Lean production strategy
PAPER PRESENTATION ON
IMPACT OF LEAN PRODUCTION STRATEGY IN DIFFERENT SECTORS
PRESENTED BY
MRS.B.Ramya HariGanesan., M.F.C., M.PHIL.
RESEARCH SCHOLAR
16A/8, GANDHI NAGAR III Street,
Opp. to good shepherd institute of medical ACADEMY
RaNiPeT,
Vellore Dt.623401
IN
INTERNATIONAL CONFERENCE ON
INNOVATIVE PRACTICE IN GLOBAL BUSINESS
IN THE THEME INTERNATIONAL MANAGEMENT
HELD ON
FEBRUARY 5TH, 2014
BY
DEPARTMENT OF MANAGEMENT STUDIES
(CENTRE FOR CREATIVE LEADERS & ENTREPRENEURS)
IN
NEHRU INSTITUTE OF TECHNOLOGY
(APP. AICTE, NEW DELHI AND AFFILIATED TO ANNA UNIVERSITY OF TECHNOLOGY, COIMBATORE)
KALIAPURAM, THIRUMALAYAMPALAYAM,COIMBATORE-641105,
IMPACT OF LEAN PRODUCTION STRATEGY IN DIFFERENT SECTORS
INTRODUCTION:
ORIGINS OF LEAN
The early phase of the M.I.T. International Motor Vehicle Program (IMVP) saw the first use of the term “lean manufacturing” (or “lean production”) to describe a revolutionary approach to manufacturing observed in the study, as contrasted with the mass production tradition. As a concept, “lean” includes several of the popular concepts of management research, such as Total Quality Management (TQM), Continuous Improvement, Integrated Product Development (IPD), and Just-In-Time (JIT) inventory control. Lean manufacturing attempts to unite these niche topics into a unified philosophy for producing products. Indeed, to succeed as an overall business philosophy, lean principles must incorporate areas outside of manufacturing—the entire product development process. Much of the research related to these other areas has been incorporated into the lean paradigm. For example, much of the product development research in the auto industry done by Clark and Fujimoto at Harvard Business School fits into the IMVP work. Concepts of leadership, teamwork, communication, and simultaneous development all became aspects of lean. As the lean paradigm receives wider application, further refinement and elaboration of its tenets becomes
IMPACT OF LEAN PRODUCTION STRATEGY IN DIFFERENT SECTORS
PRESENTED BY
MRS.B.Ramya HariGanesan., M.F.C., M.PHIL.
RESEARCH SCHOLAR
16A/8, GANDHI NAGAR III Street,
Opp. to good shepherd institute of medical ACADEMY
RaNiPeT,
Vellore Dt.623401
IN
INTERNATIONAL CONFERENCE ON
INNOVATIVE PRACTICE IN GLOBAL BUSINESS
IN THE THEME INTERNATIONAL MANAGEMENT
HELD ON
FEBRUARY 5TH, 2014
BY
DEPARTMENT OF MANAGEMENT STUDIES
(CENTRE FOR CREATIVE LEADERS & ENTREPRENEURS)
IN
NEHRU INSTITUTE OF TECHNOLOGY
(APP. AICTE, NEW DELHI AND AFFILIATED TO ANNA UNIVERSITY OF TECHNOLOGY, COIMBATORE)
KALIAPURAM, THIRUMALAYAMPALAYAM,COIMBATORE-641105,
IMPACT OF LEAN PRODUCTION STRATEGY IN DIFFERENT SECTORS
INTRODUCTION:
ORIGINS OF LEAN
The early phase of the M.I.T. International Motor Vehicle Program (IMVP) saw the first use of the term “lean manufacturing” (or “lean production”) to describe a revolutionary approach to manufacturing observed in the study, as contrasted with the mass production tradition. As a concept, “lean” includes several of the popular concepts of management research, such as Total Quality Management (TQM), Continuous Improvement, Integrated Product Development (IPD), and Just-In-Time (JIT) inventory control. Lean manufacturing attempts to unite these niche topics into a unified philosophy for producing products. Indeed, to succeed as an overall business philosophy, lean principles must incorporate areas outside of manufacturing—the entire product development process. Much of the research related to these other areas has been incorporated into the lean paradigm. For example, much of the product development research in the auto industry done by Clark and Fujimoto at Harvard Business School fits into the IMVP work. Concepts of leadership, teamwork, communication, and simultaneous development all became aspects of lean. As the lean paradigm receives wider application, further refinement and elaboration of its tenets becomes