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Automation and Imbalance
Published in Ken Eakin, Office Lean, 2019
Digitization, despite its huge potential to create time savings for customers and employees, rarely turns out to be the panacea everyone wants to believe it will be. Lean thinking can help. It helps by allowing leaders who make decisions about technology investments to evaluate and then minimize—or avoid altogether—the unintended negative impacts that the implementation of digital tools will almost always cause. Conducting value stream analysis, including measuring the throughput rates at each process step, and from the end-to-end perspective of the customer, should be a mandatory requirement for all technology projects prior to being started. Technological advancement should be a great thing. From the wheel to the internet, technological progress has, over the long run, improved the lives of humans immensely. Lean thinking allows companies to enhance productivity and shorten customer lead times by taking advantage of technology, while fully respecting its employees at the same time.
A Lean Mindset
Published in Gisi Philip, Sustaining a Culture of Process Control and Continuous Improvement, 2018
Lean thinking changes our mindset by focusing attention on looking for problems to solve versus waiting for the next one to occur before solving it. Continuous efficiency improvement requires that we actively stress systems to reveal the next problem or obstacle on the path to the “ideal” state. This may include reducing material inventory or batch size as a way to reveal the next improvement opportunity. Lean thinking also takes a systematic approach to finding and eliminating waste while improving process flow through employee engagement. It leverages employee capabilities throughout the organizational hierarchy to highlight waste for elimination while applying tools and techniques that move a process closer to a smooth, steady and continuous rate of flow, consistent with customer demand.
Background
Published in R. H. B. Ranns, E. J. M. Ranns, Practical Construction Management, 2016
R. H. B. Ranns, E. J. M. Ranns
This is not the case with the series of techniques which were proposed to facilitate the recommendations that are appearing in one form or other in many projects. Value Management: eliminating waste from the brief and ultimately the design.Benchmarking: understanding and measuring performance. Setting improvement targets.Cultural changes: principles of “zero defects”.Integrated processes: Utilising the full skills of the construction team to deliver value to the client.Product development: a commitment to develop a generic product by innovation to meet and exceed the needs of the client.Project implementation: develop the generic product into a specific project or site.Partnering the supply: driving innovation to establish sustained chain improvement up and down the supply chain. To share in the rewards of improved performance.Production components: design and development of a range of standard components.Lean thinking: eliminate waste in the production process, to increase the value.Sustained performance: continuously adding value and maintaining improved efficiencies.
Designing an Organizational Innovation Model with an Emphasis on the Approach of Lean Human Resource Management: The Case of Selected Municipalities of Mazandaran Province
Published in Fuzzy Information and Engineering, 2022
Ebrahim Ghasemzadeh, Mohammadreza Bagherzadeh, Seyedahmad Jafari kelarijani, Ezzatollah Baloui jamkhaneh
Many organizations encounter many problems in their environment in terms of competition and these problems are due to the high speed of changes in the environment, especially technological changes. In this regard, managers and employees should utilize their creativity and innovation power to adapt and accommodate rapid changes, production lines, management practices and production processes [33–35]. In fact, innovation is an essential and vital factor for organizations in order to establish sustainable value and virtue of competition [36–38], and more innovation can cause more success for organizations to respond to changes in the environment as well as establish and develop new capabilities that allow them to reach a better performance [39]. Lean thinking is an attitude to increase productivity and continuous value creation and minimize costs and waste. Lean production is actually philosophy, and an attitude that seeks to eliminate and remove any additional process that does not create added value from the preparation stage of raw materials to production and finally selling.
Beyond the ostensible: an exploration of barriers to lean implementation and sustainability in healthcare
Published in Production Planning & Control, 2020
Higor Leite, Nicola Bateman, Zoe Radnor
Originally, an approach developed by the Japanese company Toyota in the mid-50s and known as Toyota Production System (TPS) was later termed as ‘lean thinking’ by Womack, Jones, and Roos (1990) and Womack and Jones 1997 in manufacturing companies in the West. Lean thinking focuses on waste elimination and creation of value for the customer. From the advent of the lean concept to the present day, the popularity of lean thinking has spread rapidly to other public and commercial sectors (Bateman, Hines, and Davidson 2014; Leite and Vieira 2015; Yadav, Seth, and Desai 2018). It became evident that reducing waste and creating value is not only for manufacturing applications (Allway and Corbett 2002), indeed, after a long period of lean applications exclusively in manufacturing companies, the techniques were adapted to the services area with the same focus, to reduce waste and create value for ‘end-users’ (Radnor and Osborne 2013, 10).
Lean management in the context of construction supply chains
Published in International Journal of Production Research, 2019
Modern production systems have evolved from Taylor's mass production, through Ford's conveyor belt, to Toyota's lean production (Cil and Turkan 2013). Lean manufacturing has its origin from the Toyota production system in the Japanese automobile industry (Hines, Holweg, and Rich 2004). According to the Lean Enterprise Institute (LEI), the core idea of lean is to maximise customer value while minimising waste (LEI 2018). There are two main reasons for the emergence of lean manufacturing: one is the more advanced production methods and the other is the more demanding customers (Jasti and Kodali 2015). Since its launch in manufacturing, lean has been widely recognised as a powerful management system to improve the overall performance of an organisation (Bortolotti, Boscari, and Danese 2015). Nowadays, lean thinking has been introduced into many other countries and many other industries. An organisation can develop competitive advantages through adopting lean thinking as an innovative strategy.