All entries for Sunday 24 November 2013
November 24, 2013
At its most basic level, Lean is all about having a perfect value creation process, that ensures there is no waste reducing customer value. It is all about being as efficient as possible when it comes to producing something, with no factors occuring that increase waste with the customer getting the fullest value available. Essentially, management focus shifts from departments being seperate entities, with their own individual processes, to the organisation being one flowing process. This is done largely through value stream mapping, which maps a process in its entirety from start to finish, and highlights where value is added, and where waste occurs in a process.
It can therefore, theoretically, lead to an organisation acting upon these issues, to ensure that the customer recieves the maximum amount of value. As companies better understand their processes, it also sbsequently breed organisational learning, whilst the organisation can respond better and faster to changing customer demands and requirements. Furthermore, Lean is not solely used in manufacturing processes (although it originates from Toyota), but can also be applicable to the service industry. It is essentially a way for an organisation to think and act, rather than produce. It is essentially all about understanding the purpose, the process and the people.
Right, that is some information that people selling Lean say, now it is time to find out just how good it really is and what it does from academic references! My currently limited knowledge says it is a useful tool when implemented correctly, and that it shares some similiarities to Six Sigma (in that you map processes). However, further reading will be required to correctly judge this process! On to the PMA!