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]
(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]
(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]
(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]
(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]
(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 firms 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
PLAN
Establish 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.
DO
Implement the plan, execute the process, make the product. Collect data for charting and
analysis in the following "CHECK" and "ACT" steps.
CHECK
Study 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".
ACT
If 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.

dmaic

dmadv