Lean manufacturing

955:, who was instrumental in its development within Toyota. The other article, by Toyota authors in an international journal, provided additional details. Finally, those and other publicity were translated into implementations, beginning in 1980 and then quickly multiplying throughout industry in the United States and other developed countries. A seminal 1980 event was a conference in Detroit at Ford World Headquarters co-sponsored by the Repetitive Manufacturing Group (RMG), which had been founded 1979 within the American Production and Inventory Control Society (APICS) to seek advances in manufacturing. The principal speaker, Fujio Cho (later, president of Toyota Motor Corp.), in explaining the Toyota system, stirred up the audience, and led to the RMG's shifting gears from things like automation to just-in-time/Toyota production system. 962:(MRP II), a computer software-based system of manufacturing planning and control which had become prominent in industry in the 1960s and 1970s. Debates in professional meetings on just-in-time vs. MRP II were followed by published articles, one of them titled, "The Rise and Fall of Just-in-Time". Less confrontational was Walt Goddard's, "Kanban Versus MRP II—Which Is Best for You?" in 1982. Four years later, Goddard had answered his own question with a book advocating just-in-time. Among the best known of MRP II's advocates was George Plossl, who authored two articles questioning just-in-time's kanban planning method and the "japanning of America". But, as with Goddard, Plossl later wrote that "JIT is a concept whose time has come". 1564:

strong implementation. However, some research does relate widely recognized examples of success in retail and even airlines to the underlying principles of lean. Despite this, it remains the case that the direct manufacturing examples of 'techniques' or 'tools' need to be better 'translated' into a service context to support the more prominent approaches of implementation, which has not yet received the level of work or publicity that would give starting points for implementors. The upshot of this is that each implementation often 'feels its way' along as must the early

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APICS president to seek recognition as a special interest group of APICS. We became the Repetitive Manufacturing Group (RMG) of APICS, but to front the next workshop, we opened our own bank account. By APICS rules, we weren't supposed to do that. In October, the Detroit APICS Chapter supported by several members of the Repetitive Manufacturing Group sponsored the first-known conference in the United States on "Japanese Manufacturing" at Ford World Headquarters Auditorium. The featured speaker was Fujio Cho, now president of Toyota.

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Cummins Engine, IBM, 3M, Datasolve Ltd., Renault, Massey Ferguson); and in the US and Australia (Repco Manufacturing-Australia, Xerox Computer, and two on Hewlett-Packard). The second book, reporting on what was billed as the First International Conference on just-in-time manufacturing, includes case studies in three companies: Repco-Australia, IBM-UK, and 3M-UK. In addition, a day two keynote address discussed just-in-time as applied "across all disciplines, ... from accounting and systems to design and production".

977:, after the work force had received 40 hours of ZIPS training, they were "turned loose" and things began to happen. A first step was to "arbitrarily eliminate a week's lead time things ran smoother. 'People asked that we try taking another week's worth out.' After that, ZIPS spread throughout the plant's operations 'like an amoeba.'" The article also notes that Omark's 20 other plants were similarly engaged in ZIPS, beginning with pilot projects. For example, at one of Omark's smaller plants making drill bits in 884:(1911), "We are justly proud of the high wage rates which prevail throughout our country, and jealous of any interference with them by the products of the cheaper labor of other countries. To maintain this condition, to strengthen our control of home markets, and, above all, to broaden our opportunities in foreign markets where we must compete with the products of other industrial nations, we should welcome and encourage every influence tending to increase the efficiency of our productive processes." 1636:

SKUs include too much hypothesis and variance, i.e., SKUs hold too much indeterminacy. Manufacturing may want to consider moving away from traditional accounting and adopting lean accounting. In using lean accounting, one expected gain is activity-based cost visibility, i.e., measuring the direct and indirect costs at each step of an activity rather than traditional cost accounting that limits itself to labor and supplies.

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level of stress among employees, who have a small margin of error in their work environment which require perfection. Lean also over-focuses on cutting waste, which may lead management to cut sectors of the company that are not essential to the company's short-term productivity but are nevertheless important to the company's legacy. Lean also over-focuses on the present, which hinders a company's plans for the future.

897:"... whenever a workman proposes an improvement, it should be the policy of the management to make a careful analysis of the new method, and if necessary conduct a series of experiments to determine accurately the relative merit of the new suggestion and of the old standard. And whenever the new method is found to be markedly superior to the old, it should be adopted as the standard for the whole establishment." 926:, the founder of Toyota Motor Corporation, directed the engine casting work and discovered many problems in their manufacturing, with wasted resources on the repair of poor-quality castings. Toyota engaged in intense study of each stage of the process. In 1936, when Toyota won its first truck contract with the Japanese government, the processes encountered new problems, to which Toyota responded by developing 490: 3090:. October 22, 2007. (Summary article based on published research of Professor David Upton of Harvard Business School and doctoral student Bradley Staats: Staats, Bradley R., and David M. Upton. "Lean Principles, Learning, and Software Production: Evidence from Indian Software Services.”. Harvard Business School Working Paper. No. 08-001. July 2007. (Revised July 2008, March 2009.) 1310:'s was continuous-flow manufacturing (CFM), and demand-flow manufacturing (DFM), a term handed down from consultant John Constanza at his Institute of Technology in Colorado. Still another alternative was mentioned by Goddard, who said that "Toyota Production System is often mistakenly referred to as the 'Kanban System'", and pointed out that 900:"...after a workman has had the price per piece of the work he is doing lowered two or three times as a result of his having worked harder and increased his output, he is likely entirely to lose sight of his employer's side of the case and become imbued with a grim determination to have no more cuts if soldiering can prevent it." 1631:

After years of success of Toyota's Lean Production, the consolidation of supply chain networks has brought Toyota to the position of being the world's biggest carmaker in the rapid expansion. In 2010, the crisis of safety-related problems in Toyota made other carmakers that duplicated Toyota's supply

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Hewlett-Packard, one of western industry's earliest JIT implementers, provides a set of four case studies from four H-P divisions during the mid-1980s. The four divisions, Greeley, Fort Collins, Computer Systems, and Vancouver, employed some but not all of the same measures. At the time about half of

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1980: At Bendix in Southfield, MI, the mood darkened. John Kinsey, Ken Wantuck, Doc, Larry and others at this meeting had been exposed to "Japanese manufacturing." While we dinked with MRP, the Japanese were eating our lunch; something more significant was needed. Afterward, Mac and Nick visited the

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Lean manufacturing is different from lean enterprise. Recent research reports the existence of several lean manufacturing processes but of few lean enterprises. One distinguishing feature opposes lean accounting and standard cost accounting. For standard cost accounting, SKUs are difficult to grasp.

