Author : Gopinath S 1
Date of Publication :7th February 2017
Abstract: In today’s competitive world, it is quite necessary for an organization to maintain certain key strategical tools to survive in the market. Lean manufacturing is defined as a systematic procedure which helps in the process of waste management and elimination within an enterprise. Lean manufacturing involves 5S which is a set of principles and standards. This research paper emphasis on formulating key essential certifications that a manufacturing industry must procure so to maintain standards. 5S is one of the key tools that a company can acquire that helps it in continuous improvement culture. 5S proclaims for certain visual disciplines to be maintained. 5S strategical represents systematic approach for the overall improvement in quality, productivity and improvement. This research paper proposes the various aspects of 5S and value based analysis is done using certain analytical software’s. SME’s were approached with different questionnaires and proper survey data was collected, interpreted and used for analysis. Relationship between each category is realized and conclusion drawn
Reference :
-
- Arash Ghodrati, Norzima Zulkifli, The Impact of 5S Implementation on Industrial Organizations’ Performance, International Journal of Business and Management Invention, vol.2(3), 2013, 43-49.
- DeryaSevimKorkut, NevzatCakıcıer, E. Seda Erdinler, GökselUlay and AhmetMuhlisDogan, 5S activities and its application at a sample company, African Journal of Biotechnology Vol. 8 (8), 20 April, 2009, 1720-1728.
- Gheorghe DULHAI, “The 5S strategy for continuous improvement of the manufacturing process in autocar exhaust”, Journal of Management & Marketing, 2008, Vol. 3(4), 115-120.
- HarshaLingareddy, G. Sahitya Reddy, K. Jagadeshwar, “5S as a tool and strategy for improving the work place”, International Journal of Advanced Engineering Technology, 2013, Vol. 4(2), 28-30.
- Ho, S.K.M., Cicmil, S. and Fung, C.K. (1995), “The Japanese 5-S practice and TQM training”, Training for Quality, Vol. 3 No. 4, pp. 19-24.