Techniques of Lean Manufacturing1) 5s: The5s is the combination of five Japanese words which are Seiri means organization(Sort, Clearing, Classify), Seiton means neatness (Straighten, Simplify, Set inorder, Configure), Seiso means cleanliness (Sweep, shine, Scrub, Clean andCheck), Seiketsu means standardization (Standardize, stabilize, Conformity) andShitsuke means discipline (Sustain, self-discipline, custom and practice) (Gappet al., 2008). However, some companies use 6th s for the safety ofcompany. 5S is an adequate method that can move forward housekeeping, environmentalperformance, and security guidelines efficiently (O’hEocha, 2000).2) Kaizen: Thegeneral 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-upactivities are done fundamentally by the workers of the company. “Continuous Improvement, without spending much money……… using commonsense” (Modarress, 2005). It is about making the most about5-M of the organization i.e. 1.Manpower 2.
Material 3.Method 4.Machine 5.Measurement.The basicsteps to incorporate kaizen as an enterprise-wide programme consists of the4I’s.1.Inspire 2.
Inform 3.Implement 4.Improve3) Visual Management: Visualmanagement is one of the lean techniques which is designed for the people whoare entering into a new working environment, even the individuals who are newto 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: Itis a procedure of manufacturing which is a subsection of Just-In-Timemanufacturing and lean management including technology innovation (Feld, 2000).The objective of cellular manufacturing is to move as fast as possible, make anenormous of identical products while making as less waste as possible (Pattanaik, 2009). It extremelywell relies upon the course of action of the considerable number of partswithin the workplace and can get many benefits if applied in a right way.
5) ValueStream Mapping: It is a lean management system forexamining the present state and outlining a future state for the arrangement ofevents that take a product or services from its start through to the client (Rother, 2003). It is a simplehowever eye-opening experience that recognizes every activity that makes aproduct or service through any procedure. ReferencesFeld, W. M. (2000).
Lean manufacturing: tools, techniques, and how to use them. CRC Press.Gapp, R., Fisher, R.
, & Kobayashi, K. (2008). Implementing 5S withina Japanese context: an integrated management system.
Management Decision, 46(4), 565-579.Modarress, B., Ansari*, A., & Lockwood, D. L. (2005).
Kaizen costingfor 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 forenvironmental management at Cooke Brothers Ltd.
The TQM Magazine, 12(5), 321-330.Pattanaik, L. N., & Sharma, B. P. (2009). Implementing leanmanufacturing 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.