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The challenge in moving lean to services is the lack of widely available reference implementations to allow people to see how directly applying lean manufacturing tools and practices can work and the impact it does have. This makes it more difficult to build the level of belief seen as necessary for

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are the most common approaches companies take on their first steps to Lean. Lean can be focused on specific processes, or cover the entire supply chain. Front-line workers should be involved in VSM activities. Implementing a series of small improvements incrementally along the supply chain can bring

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Supply-chain relationships require retooling that involves multiple suppliers, closer locations, or companies that can supply materials with little advance notice. Companies ordering smaller amounts of goods may encounter difficulty meeting minimum orders, requiring a different contract or a way to

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has caused disruption in JIT practices, with various quarantine restrictions on international trade and commercial activity in general interrupting supply while lacking stockpiles to handle the disruption; along with increased demand for medical supplies like personal protective equipment (PPE) and

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Natural and human-made disasters will disrupt the flow of energy, goods and services. The down-stream customers of those goods and services will, in turn, not be able to produce their product or render their service because they were counting on incoming deliveries "just in time" and so have little

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A case-study summary from Daman Products in 1999 lists the following benefits: reduced cycle times 97%, setup times 50%, lead times from 4 to 8 weeks to 5 to 10 days, flow distance 90%. This was achieved via four focused (cellular) factories, pull scheduling, kanban, visual management, and employee

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Just-in-time manufacturing was introduced in Australia in the 1950s by the British Motor Corporation (Australia) at its Victoria Park plant in Sydney, from where the idea later migrated to Toyota. News about just-in-time/Toyota production system reached other western countries from Japan in 1977 in

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and finished goods, the waste of overproduction (producing more than what is needed now), the waste of over-processing (processing or making parts beyond the standard expected by customer), the waste of transportation (unnecessary movement of people and goods inside the system), the waste of excess

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Critics of Lean argue that this management method has significant drawbacks, especially for the employees of companies operating under Lean. Common criticism of Lean is that it fails to take into consideration the employee's safety and well-being. Lean manufacturing is associated with an increased

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One paper suggests that an organization implementing Lean needs its own Lean plan as developed by the "Lean Leadership". This should enable Lean teams to provide suggestions for their managers who then makes the actual decisions about what to implement. Coaching is recommended when an organization

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in his 1988 article, "Triumph of the Lean Production System". The article states: (a) Lean manufacturing plants have higher levels of productivity/quality than non-Lean and (b) "The level of plant technology seems to have little effect on operating performance" (page 51). According to the article,

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Levels of demand in the postwar economy of Japan were low; as a result, the focus of mass production on lowest cost per item via economies of scale had little application. Having visited and seen supermarkets in the United States, Ohno recognized that the scheduling of work should not be driven by

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Companies employ the strategy to increase efficiency. By receiving goods only as they need them for the production process, it reduces inventory costs and wastage, and increases productivity and profit. The downside is that it requires producers to forecast demand accurately as the benefits can be

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Another study from NCR (Dundee, Scotland) in 1998, a producer of make-to-order automated teller machines, includes some of the same benefits while also focusing on JIT purchasing: In switching to JIT over a weekend in 1998, eliminated buffer inventories, reducing inventory from 47 days to 5 days,

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Lean is founded on the concept of continuous and incremental improvements on product and process while eliminating redundant activities. "The value of adding activities are simply only those things the customer is willing to pay for, everything else is waste, and should be eliminated, simplified,

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This is a fundamentally different approach from most improvement methodologies, and requires more persistence than basic application of the tools, which may partially account for its lack of popularity. The implementation of "smooth flow" exposes quality problems that already existed, and waste

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Lean principles have been successfully applied to various sectors and services, such as call centers and healthcare. In the former, lean's waste reduction practices have been used to reduce handle time, within and between agent variation, accent barriers, as well as attain near perfect process

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There is more to just-in-time than its usual manufacturing-centered explication. Inasmuch as manufacturing ends with order-fulfillment to distributors, retailers, and end users, and also includes remanufacturing, repair, and warranty claims, just-in-time's concepts and methods have application

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Two similar, contemporaneous books from the UK are more international in scope. One of the books, with both conceptual articles and case studies, includes three sections on just-in-time practices: in Japan (e.g., at Toyota, Mazda, and Tokagawa Electric); in Europe (jmg Bostrom, Lucas Electric,

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Lean management is nowadays implemented also in non-manufacturing processes and administrative processes. In non-manufacturing processes is still huge potential for optimization and efficiency increase. Some people have advocated using STEM resources to teach children Lean thinking instead of

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The exact reasons for the adoption of just-in-time manufacturing in Japan are unclear, some people suggest it started with a requirement to solve the lack of standardization, which is not the complete story nor the actual reason. Japanese companies needed an immediate solution to the extreme

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when employed by factories that utilize just-in-time and flexible production techniques. A longitudinal study of US workers since 1970 indicates employers seeking to easily adjust their workforce in response to supply and demand conditions respond by creating more nonstandard work

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Thus, the Japanese "leaned out" their processes. "They built smaller factories ... in which the only materials housed in the factory were those on which work was currently being done. In this way, inventory levels were kept low, investment in in-process inventories was at a minimum, and the

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situation they were living in after World War II. American supply chain specialist Gerhard Plenert has offered four quite vague reasons, paraphrased here. During Japan's post–World War II rebuilding (of economy, infrastructure, industry, political, and social-emotional stability):

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JANUŠKA, M., ŠŤASTNÁ, L. Industrial Engineering in the Non-Manufacturing Processes. In Proceedings of the 22nd International Business Information Management Association Conference. neuveden: International Business Information Management Association (IBIMA), 2013. s. 747-766.

