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5S's

5S’s is a methodology used in the workplace organisation using five Japanese terms, which either in Japanese, or English, all begin in letter “S”. In Lean Manufacturing, these words are considered to be foundational.

The first “S” is Seiri or “Sifting” which delves into organising the work place; this includes the materials and tools needed to do daily tasks. Next is Seiton or “Straighten” (Set in Order) which is about making items easily accessible for use through orderly arrangement.

The third “S” is Seiso or “Spick and Span” (Shining) in reference to maintenance of the work area; keeping it clean and swept. The fourth S is Seiketsu or “Systematise” which involves the consistency of work practices or operation. Finally, Shitsuke or Standardising, which focuses on reviewing and maintaining standards, and ways to improve the process.

3Ms

In Lean manufacturing, the objective is to reduce the 3Ms in order to achieve a business’s improvement in terms of performance. These 3Ms came from three Japanese terms, Muri, Mura and Muda, which are believed to contribute to a company’s inefficiency, and potential downfall.

Muri means “over burden” in English, but also refers to absurdity and unreasonableness. Avoiding Muri is to standardise work.

Mura refers to unevenness, looks into the inconsistency of a company in terms of physical matter.

And finally Muda, which on the other hand means waste. Of the three, it is relatively the most important term. Reducing this is perceived to increase the profitability of a business.

7 Forms of Waste

Any resource or material that is surplus to requirement is considered waste.

In Lean Manufacturing, the aim is for these things to be identified and eliminated in order to improve the performance and productivity of the business.

Lean master, Shigeo Shingo, documented the Toyota Production System’s seven forms of waste. These are over production, unnecessary transportation, inventory, movement, defects, over production, and waiting. These seven are believed to hinder an organisation from moving forward and thus need to be addressed strategically.

Kanban

Coined by Taiichi Ohno, considered to be the “father” of the Toyota Production System, the word Kanban is a pull signal used trigger replenishment. Kanban can come in various forms such as a container, card or empty space.

Thus, Kanban is often seen as the lean production’s nervous system - a “pull” system that creates flexibility in the production area, and is said to be the way to achieve the just-in-time concept.

Just in Time (JIT)

Just in Time, or JIT, is probably the most well known of the Lean concepts. It is an inventory strategy that delves in improving an organisation’s return on investment through the careful planning

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