Techniques of Lean Manufacturing

1)      5s: The
5s is the combination of five Japanese words which are Seiri means organization
(Sort, Clearing, Classify), Seiton means neatness (Straighten, Simplify, Set in
order, Configure), Seiso means cleanliness (Sweep, shine, Scrub, Clean and
Check), Seiketsu means standardization (Standardize, stabilize, Conformity) and
Shitsuke means discipline (Sustain, self-discipline, custom and practice) (Gapp
et al., 2008). However, some companies use 6th s for the safety of
company. 5S is an adequate method that can move forward housekeeping, environmental
performance, and security guidelines efficiently (O’hEocha, 2000).

2)      Kaizen: The
general importance of Kaizen is to enhance a thing which is in awful condition.
The term kaizen in the lean manufacturing has the importance of bottom-up
activities are done fundamentally by the workers of the company. “Continuous Improvement, without spending much money……… using common
sense” (Modarress, 2005). It is about making the most about
5-M of the organization i.e. 1.Manpower   2.Material
  3.Method   4.Machine   5.Measurement.The basic
steps to incorporate kaizen as an enterprise-wide programme consists of the
4I’s.

1.
Inspire   2.Inform   3.Implement   4.Improve

3)      Visual Management: Visual
management is one of the lean techniques which is designed for the people who
are entering into a new working environment, even the individuals who are new
to the detail of the procedures, can quickly observe what is happening,
comprehend it and see what is under control and what isn’t (Feld, 2000).

4)      Cellular Manufacturing: It
is a procedure of manufacturing which is a subsection of Just-In-Time
manufacturing and lean management including technology innovation (Feld, 2000).
The objective of cellular manufacturing is to move as fast as possible, make an
enormous of identical products while making as less waste as possible (Pattanaik, 2009). It extremely
well relies upon the course of action of the considerable number of parts
within the workplace and can get many benefits if applied in a right way.

5)     
Value
Stream Mapping: It is a lean management system for
examining the present state and outlining a future state for the arrangement of
events that take a product or services from its start through to the client (Rother, 2003). It is a simple
however eye-opening experience that recognizes every activity that makes a
product or service through any procedure.

 

References

Feld, W. M. (2000). Lean manufacturing: tools, techniques, and how to use them. CRC Press.

Gapp, R., Fisher, R., & Kobayashi, K. (2008). Implementing 5S within
a Japanese context: an

integrated management system. Management Decision, 46(4), 565-579.

Modarress, B., Ansari*, A., & Lockwood, D. L. (2005). Kaizen costing
for lean manufacturing: a

case study. International Journal of Production Research, 43(9), 1751-1760.

O’hEocha, M. (2000). A study of the influence of company culture,
communications and

employee attitudes on the use of 5Ss for
environmental management at Cooke Brothers

Ltd. The TQM Magazine, 12(5), 321-330.

Pattanaik, L. N., & Sharma, B. P. (2009). Implementing lean
manufacturing with cellular layout:

a case study. The International Journal of Advanced Manufacturing Technology, 42(7), 772-779.

Rother, M., & Shook, J. (2003). Learning to see: value stream mapping to add value and

eliminate muda. Lean Enterprise Institute.