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Womack and Jones define Lean as "...a way to do more and more with less and less—less human effort, less equipment, less time, and less space—while coming closer and closer to providing customers exactly what they want" and then translate this into five key principles:

1054:. That one, along with other books, articles, and case studies on lean, were supplanting just-in-time terminology in the 1990s and beyond. The same period, saw the rise of books and articles with similar concepts and methodologies but with alternative names, including 1713:

Kamarudin Abu Bakar; Mohd Fazli Mohd. Sam; M.I. Qureshi (2022), "Lean Manufacturing Design of a Two-Sided Assembly Line Balancing Problem Work Cell", in Mohd Najib Ali Mokhtar; Zamberi Jamaludin; Mohd Sanusi Abdul Aziz; Mohd Nazmin Maslan; Jeeferie Abd Razak (eds.),

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The other way to avoid market risk and control the supply efficiently is to cut down in stock. P&G has completed their goal to co-operate with Walmart and other wholesales companies by building the response system of stocks directly to the suppliers companies.

1720:: "While Just-In-Time manufacturing focuses on efficiency of inventory strategy to eliminate waste and enhance productivity, Lean manufacturing uses efficiency in its system setups to reduce cycle, flow, and throughput times being the added values to customers." 942:

sales or production targets but by actual sales. Given the financial situation during this period, over-production had to be avoided, and thus the notion of "pull" (or "build-to-order" rather than target-driven "push") came to underpin production scheduling.

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nullified by minor delays in the supply chain. It may also impact negatively on workers due to added stress and inflexible conditions. A successful operation depends on a company having regular outputs, high-quality processes, and reliable suppliers.

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According to Williams, it becomes necessary to find suppliers that are close by or can supply materials quickly with limited advance notice. When ordering small quantities of materials, suppliers' minimum order policies may pose a problem, though.

1628:, which had been fought by the labor movement and was considered obsolete by the 1930s. Finally, lean is criticized for lacking a standard methodology: "Lean is more a culture than a method, and there is no standard lean production model." 768:

motion (mechanizing or automating before improving the method), the waste of waiting (inactive working periods due to job queues), and the waste of making defective products (reworking to fix avoidable defects in products and processes).

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Takt time is the rate at which products need to be produced to meet customer demand. The JIT system is designed to produce products at the rate of takt time, which ensures that products are produced just in time to meet customer demand.

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American industrialists recognized the threat of cheap offshore labor to American workers during the 1910s and explicitly stated the goal of what is now called lean manufacturing as a countermeasure. Henry Towne, past president of the

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Three more books which include just-in-time implementations were published in 1993, 1995, and 1996, which are start-up years of the lean manufacturing/lean management movement that was launched in 1990 with publication of the book,

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to consist of five key principles: "Precisely specify value by specific product, identify the value stream for each product, make value flow without interruptions, let customer pull value from the producer, and pursue perfection."

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downstream from manufacturing itself. A 1993 book on "world-class distribution logistics" discusses kanban links from factories onward, and a manufacturer-to-retailer model developed in the U.S. in the 1980s, referred to as

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investment in purchased natural resources was quickly turned around so that additional materials were purchased." Plenert goes on to explain Toyota's key role in developing this lean or just-in-time production methodology.

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risks with implementing Lean can be reduced by: "developing a well-trained, flexible workforce, product designs that are easy to build with high quality, and a supportive, high-performance supplier network" (page 51).

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Lean principles also have applications to software development and maintenance as well as other sectors of information technology (IT). More generally, the use of lean in information technology has become known as

1928: 981:, "large-size drill inventory was cut by 92%, productivity increased by 30%, scrap and rework ... dropped 20%, and lead time ... from order to finished product was slashed from three weeks to three days." The 1889: 1008:

By 1986, a case-study book on just-in-time in the U.S. was able to devote a full chapter to ZIPS at Omark, along with two chapters on just-in-time at several Hewlett-Packard plants, and single chapters for

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Objectives and benefits of JIT manufacturing may be stated in two primary ways: first, in specific and quantitative terms, via published case studies; second, general listings and discussion.

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Value: Specify the value desired by the customer. "Form a team for each product to stick with that product during its entire production cycle", "Enter into a dialogue with the customer" (e.g.

973:(chain saws, ammunition, log loaders, etc.) emerged as an extensive just-in-time implementer under its US home-grown name ZIPS (zero inventory production system). At Omark's mother plant in 1280:

Lean philosophy and culture is as important as tools and methodologies. Management should not decide on solutions without understanding the true problem by consulting shop floor personnel.

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Lean manufacturing is a more recent name for JIT. As with JIT, lean manufacturing is deeply rooted in the automotive industry and focuses mostly on repetitive manufacturing situations."

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chain system wary that the same recall issue might happen to them. James Womack had warned Toyota that cooperating with single outsourced suppliers might bring unexpected problems.

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could disrupt electrical power delivery for hours to years, locally or even globally. Lack of supplies on hand to repair the electrical system would have catastrophic effects.

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or no inventory to work with. The disruption to the economic system will cascade to some degree depending on the nature and severity of the original disaster and may create

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Computers (improper use of computers: not having the proper software, training on use and time spent surfing, playing games or just wasting time) (Mika Geoffrey, 1999)

3539: 1873: 1560:. Lean methods are also applicable to the public sector, but most results have been achieved using a much more restricted range of techniques than lean provides. 3382: 1989: 2711: 2412:

Pettersen, Jan-Arne. 2010. "Pull Based Production Systems: Performance, Modeling and Analysis," doctoral thesis. Lulea, Sweden: Lulea University of Technology.

