Lean Techniques and Their Organizational Influence
Lean Techniques and Their Organizational Influence
Paul Ainsworth
Abstract
This review of related literature examines the necessity to analysis organizational needs and addresses those needs with the appropriate lean method. The idea of an organization going or becoming “lean” continues to attract organizational leaders. However, its extent of application and lack of preparatory analysis have created skepticism about the value of lean techniques. Misinterpretation of lean method capabilities and organizational needs results in perceived failure of lean initiatives. Literature selected for this review reflects the authors’ practical background in lean techniques and real world application, implementation and success of various lean methods. Lean initiative successes follow a common thread of analysis of organizational problems, matching lean methods to the problems and organizational leadership commitment to lean initiatives.
Lean Manufacturing
The misunderstanding and misinterpretation of the Lean concept continues after 50 years. Lean has many elements to address and influence the different aspects of business needs. Proper evaluations and measurements will give a true picture of the impact and value of specific Lean methods. Lean manufacturing is the belief that the removal of waste in the production of products or the delivery of services will increase productivity, increase quality, and decrease costs. The concepts of lean originated in Japan after the Second World War. They laid the lean foundation with observations that clutter in the workplace resulted in an increase in lost and damaged material and more time spent looking for material. In the beginning years, lean manufacturing was applied solely to manufacturing. Years later, people realized that with slight modifications, lean was adapted to the service industry.
As important as understanding
Paul Ainsworth
Abstract
This review of related literature examines the necessity to analysis organizational needs and addresses those needs with the appropriate lean method. The idea of an organization going or becoming “lean” continues to attract organizational leaders. However, its extent of application and lack of preparatory analysis have created skepticism about the value of lean techniques. Misinterpretation of lean method capabilities and organizational needs results in perceived failure of lean initiatives. Literature selected for this review reflects the authors’ practical background in lean techniques and real world application, implementation and success of various lean methods. Lean initiative successes follow a common thread of analysis of organizational problems, matching lean methods to the problems and organizational leadership commitment to lean initiatives.
Lean Manufacturing
The misunderstanding and misinterpretation of the Lean concept continues after 50 years. Lean has many elements to address and influence the different aspects of business needs. Proper evaluations and measurements will give a true picture of the impact and value of specific Lean methods. Lean manufacturing is the belief that the removal of waste in the production of products or the delivery of services will increase productivity, increase quality, and decrease costs. The concepts of lean originated in Japan after the Second World War. They laid the lean foundation with observations that clutter in the workplace resulted in an increase in lost and damaged material and more time spent looking for material. In the beginning years, lean manufacturing was applied solely to manufacturing. Years later, people realized that with slight modifications, lean was adapted to the service industry.
As important as understanding
References: Cappello, J. (2007). Lean manufacturing. Design News, 62(5), 18. Retrieved from http://search.proquest.com/docview/235245393?accountid=12085 Chauhan, G., & Singh, T Demel, S. M. (2013). Embracing 'lean ' - it 's all about the process. The American City & County, Retrieved from http://search.proquest.com/docview/1322652592?accountid=12085 Drickhamer, D Fife,William J.,,Jr. (1992). It 's very clear - flexible manufacturing systems are here to stay. Cost Engineering, 34(5), 21. Retrieved from http://search.proquest.com/docview/220431741?accountid=12085 George, M., Rowlands, D., Price, M., & Maxey, J Godfrey, A. B. (2012). How far we 've come. ASQ Six Sigma Forum Magazine, 12(1), 4-6. Retrieved from http://search.proquest.com/docview/1220999794?accountid=12085 Hunter, S Hyer, N., & Wemmerlov, U. (2004). Cell manufacturing. Mechanical Engineering, 126(3), E14-E16. Retrieved from http://search.proquest.com/docview/230196738?accountid=12085 Johnson, S., & Kleiner, B Joseph, E. R. (2008, Mar 29). Adopting kaizen in our work culture. New Straits Times. Retrieved from http://search.proquest.com/docview/272104551?accountid=12085 Karim, A KocakÃ1⁄4lâh, M.,C., Brown, J. F., & Thomson, J. W. (2008, May). Lean manufacturing principles and their application. Cost Management, 22, 16-27. Retrieved from http://search.proquest.com/docview/209697489?accountid=12085 LeGault, M Lucey, J. J. (2008). The state of lean manufacturing in the uk 2001 to 2006. Management Services, 52(3), 16-20, 22-25. Retrieved from http://search.proquest.com/docview/234258092?accountid=12085 Maggard, B McCullough, M. (2011, Nov 07). Lean manufacturing 's oversized claims. Canadian Business, 84, 131-132. Retrieved from http://search.proquest.com/docview/918797941?accountid=12085 Minter, S Neese, M., & Kong, S. M. (. M. ). (2007). Establishing a kaizen culture. Circuits Assembly, 18(11), 57-58. Retrieved from http://search.proquest.com/docview/216079707?accountid=12085 Quarterman, L Seddon, J. (2011). Lean is a waning fad. Management Services, 55(4), 34-36. Retrieved from http://search.proquest.com/docview/921993300?accountid=12085 Shil, N Womack, J. P. (2006). Value stream mapping. Manufacturing Engineering, 136(5), 145-146,148,150-156. Retrieved from http://search.proquest.com/docview/219715928?accountid=12085