Caesars Casino: Implementing LEAN Operations with the 5S Tool Set

This case study examines the implementation of LEAN operating principles at Caesars Entertainment, specifically focusing on the 5S tool, with an emphasis on the 'set-in-order' principle. It contrasts the LEAN approach with non-LEAN methods, highlighting the efficiency gains and waste reduction achieved through proper organization and placement of items. The analysis demonstrates how LEAN implementation improves service delivery, customer satisfaction, and overall business operations by minimizing time wastage and streamlining processes. The case study concludes that LEAN principles offer significant advantages to both customers and the company, fostering a win-win situation through improved products and services.

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Five day Kaizen event- S tools implementation
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Introduction
Lean in business means maximizing value and minimizing waste. It aims to increase the
value that the customers receive while decreasing or eliminating waste within the service system
(Zhou 458). When Brad Hirsch became the General Manager and Vice President of the Caesars
Entertainment, he led the implementation of the LEAN operating principles which improved the
operations of the company significantly. One of the LEAN tools used was the 5S usually
conveyed as sort, set-in-order, shine, standardize, and sustain.
Comparison of the Set-in-order S tool to LEAN and non-LEAN
The set-in-order S tool describes the concept of ensuring everything in the business is in
the right place, and at the right time (Drohomeretski et al. 811). Every item needs to be located at
a specific area where it can be easily accessed. Typically, this could involve grouping related
items in one region as well as marking this places clearly for easy visibility. The main idea
behind this is to make sure anyone can trace these items quickly. It all starts by re-arranging the
area and grouping the items again. The team at Tunica, therefore, grouped the items in three
piles; (1) items that were certainly needed, (2) those they were not sure whether they needed, and
(3) those were not needed. Those that were not required were discarded or repurposed while the
certainly needed ones were set in order. The not-so-sure-of-the-need pile was analyzed keenly,
and the items were determined whether they were useful or not. Therefore, placing them in the
designated area or discarded.
Compared to the non-lean, the lean approach is very effective in putting things in order
and making the place tidy (Piercy and Nick 285). For instance, in the kaizen event, the
employees were able to eliminate waste observations between 25%-90%. As such, the process

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removed obstacles from their way as they could trace the items required quickly within a few
seconds. Usually, in the non-lean process, whereby items are haphazardly placed everywhere, the
workers undergo through frustrating episodes trying to locate the said item. In turn, this affects
the outcome of the business as a lot of time is wasted in looking for the right item. The
implementation of the set-in-order S tool through the LEAN program, therefore, makes the work
lot easier and also less stressful. Time wastage is minimized, and this translates to better business
operations (Fullerton et al. 421). For instance, serving customers is done quickly thereby
improving the overall service delivery process. Customers are pleased when they are attended
swiftly and given the exact items they ordered. Therefore, this can only be achieved by a proper
organization of the objects in the right place. Through this, the company can gain a massive
influence and increase the number of their guests since they will be driven by the customer’s
satisfaction services offered (Piercy and Nick 293).
Conclusion
The LEAN implementation in business operations offers beneficial advantage not only to
the customers but also to the company. Once the customers receive a higher value for their
money through improved products and service delivery, it creates a win-win situation. Therefore,
businesses should aim at determining what the customers want through value definition,
eliminate waste, and strive for excellence.

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Works cited
Drohomeretski, Everton, et al. "Lean, Six Sigma and Lean Six Sigma: an analysis based on
operations strategy." International Journal of Production Research 52.3 (2014): 804-824.
Fullerton, Rosemary R., Frances A. Kennedy, and Sally K. Widener. "Lean manufacturing and
firm performance: The incremental contribution of lean management accounting
practices." Journal of Operations Management 32.7-8 (2014): 414-428.
Piercy, Niall, and Nick Rich. "The relationship between lean operations and sustainable
operations." International Journal of Operations & Production Management 35.2 (2015):
282-315.
Zhou, Bin. "Lean principles, practices, and impacts: a study on small and medium-sized
enterprises (SMEs)." Annals of Operations Research 241.1-2 (2016): 457-474.