2104: 1552:, a concept that prioritizes the patient, thus increasing the employee commitment and motivation, as well as boosting medical quality and cost effectiveness. 718:), and reduction of "wastes" for the producer and supplier of goods. Lean manufacturing adopts the just-in-time approach and additionally focuses on reducing 2992:

Grahovec, D. and Bernie Ducan, Jerry Stevenson, Colin Noone. 1999. How lean focused factories enabled Daman to regain responsiveness and become more agile.

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Participation (not utilizing workers by not allowing them to contribute ideas and suggestions and be part of Participative Management) (Mika Geoffrey, 1999)

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The Economist, 2010, Toyota's overstretched supply chain -The machine that ran too hot :The woes of the world's biggest carmaker are a warning for rivals

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Perfection: Manage toward perfection so that the number of steps and the amount of time and information needed to serve the customer continually falls

1597:. The larger the disaster the worse the effect on just-in-time failures. Electrical power is the ultimate example of just-in-time delivery. A severe 2821:

Business Process Modeling: High-impact Emerging Technology — What You Need to Know: Definitions, Adoptions, Impact, Benefits, Maturity, Vendors

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Alkalay, M.; Angerer, A.; Drews, T.; Jäggi, C.; Kämpfer, M.; Lenherr, I.; Valentin, J.; Vetterli, C.; Walker, D. (2015). Walker, Daniel (ed.).

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flow time from 15 days to 2 days, with 60% of purchased parts arriving JIT and 77% going dock to line, and suppliers reduced from 480 to 165.

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reduction then happens as a natural consequence, a system-wide perspective rather focusing directly upon the wasteful practices themselves.

1617:, disturbing regular demand. This has led to suggestions that stockpiles and diversification of suppliers should be more heavily focused. 1092:

The strategic elements of lean can be quite complex, and comprise multiple elements. Four different notions of lean have been identified:

753:". Toyota's system was erected on the two pillars of just-in-time inventory management and automated quality control. The seven "wastes" ( 2889: 2434:

Lowson, B., R. King, and A. Hunter. 1999. Quick Response – Managing the Supply Chain to Meet Consumer Demand. Chichester, UK: Wiley.

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for each product providing that value and challenge all of the wasted steps (generally nine out of ten) currently necessary to provide it

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Every customer-supplier connection must be direct, and there must be an unambiguous yes or no way to send requests and receive responses.

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starts off with Lean to impart knowledge and skills to shop-floor staff. Improvement metrics are required for informed decision-making.

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Going Lean: How the Best Companies Apply Lean Manufacturing Principles to Shatter Uncertainty, Drive Innovation, and Maximize Profits

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The solution to a specific problem for a specific company may not have generalized application. The solution must fit the problem.

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Just-in-time/TPS implementations may be found in many case-study articles from the 1980s and beyond. An article in a 1984 issue of

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Japan's lack of cash made it difficult for industry to finance the big-batch, large inventory production methods common elsewhere.

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Liker, Jeffrey K. and Michael Hoseus (2008) Toyota Culture: The Heart and Soul of The Toyota Way, McGraw-Hill, New York p. 3-5

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Faulty goods (manufacturing of goods or services that do not meet customer demand or specifications, Womack et al., 2003. See

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Suri, R. 1998. Quick Response Manufacturing: A Companywide Approach to Reducing Lead Times. Portland, Ore.: Productivity Inc.

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practices of Toyota. This places huge importance upon sponsorship to encourage and protect these experimental developments.

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Japan had high unemployment, which meant that labor efficiency methods were not an obvious pathway to industrial success.

2970:. Norcross, Ga.: Institute of Industrial Engineers. This collection of JIT articles includes multiple references to TPS. 3374: 2465:

Pettersen, J., 2009. Defining lean production: some conceptual and practical issues. The TQM Journal, 21(2), 127 - 142.

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Hum, Sin-Hoon (1991). "Industrial progress and the strategic significance of JIT and TQC for developing countries".

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for the customer. Lean manufacturing also involves people who work outside of the manufacturing process, such as in

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Sepheri provides a list of methodologies of just-in-time manufacturing that "are important but not exhaustive":

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became established as "a more recent name for JIT". As just one testament to the commonality of the two terms,

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in 1931 and being "greatly impressed to make the study and practice of scientific management his life's work".

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in the late 1940s after World War II. The resulting methods were researched in the mid-20th century and dubbed

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At least some of audience's stirring had to do with a perceived clash between the new just-in-time regime and

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Suri, R. 1986. Getting from 'just in case' to 'just in time': insights from a simple model. 6 (3) 295–304.

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Deploying Lean in Healthcare: Evaluating Information Technology Effectiveness in US Hospital Pharmacies

3615:. Doctoral dissertation, University of Nebraska. Ann Arbor, Mich., University Microfilms International. 635: 442: 304: 80: 1534: 652: 3264: 2456:

Hines, T. 2004. Supply Chain Strategies: Customer Driven and Customer Focused. Oxford, UK: Elsevier.

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in his article "Triumph of the Lean Production System," and defined in 1996 by American researchers

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Hines, T. 2001. "From analogue to digital supply chains: Implications for fashion marketing, " in

420: 1017:, a Toyota truck-bed plant, and New United Motor Manufacturing joint venture between Toyota and 4068: 3977: 3259: 2549: 1651: 1605: 1565: 985:. article states that companies using just-in-time the most extensively include "the Big Four, 715: 279: 126: 2873: 2780:

High, W. 1987. Short cycle manufacturing (SCM) implementation: an approach taken at Motorola.

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in Japanese), first formulated by Toyota engineer Shigeo Shingo, are the waste of superfluous

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Hohner, Gregory (1988). "JIT/TQC: integrating product design with shop floor effectiveness".

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two English-language articles: one referred to the methodology as the "Ohno system", after

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Attaining Manufacturing Excellence: Just-in-Time, Total Quality, Total People Involvement

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Just-in-Time: Not Just in Japan: Case Studies of American Pioneers in JIT Implementation

1613:, including of various domestically manufactured (and so less vulnerable) products like 918:

were key to the design of Toyota's manufacturing process. Previously a textile company,

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Evaluation of the Lean Approach to Business Management and ITs Use in the Public Sector

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Walters, C.R. 1984. Why everybody's talking about "just-in-time." Inc. (March 1) 77–90.

