II. LEAN THINKING
Womack and Jones explained that lean thinking is much more than a technique; it is a way of thinking, and the whole system approach that creates a culture in which everyone in the organization continuously improve operations. Lean thinking is essentially about getting the right things, to the right place, at the right time, in the right quantity while minimizing waste and being open and responsive to change.…
Achieving a lean thinking status requires dramatic changes in all areas of the organization.…
Lean thinking is a philosophy that shortens the time between the customer’s request…
Waste is anything that does not add value to a product or service from the standpoint…
Lean methodology gives some specific rules to use in determining what kinds of activities…
Overproduction: Generating something (including information) more than it…
Motion: Movement of people that does not add value. For instance, in manufacturing:…
Transportation: Movement of product that does not add value. For instance,…
Waiting: Idle time created when material, information, people, or equipment is not ready. For instance, in manufacturing: waiting for materials; in service: waiting for reports. Processing: Effort with no value added from the customer’s viewpoint. For…
Inventory: More materials, parts, or products on hand than the customer needs…
Defects'. Work that is inferior to what the customer has requested. Any kind…
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