing Companies
MDSC's experience shows that major changes in manufacturing, whether moving into a new facility or developing existing operations, provide an opportunity to review not only the physical working environment but also work processes, responsibilities and everyday management routines.
Combining 6S with process modelling helps define how production areas should operate, who is responsible for them, and how agreed standards are measured and maintained.
The important thing is to start before making physical changes. By modelling, testing and refining processes before wider implementation, companies can begin operating in a new environment with well-defined working practices already in place.
MDSC's experience also highlights a broader principle: 6S is not simply about workplace organization. It provides a foundation for continuous process improvement.
Frequently Asked Questions About 6S and Process Modelling
What is 6S in manufacturing, and how does it differ from 5S?
6S is a method for managing work organization and the working environment. It builds on the principles of 5S and adds safety as a sixth element.
MDSC implemented 6S to establish consistent working practices across production areas, assign clear ownership and introduce an audit-based system for continuous improvement.
How does process modelling help with 6S implementation?
Process modelling helps define implementation activities, responsibilities, deadlines and the relationships between them.
MDSC used its process model as a shared implementation roadmap and refined it based on practical testing.
How did MDSC implement 6S before moving into its new production facility?
MDSC began modelling and testing 6S in its existing production facility.
This allowed the team to test new ways of working in an actual production environment and refine them before introducing them in the new building.
How does process modelling help manage change?
Process modelling makes change management activities, responsibilities, deadlines and upcoming steps visible.
MDSC used this approach during 6S implementation to maintain a shared understanding of project progress and the activities required.
How does 6S improve production operations?
6S helps manufacturing companies standardise workplaces, assign responsibilities and establish systems for auditing and continuous improvement.
MDSC combined 6S with process modelling to plan the working practices for its new production facility and test them in practice before relocating.
How can 6S remain effective after implementation?
Based on MDSC's experience, 6S requires clear standards, regular audits, designated owners and continuous monitoring of results.
Training new auditors and employees is also important to ensure that knowledge is retained within the organization.
Should 6S management be digital or physical?
MDSC uses a combination of both. Physical management boards encourage team communication, while QR codes provide quick access to digital process instructions, checklists and audit information.
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