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Lean manufacturing is particularly related to the operational model implemented in the

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Continuous production improvement and incentives for such were documented in Taylor's

702:(JIT manufacturing in short). Just-in-time manufacturing tries to match production to 3897: 3864: 3847: 3812: 3780: 3766: 3702: 3630: 3277: 3185: 3152: 3110: 3056: 2932: 2879: 2840: 2678: 2618: 2583: 2532: 2293: 2071: 2015: 1957: 1918: 1879: 1828: 1790: 1735: 1598: 1127: 727: 703: 540: 410: 390: 314: 214: 199: 151: 110: 35: 3289: 1130:, under the guidance of a teacher, at the lowest possible level in the organization. 1113:

In 1999, Spear and Bowen identified four rules which characterize the "Toyota DNA":

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A Study of the Toyota Production System: From an Industrial Engineering Viewpoint

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America's Best Plants: Industry Week's Guide to World-Class Manufacturing Plants

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Flow: Make the product flow continuously through the remaining value-added steps

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All work shall be highly specified as to content, sequence, timing, and outcome.

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has been and is widely used as a synonym for both JIT and lean manufacturing.

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Just in Time Manufacturing: Proceedings of the First International Conference

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The New Shop Floor Management: Empowering People for Continuous Improvement

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Lean Management System LMS:2012: A Framework for Continual Lean Improvement

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Metrics (working to the wrong metrics or no metrics) (Mika Geoffrey, 1999)

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Simpson, Alex. Effective just-in-time manufacture at Hewlett-Packard. In

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Intelligent Manufacturing and Mechatronics: Proceedings of SympoSIMM 2021

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The Japanese islands lack natural resources with which to build products.

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The Just-in-Time Breakthrough: Implementing the New Manufacturing Basics

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break up a large order over time or among several smaller manufacturers.

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Pull: Introduce pull between all steps where continuous flow is possible

