![]() 6Ĭlearly, this ambitious approach requires deep commitment and is setting a bar that impacts the organization at all levels. Lean is a multi-faceted concept and requires organizations to exert effort along several dimensions simultaneously some consider a successful implementation achieving major strategic components of lean, implementing practices to support operational aspects, and providing evidence that the improvements are sustainable in the long term. As such, value is related to customer requirements, and it will be the customer that ultimately determines what constitutes muda (waste in Japanese) and what does not. Pursuit of perfection through reducing to zero all forms of “waste”Ĭustomer value identification was crucial in moving away from a production floor focus towards an approach that sought to enhance this value by adding product/service features while eliminating wasteful activities. In the next few years, the process of “extension” was accelerated by reports of Western companies in diverse sectors, incorporating lean principles that involved 3 – 5: The exploration of the Toyota model led the authors to postulate the “transference” thesis that sustained the concept that manufacturing problems and technologies are universal problems faced by management, and that these concepts can be emulated in non-Japanese enterprises. The performance gaps between Toyota and other car-makers were highlighted in 1990 in the book The machine that changed the world, 2 in which the term “lean” production was coined. Only in 1965, when the system was rolled also to TMC’s suppliers, TPS began to be documented, and it was largely unnoticed until 1973 when the oil crisis affected the global automotive industry. ![]() Little by little, through much iteration, the Toyota Production System (TPS) evolved and provided a tool that used innovation and common knowledge, and that functioned well in an environment with different cultural values compared with the Western hemisphere. The methods preferred large production over customer preferences Finally, the concepts of “essential few” and customer value are illustrated through a simple example of process change following lean principles, which was implemented in a dental school in the United States. The article explores challenges and opportunities faced by organizations that intend incorporating lean management principles and presents the specific context of the healthcare industry. Lean is a multi-faceted concept and requires organizations to exert effort along several dimensions simultaneously some consider a successful implementation either achieving major strategic components of lean, implementing practices to support operational aspects, or providing evidence that the improvements are sustainable in the long term. The term “lean” was coined in 1990 following the exploration of the Toyota model that led to the “transference” thesis sustaining the concept that manufacturing problems and technologies are universal problems faced by management and that these concepts can be emulated in non-Japanese enterprises. ![]() The evolution of production systems is tightly linked to the story of Toyota Motor Company (TMC) that has its roots around 1918.
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