A Closer Look at Lean 
A Closer Look at the Lean Experience
Jessica M. Dillman
December 07, 2014
Florida Institute of Technology
Abstract “Lean management is an applied philosophy that many manufacturing, service and government organizations have adopted to acquire the flexibility needed to meet new competitive challenges - eliminating waste, enhancing production speed and pushing innovation” (Demers, 2002). The purpose of this paper is to present the history of lean and how it is implemented in companies. The paper will explore lean thinking versus other constraint management systems as well as how the system affects employee morale and stress levels and discover how lean systems can, and should, be applied to the service industry as well as the manufacturing sector. Finally, the author will discuss personal first-hand observations of the system at work.
A Closer Look at the Lean Experience In today’s business world, companies are striving to do more with less while gaining a competitive advantage over their business rivals. In light of these goals, there has been an increasing demand for constraint management within firms. One of these popular constraint management concepts has been around since the 1950s and is today known as Lean, but originally began as the Toyota Production System. “Lean management is an applied philosophy that many manufacturing, service and government organizations have adopted to acquire the flexibility needed to meet new competitive challenges - eliminating waste, enhancing production speed and pushing innovation (Demers, 2002). “The goals of a lean system are thus to eliminate these eight types of waste, produce services and products only as needed, and to continuously improve the value-added benefits of operations (Krajewski, Ritzman, & Malhotra, 2012, p. 277). Achieving these goals takes work and commitment.
Companies must first understand the history of lean and how to implement it into their current processes. They must also take into
Jessica M. Dillman
December 07, 2014
Florida Institute of Technology
Abstract “Lean management is an applied philosophy that many manufacturing, service and government organizations have adopted to acquire the flexibility needed to meet new competitive challenges - eliminating waste, enhancing production speed and pushing innovation” (Demers, 2002). The purpose of this paper is to present the history of lean and how it is implemented in companies. The paper will explore lean thinking versus other constraint management systems as well as how the system affects employee morale and stress levels and discover how lean systems can, and should, be applied to the service industry as well as the manufacturing sector. Finally, the author will discuss personal first-hand observations of the system at work.
A Closer Look at the Lean Experience In today’s business world, companies are striving to do more with less while gaining a competitive advantage over their business rivals. In light of these goals, there has been an increasing demand for constraint management within firms. One of these popular constraint management concepts has been around since the 1950s and is today known as Lean, but originally began as the Toyota Production System. “Lean management is an applied philosophy that many manufacturing, service and government organizations have adopted to acquire the flexibility needed to meet new competitive challenges - eliminating waste, enhancing production speed and pushing innovation (Demers, 2002). “The goals of a lean system are thus to eliminate these eight types of waste, produce services and products only as needed, and to continuously improve the value-added benefits of operations (Krajewski, Ritzman, & Malhotra, 2012, p. 277). Achieving these goals takes work and commitment.
Companies must first understand the history of lean and how to implement it into their current processes. They must also take into
References: Damrath, Felix. (2012) Increasing competitiveness of service companies: developing conceptual models for implementing Lean Management in service companies. Retrieved from http://www.diva-portal.org/smash/get/diva2:557034/FULLTEXT01.pdf Demers, Julie Emiliani, M. L. (2006). Origins of lean management in America. Journal of Management History, 12(2), 167-184. Retrieved from http://dx.doi.org/10.1108/13552520610654069 Feld, William, M Krajewski, Lee J.; Ritzman, Larry P.; Malhotra, Manoj K. (2012). Operations Management: Processes and Supply Chains (10th Edition) (p 277). Pearson HE, Inc.. Kindle Edition. Lean Learning Center. (2004). Simmons Lean Experience. Retrieved from Training Manual used for Lean certification. Lean 's not so mean. (2005). Industrial Engineer, 37(3), 13. Retrieved from http://search.proquest.com/docview/231440053?accountid=27313 Mann, David Nave, Dave. (2002, March) How to Compare Six Sigma, Lean, and the Theory of Constraints: A framework for choosing what’s best for your organization. American Society for Progress. Retrieved from http://www.lean.org/Search/Documents/242.pdf Smith, Bonnie Sridharan, R. (2008, Sep 07). Lean is about a shared process: James P. Womack. Business Today, Retrieved from http://search.proquest.com/docview/198351737?accountid=27313