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November, p 62. 1741:978-0-915299-14-0 1606:COVID-19 pandemic 1599:geomagnetic storm 1506: 1505: 1423:22 days to 1 day 1363:Computer Systems 1319:JIT manufacturing 1248:Waste of skills ( 1128:scientific method 979:Mesabi, Minnesota 692:production system 677: 676: 467: 466: 411:Position of trust 391:Financial analyst 315:Return on capital 215:Capital structure 111:Wealth management 36:Corporate finance 16:(Redirected from 4096: 4038:5S (methodology) 3959: 3952: 3945: 3936: 3935: 3919: 3917: 3915: 3886: 3884: 3882: 3822: 3725: 3712: 3691: 3670: 3641:Zero Inventories 3592: 3591: 3589: 3587: 3576:Industryweek.com 3567: 3561: 3558: 3552: 3551: 3549: 3547: 3528: 3519: 3518: 3516: 3514: 3494: 3488: 3487: 3485: 3483: 3463: 3457: 3456: 3454: 3452: 3438: 3431: 3425: 3424: 3422: 3420: 3401: 3395: 3394: 3392: 3390: 3379:science.nasa.gov 3371: 3365: 3364: 3358: 3350: 3348: 3346: 3326: 3320: 3319: 3313: 3305: 3303: 3301: 3267: 3243: 3237: 3236: 3230: 3228: 3212: 3206: 3205: 3198: 3192: 3181: 3175: 3174: 3172: 3170: 3142: 3136: 3135: 3133: 3131: 3125: 3108: 3097: 3091: 3073: 3067: 3066: 3048: 3042: 3041: 3029: 3023: 3016: 3010: 3007:Management Today 3003: 2997: 2990: 2984: 2977: 2971: 2964: 2958: 2957: 2952: 2950: 2922: 2916: 2915: 2909: 2901: 2899: 2897: 2869: 2863: 2862: 2860: 2858: 2830: 2824: 2817: 2811: 2804: 2798: 2791: 2785: 2778: 2772: 2765: 2759: 2758: 2756: 2754: 2738: 2732: 2731: 2729: 2727: 2707: 2701: 2700: 2698: 2696: 2668: 2662: 2661: 2659: 2635: 2629: 2628: 2615:The Lean Toolbox 2610: 2604: 2597: 2591: 2590:, March 1, 2003) 2576: 2570: 2567: 2561: 2560: 2558: 2556: 2545: 2539: 2529: 2523: 2522: 2520: 2518: 2498: 2492: 2491: 2489: 2487: 2472: 2466: 2463: 2457: 2454: 2448: 2441: 2435: 2432: 2426: 2419: 2413: 2410: 2404: 2397: 2391: 2388: 2382: 2375: 2369: 2362: 2356: 2349: 2343: 2336: 2330: 2323: 2317: 2310: 2304: 2303: 2297: 2289: 2287: 2285: 2279: 2272: 2264: 2258: 2251: 2242: 2241: 2233: 2227: 2220: 2214: 2211: 2205: 2198: 2192: 2185: 2179: 2172: 2166: 2159: 2150: 2143: 2137: 2130: 2124: 2123: 2117: 2115: 2109: 2094: 2086: 2080: 2079: 2069: 2045: 2039: 2038:, July, 120–123. 2032: 2026: 2025: 2019: 2011: 2009: 2007: 2001: 1994: 1986: 1980: 1979: 1977: 1975: 1947: 1941: 1940: 1938: 1936: 1908: 1902: 1901: 1899: 1897: 1869: 1863: 1856: 1850: 1849: 1848: 1846: 1818: 1812: 1811: 1810: 1808: 1780: 1774: 1773: 1765: 1759: 1752: 1746: 1745: 1727: 1721: 1719: 1709: 1403:Space reduction 1352: 1351: 1036:coined the term 1003:Black and Decker 995:General Electric 975:Portland, Oregon 971:Omark Industries 758: 669: 662: 655: 505:Batch production 492: 482:Machine industry 469: 468: 459: 452: 445: 406:Investor profile 305:Over-the-counter 285:Investor profile 270:Growth investing 265:Financial system 245:Equity (finance) 132:Enterprise value 76:Corporate action 46: 32: 31: 21: 4104: 4103: 4099: 4098: 4097: 4095: 4094: 4093: 4054: 4053: 4052: 4047: 3969: 3963: 3926: 3913: 3911: 3904: 3880: 3878: 3871: 3819: 3804: 3715: 3709: 3694: 3673: 3660: 3601: 3596: 3595: 3585: 3583: 3568: 3564: 3559: 3555: 3545: 3543: 3536:Brighthubpm.com 3530: 3529: 3522: 3512: 3510: 3495: 3491: 3481: 3479: 3464: 3460: 3450: 3448: 3441:Financial Times 3433: 3432: 3428: 3418: 3416: 3411:. 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" 3074: 3070: 3063: 3049: 3045: 3030: 3026: 3020:Mortimer (1986) 3017: 3013: 3004: 3000: 2991: 2987: 2978: 2974: 2965: 2961: 2948: 2946: 2939: 2923: 2919: 2903: 2902: 2895: 2893: 2886: 2870: 2866: 2856: 2854: 2847: 2831: 2827: 2818: 2814: 2805: 2801: 2792: 2788: 2779: 2775: 2766: 2762: 2752: 2750: 2739: 2735: 2725: 2723: 2708: 2704: 2694: 2692: 2685: 2669: 2665: 2636: 2632: 2625: 2611: 2607: 2598: 2594: 2582:, 2nd Edition, 2577: 2573: 2568: 2564: 2554: 2552: 2546: 2542: 2530: 2526: 2516: 2514: 2499: 2495: 2485: 2483: 2474: 2473: 2469: 2464: 2460: 2455: 2451: 2442: 2438: 2433: 2429: 2420: 2416: 2411: 2407: 2398: 2394: 2389: 2385: 2376: 2372: 2363: 2359: 2350: 2346: 2337: 2333: 2324: 2320: 2311: 2307: 2291: 2290: 2283: 2281: 2277: 2270: 2268:"Archived copy" 2266: 2265: 2261: 2252: 2245: 2234: 2230: 2221: 2217: 2212: 2208: 2199: 2195: 2186: 2182: 2173: 2169: 2160: 2153: 2144: 2140: 2131: 2127: 2113: 2111: 2107: 2092: 2088: 2087: 2083: 2046: 2042: 2033: 2029: 2013: 2012: 2005: 2003: 1999: 1992: 1990:"Archived copy" 1988: 1987: 1983: 1973: 1971: 1964: 1948: 1944: 1934: 1932: 1925: 1909: 1905: 1895: 1893: 1886: 1870: 1866: 1857: 1853: 1844: 1842: 1835: 1819: 1815: 1806: 1804: 1797: 1781: 1777: 1766: 1762: 1753: 1749: 1742: 1728: 1724: 1710: 1706: 1701: 1696: 1642: 1586:precarious work 1578: 1545: 1543:lean CFP driven 1513:Main articles: 1511: 1335: 1300: 1274: 1198: 1090: 1047: 1031: 1011:Harley-Davidson 987:Hewlett-Packard 948: 924:Kiichiro