Lean manufacturing is a business model and collection of tactical methods that emphasize eliminating non-value added activities (waste) while delivering quality products on time at least cost with greater efficiency

Difference bet in kanban and jit

Best Answer:  kanban is a means through which JIT is achieved.

JIT is the strategy implemented to improve the return on investment of a business by reducing in-process inventory and the associated costs.

In order to achieve JIT the process must have signals of what is going on elsewhere within the process. This means that the process is often driven by a series of signals, which is Kanban.

Kanban is a signaling system to trigger action

kanban is the method through which just-in-time production is achieved.

just-in-time is when inventories are kept low, or zero and everything arrives just in time, so storage cost and inventory costs are low.

kanban is a system that measures and gives signals when inventories are too low, so more would need to be ordered to arrive just-in-time.

The 5 S

There are five 5S phases: They can be translated from the Japanese as "sort", "straighten", "shine", "standardise", and "sustain". Other translations are possible.

Seiri[edit]

整理 (Sort)[edit]

Remove unnecessary items and dispose of them properly Make work easier by eliminating obstacles Reduce chance of being disturbed with unnecessary items Prevent accumulation of unnecessary items Evaluate necessary items with regard to cost or other factors Remove all parts not in use Segregate unwanted material from the workplace Need fully skilled supervisor for checking on regular basis

Don`t put unnecessary items at the workplace & define a red-tagged area to keep those unnecessary items

Seiton[edit]

整頓 (Systematic Arrangement)[edit]

Can also be translated as "set in order", "straighten" or "streamline" Arrange all necessary items so they can be easily selected for use Prevent loss and waste of time Make it easy to find and pick up necessary items Ensure first-come-first-served basis Make workflow smooth and easy All above work should be on regular base

Seiso[edit]

清掃 (Shine)[edit]

Can also be translated as "sweep", "sanitize", "shine", or "scrub" Clean your workplace completely Use cleaning as inspection Prevent machinery and equipment deterioration Keep workplace safe and easy to work keep work place clean

Seiketsu[edit]

清潔 (Standardize)[edit]

Standardize the best practices in the work area. Maintain high standards of housekeeping and workplace organization at all times. Maintain orderliness. Maintain everything in order and according to its standard. Everything in its right place.(Chilled totes in chilled area, Dry totes in dry area.) Every process has a standard.

Shitsuke[edit]

躾 (Sustain)[edit]

To keep in working order Also translates as "do without being told" (though this doesn't begin with S) Perform regular audits Training and Discipline Training is goal oriented process. its result feedback is necessary monthly

Additional Ss[edit]

Other phases are sometimes included e.g. safety, security, and satisfaction. These however do not form a traditional set of "phases" as the additions of these extra steps are simply to clarify the benefits of 5S and not a different or more inclusive methodology.[citation needed]

Safety[edit]

The phase "Safety" is sometimes added.[3] There is debate over whether including this sixth "S" promotes safety by stating this value explicitly, or if a comprehensive safety program is undermined when it is relegated to a single item in an efficiency-focused business methodology.

Security[edit]

The phase "Security" can also be added.[citation needed] To leverage security as an investment rather than an expense, the seventh "S" identifies and addresses risks to key business categories including fixed assets (PP&E), material, human capital, brand equity, intellectual property, information technology, assets-in-transit and the extended supply chain. Techniques are adapted from those detailed in Total security management (TSM) or the business practice of developing and implementing comprehensive risk management and security practices for a firm’s entire value chain.

The Origins of 5S[edit]

5S was developed in Japan and was identified as one of the techniques that enabled Just in Time manufacturing.[4]

Two major frameworks for understanding and applying 5S to business environments have arisen, one proposed by Osada, the other by Hirano.[5][6] Hirano provided a structure for improvement programs with a series of identifiable steps, each building on its predecessor. As noted by John Bicheno,[7] Toyota's adoption of the Hirano approach was '4S', with Seiton and Seiso combined.

Variety of 5S Applications[edit]

5S is now being applied to a wide variety of industries. It has expanded from manufacturing to health care, education, government, and many other industires. [8] Although the origins of the 5S methodology are in manufacturing, it can also be applied to knowledge-economy work, with information, software, or media in the place of physical product.[9]

Six sigma

PLANEstablish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals). By establishing output expectations, the completeness and accuracy of the spec is also a part of the targeted improvement. When possible start on a small scale to test possible effects.

DOImplement the plan, execute the process, make the product. Collect data for charting and analysis in the following "CHECK" and "ACT" steps.

CHECKStudy the actual results (measured and collected in "DO" above) and compare against the expected results (targets or goals from the "PLAN") to ascertain any differences. Look for deviation in implementation from the plan and also look for the appropriateness and completeness of the plan to enable the execution, i.e., "Do". Charting data can make this much easier to see trends over several PDCA cycles and in order to convert the collected data into information. Information is what you need for the next step "ACT".

ACTIf the CHECK shows that the PLAN that was implemented in DO is an improvement to the prior standard (baseline), then that becomes the new standard (baseline) for how the organization should ACT going forward (new standards are enACTed). If the CHECK shows that the PLAN that was implemented in DO is not an improvement, then the

existing standard (baseline) will remain in place. In either case, if the CHECK showed something different than expected (whether better or worse), then there is some more learning to be done... and that will suggest potential future PDCA cycles. Note that some who teach PDCA assert that the ACT involves making adjustments or corrective actions... but generally it would be counter to PDCA thinking to propose and decide upon alternative changes without using a proper PLAN phase, or to make them the new standard (baseline) without going through DO and CHECK steps.

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