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The strategic elements of lean can be quite complex, and comprise multiple elements. Four different notions of lean have been identified: [44] Lean as a fixed state or goal (being lean) Lean as a continuous change process (becoming lean) Lean as a set of tools or methods (doing lean/toolbox lean) Lean as a philosophy (lean thinking)
Originating with lean manufacturing and the Toyota Production System, the 5 Ms is one of the most common frameworks for root-cause analysis: [10] Manpower / Mindpower (physical or knowledge work, includes: kaizens, suggestions) Machine (equipment, technology) Material (includes raw material, consumables, and information) Method (process)
The design for lean manufacturing equation is design for lean manufacturing success = strategic values minus the drivers of design and process wastes. A good design is one that simultaneously reduces waste and delivers value. [17] [18] There are multiple drivers that cause product, process, and lifecycle wastes. [19]
It was developed as a guide for managers of manufacturing plants on how to combine lean manufacturing and Six Sigma to improve quality and cycle time in the plant. [5] In the early 2000s Six Sigma principles expanded into other sectors of the economy, such as healthcare, finance, and supply chains. [citation needed]
Lean enterprise is a practice focused on value creation for the end customer with minimal waste and processes. [4] The term has historically been associated with lean manufacturing and Six Sigma (or Lean Six Sigma) due to lean principles being popularized by Toyota in the automobile manufacturing industry and subsequently the electronics and internet software industries.
Lean IT is the extension of lean manufacturing and lean services principles to the development and management of information technology (IT) products and services. Its central concern, applied in the context of IT, is the elimination of waste, where waste is work that adds no value to a product or service.
The Toyota Way is a set of principles defining the organizational culture of Toyota Motor Corporation. [1] [2] The company formalized the Toyota Way in 2001, after decades of academic research into the Toyota Production System and its implications for lean manufacturing as a methodology that other organizations could adopt. [3]
Lean thinking is a management framework made up of a philosophy, practices and principles which aim to help practitioners improve efficiency and the quality of work. Lean thinking encourages whole organisation participation. The goal is to organise human activities to deliver more benefits to society and value to individuals while eliminating ...