Toyoda 882:Shop Management 851: 801:Fredrick Taylor 798: 673: 623:Process control 515:Flow production 463: 396:Financial asset 350:Too big to fail 340:Systematic risk 235:Economic bubble 225:Cost of capital 28: 23: 22: 15: 12: 11: 5: 4102: 4092: 4091: 4086: 4081: 4076: 4071: 4066: 4049: 4048: 4046: 4045: 4040: 4035: 4030: 4025: 4020: 4015: 4010: 4005: 4000: 3995: 3990: 3985: 3980: 3974: 3971: 3970: 3962: 3961: 3954: 3947: 3939: 3933: 3932: 3925: 3924:External links 3922: 3921: 3920: 3902: 3887: 3869: 3854: 3840: 3833: 3826: 3823: 3817: 3802: 3795: 3788: 3773: 3759: 3752: 3746: 3739: 3732: 3726: 3713: 3707: 3692: 3671: 3658: 3651: 3644: 3637: 3623: 3616: 3609: 3600: 3597: 3594: 3593: 3562: 3553: 3520: 3489: 3458: 3426: 3396: 3366: 3321: 3238: 3207: 3193: 3176: 3157: 3137: 3115: 3092: 3068: 3061: 3043: 3024: 3011: 2998: 2985: 2972: 2959: 2937: 2917: 2884: 2864: 2845: 2825: 2823:. Tebbo, p 32. 2812: 2799: 2786: 2773: 2760: 2733: 2702: 2683: 2663: 2630: 2623: 2605: 2592: 2571: 2562: 2540: 2524: 2493: 2467: 2458: 2449: 2436: 2427: 2414: 2405: 2392: 2383: 2370: 2357: 2344: 2331: 2318: 2305: 2259: 2243: 2228: 2215: 2206: 2193: 2180: 2167: 2151: 2138: 2125: 2081: 2060:(6): 553–564. 2040: 2027: 1981: 1962: 1942: 1923: 1903: 1884: 1864: 1851: 1833: 1813: 1795: 1775: 1760: 1747: 1740: 1722: 1703: 1702: 1700: 1697: 1695: 1694: 1689: 1684: 1679: 1674: 1669: 1664: 1659: 1654: 1649: 1643: 1641: 1638: 1577: 1574: 1531:lean Six Sigma 1510: 1507: 1504: 1503: 1500: 1498: 1496: 1494: 1490: 1489: 1487: 1485: 1483: 1480: 1476: 1475: 1473: 1470: 1467: 1465: 1461: 1460: 1457: 1454: 1451: 1449: 1445: 1444: 1442: 1440: 1438: 1435: 1431: 1430: 1428: 1426: 1424: 1421: 1417: 1416: 1413: 1410: 1407: 1404: 1400: 1399: 1396: 1394: 1391: 1388: 1384: 1383: 1381: 1378: 1375: 1372: 1368: 1367: 1364: 1361: 1358: 1355: 1334: 1331: 1299: 1296: 1273: 1272:Implementation 1270: 1269: 1268: 1265: 1262: 1259: 1256: 1253: 1246: 1235:The Toyota Way 1227: 1226: 1223: 1220: 1217: 1210: 1197: 1194: 1193: 1192: 1189: 1186: 1183: 1180: 1177: 1174: 1171: 1168: 1165: 1162: 1159: 1156: 1153: 1150: 1147: 1132: 1131: 1124: 1121: 1118: 1107: 1106: 1103: 1100: 1097: 1089: 1086: 1076:quick response 1046: 1043: 1030: 1027: 1019:General Motors 947: 944: 936:The Toyota Way 907:cites reading 902: 901: 898: 869: 868: 865: 862: 859: 850: 847: 797: 794: 751:The Toyota Way 675: 674: 672: 671: 664: 657: 649: 646: 645: 644: 643: 638: 633: 625: 624: 620: 619: 618: 617: 614: 609: 604: 599: 591: 590: 586: 585: 584: 583: 578: 573: 568: 563: 558: 553: 548: 543: 535: 534: 530: 529: 528: 527: 522: 517: 512: 510:Job production 507: 499: 498: 494: 493: 485: 484: 478: 477: 476:of articles on 465: 464: 462: 461: 454: 447: 439: 436: 435: 434: 433: 428: 423: 418: 413: 408: 403: 398: 393: 388: 380: 379: 378:Related topics 375: 374: 373: 372: 367: 362: 357: 352: 347: 342: 337: 332: 327: 322: 317: 312: 307: 302: 297: 292: 287: 282: 277: 272: 267: 262: 260:Financial risk 257: 252: 247: 242: 237: 232: 227: 222: 217: 212: 207: 205:Bond (finance) 202: 197: 195:Angel investor 189: 188: 184: 183: 182: 181: 176: 171: 166: 161: 160: 159: 154: 149: 144: 134: 129: 121: 120: 116: 115: 114: 113: 108: 103: 98: 93: 88: 86:Financial plan 83: 78: 73: 68: 63: 55: 54: 48: 47: 39: 38: 26: 9: 6: 4: 3: 2: 4101: 4090: 4087: 4085: 4082: 4080: 4077: 4075: 4072: 4070: 4069:Manufacturing 4067: 4065: 4062: 4061: 4059: 4044: 4041: 4039: 4036: 4034: 4031: 4029: 4026: 4024: 4021: 4019: 4016: 4014: 4011: 4009: 4006: 4004: 4001: 3999: 3996: 3994: 3991: 3989: 3986: 3984: 3981: 3979: 3976: 3975: 3972: 3967: 3960: 3955: 3953: 3948: 3946: 3941: 3940: 3937: 3931: 3928: 3927: 3909: 3905: 3903:9780892563500 3899: 3895: 3894: 3888: 3876: 3872: 3870:9781471111006 3866: 3862: 3861: 3855: 3853: 3852:0-9712436-3-8 3849: 3846:, PCS Press, 3845: 3841: 3838: 3834: 3831: 3827: 3824: 3820: 3818:9780915299171 3814: 3811:. CRC Press. 3810: 3809: 3803: 3800: 3796: 3793: 3789: 3786: 3785:0-915299-20-8 3782: 3778: 3774: 3772: 3771:0-915299-14-3 3768: 3764: 3760: 3757: 3753: 3751: 3747: 3744: 3740: 3737: 3733: 3731: 3727: 3723: 3719: 3714: 3710: 3708:9781563272288 3704: 3701:. CRC Press. 3700: 3699: 3693: 3689: 3685: 3681: 3677: 3672: 3668: 3664: 3659: 3656: 3652: 3649: 3645: 3642: 3638: 3636: 3635:0-88427-062-9 3632: 3628: 3624: 3621: 3617: 3614: 3610: 3607: 3603: 3602: 3581: 3577: 3573: 3566: 3557: 3541: 3537: 3533: 3527: 3525: 3513:September 30, 3508: 3504: 3500: 3493: 3477: 3473: 3469: 3466:Evans, Dave. 3462: 3446: 3442: 3437: 3430: 3414: 3410: 3406: 3400: 3384: 3380: 3376: 3370: 3362: 3356: 3340: 3336: 3332: 3325: 3317: 3311: 3295: 3291: 3287: 3283: 3279: 3275: 3271: 3266: 3261: 3257: 3253: 3249: 3242: 3235: 3222: 3218: 3211: 3203: 3197: 3191: 3187: 3180: 3169:September 24, 3164: 3160: 3154: 3150: 3149: 3141: 3122: 3118: 3112: 3105: 3104: 3096: 3089: 3085: 3081: 3078: 3072: 3064: 3062:9783954662241 3058: 3054: 3047: 3039: 3035: 3028: 3021: 3015: 3008: 3002: 2995: 2989: 2982: 2976: 2969: 2963: 2956: 2944: 2940: 2938:9781563272288 2934: 2930: 2929: 2921: 2913: 2907: 2891: 2887: 2885:9780872636477 2881: 2877: 2876: 2868: 2852: 2848: 2846:9781416554523 2842: 2838: 2837: 2829: 2822: 2816: 2809: 2803: 2796: 2790: 2783: 2777: 2770: 2764: 2748: 2744: 2737: 2721: 2717: 2713: 2706: 2690: 2686: 2680: 2676: 2675: 2667: 2658: 2653: 2649: 2645: 2644:Procedia CIRP 2641: 2634: 2626: 2620: 2616: 2609: 2602: 2596: 2589: 2585: 2581: 2580:Lean Thinking 2575: 2566: 2551: 2544: 2538: 2534: 2528: 2512: 2508: 2504: 2497: 2481: 2477: 2471: 2462: 2453: 2446: 2440: 2431: 2424: 2418: 2409: 2402: 2396: 2387: 2380: 2374: 2367: 2361: 2354: 2348: 2341: 2335: 2328: 2322: 2315: 2309: 2301: 2295: 2276: 2269: 2263: 2256: 2250: 2248: 2239: 2232: 2225: 2219: 2210: 2203: 2197: 2190: 2184: 2177: 2171: 2164: 2158: 2156: 2148: 2142: 2135: 2129: 2122: 2106: 2102: 2098: 2091: 2085: 2077: 2073: 2068: 2063: 2059: 2055: 2051: 2044: 2037: 2031: 2023: 2017: 1998: 1991: 1985: 1969: 1965: 1963:0-915299-03-8 1959: 1955: 1954: 1946: 1930: 1926: 1924:0-915299-15-1 1920: 1916: 1915: 1907: 1891: 1887: 1885:9781466505384 1881: 1877: 1876: 1868: 1861: 1855: 1840: 1836: 1834:9780892563500 1830: 1826: 1825: 1817: 1802: 1798: 1796:9781471111006 1792: 1788: 1787: 1779: 1771: 1764: 1757: 1751: 1743: 1737: 1734:. CRC Press. 1733: 1726: 1717: 1711:According to 1708: 1704: 1693: 1690: 1688: 1685: 1683: 1680: 1678: 1675: 1673: 1670: 1668: 1665: 1663: 1660: 1658: 1655: 1653: 1650: 1648: 1645: 1644: 1637: 1633: 1629: 1627: 1622: 1618: 1616: 1612: 1607: 1602: 1600: 1596: 1590: 1587: 1582: 1573: 1569: 1567: 1561: 1559: 1553: 1551: 1550:lean hospital 1544: 1540: 1539:lean thinking 1536: 1532: 1528: 1524: 1520: 1519:lean dynamics 1516: 1515:lean services 1501: 1499: 1497: 1495: 1492: 1491: 1488: 1486: 1484: 1481: 1478: 1477: 1474: 1471: 1468: 1466: 1463: 1462: 1458: 1455: 1452: 1450: 1447: 1446: 1443: 1441: 1439: 1436: 1433: 1432: 1429: 1427: 1425: 1422: 1419: 1418: 1414: 1411: 1408: 1405: 1402: 1401: 1397: 1395: 1392: 1389: 1386: 1385: 1382: 1379: 1376: 1373: 1370: 1369: 1365: 1362: 1360:Fort Collins 1359: 1356: 1354: 1353: 1350: 1346: 1342: 1341:empowerment. 1338: 1330: 1328: 1324: 1320: 1315: 1313: 1309: 1305: 1295: 1292: 1288: 1284: 1281: 1278: 1266: 1263: 1260: 1257: 1254: 1251: 1247: 1244: 1243:Lean services 1240: 1239: 1238: 1236: 1231: 1224: 1221: 1218: 1215: 1211: 1208: 1204: 1203: 1202: 1190: 1187: 1184: 1181: 1178: 1175: 1172: 1169: 1166: 1163: 1160: 1157: 1154: 1151: 1148: 1145: 1144: 1143: 1140: 1136: 1129: 1125: 1122: 1119: 1116: 1115: 1114: 1111: 1104: 1101: 1098: 1095: 1094: 1093: 1085: 1083: 1082: 1077: 1071: 1069: 1065: 1061: 1057: 1053: 1042: 1039: 1035: 1026: 1022: 1020: 1016: 1012: 1006: 1004: 1000: 996: 992: 988: 984: 980: 976: 972: 968: 963: 961: 956: 954: 943: 939: 937: 933: 929: 925: 921: 917: 912: 910: 906: 905:Shigeo Shingo 899: 896: 895: 894: 892: 891: 885: 883: 879: 873: 866: 863: 860: 857: 856: 855: 846: 844: 843:Lean Thinking 840: 836: 832: 831: 826: 822: 818: 814: 810: 809:Shigeo Shingo 806: 802: 793: 789: 786: 782: 778: 774: 769: 766: 762: 757: 752: 748: 744: 740: 735: 733: 729: 725: 721: 717: 713: 709: 705: 701: 697: 693: 689: 688:manufacturing 685: 681: 670: 665: 663: 658: 656: 651: 650: 648: 647: 642: 639: 637: 634: 632: 629: 628: 627: 626: 622: 621: 615: 613: 610: 608: 605: 603: 600: 598: 595: 594: 593: 592: 588: 587: 582: 579: 577: 574: 572: 569: 567: 564: 562: 559: 557: 554: 552: 549: 547: 544: 542: 539: 538: 537: 536: 532: 531: 526: 523: 521: 518: 516: 513: 511: 508: 506: 503: 502: 501: 500: 496: 495: 491: 487: 486: 483: 480: 479: 475: 471: 470: 460: 455: 453: 448: 446: 441: 440: 438: 437: 432: 429: 427: 424: 422: 419: 417: 414: 412: 409: 407: 404: 402: 399: 397: 394: 392: 389: 387: 384: 383: 382: 381: 377: 376: 371: 370:Watered stock 368: 366: 363: 361: 358: 356: 353: 351: 348: 346: 345:Systemic risk 343: 341: 338: 336: 333: 331: 328: 326: 323: 321: 318: 316: 313: 311: 308: 306: 303: 301: 298: 296: 293: 291: 288: 286: 283: 281: 278: 276: 273: 271: 268: 266: 263: 261: 258: 256: 253: 251: 248: 246: 243: 241: 238: 236: 233: 231: 230:Eco-investing 228: 226: 223: 221: 218: 216: 213: 211: 208: 206: 203: 201: 198: 196: 193: 192: 191: 190: 186: 185: 180: 177: 175: 172: 170: 167: 165: 162: 158: 155: 153: 150: 148: 145: 143: 140: 139: 138: 135: 133: 130: 128: 125: 124: 123: 122: 118: 117: 112: 109: 107: 104: 102: 99: 97: 94: 92: 89: 87: 84: 82: 79: 77: 74: 72: 69: 67: 66:Business plan 64: 62: 59: 58: 57: 56: 53: 50: 49: 45: 41: 40: 37: 34: 33: 30: 19: 3965: 3912:. 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