Lean manufacturing, lean enterprise, or lean production, often simply, "Lean," is a production practice that considers the use of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination.
Working from the perspective of the customer who consumes a product or service, "value" is defined as any action or process that a customer would be willing to pay for.
Essentially, lean is centered on preserving value with less work. Lean manufacturing is a management philosophy derived mostly from the Toyota Production System (TPS) (hence the term Toyotism is also prevalent) and identified as "Lean" only in the 1990s. TPS is renowned for its focus on reduction of the original Toyota seven wastes to improve overall customer value, but there are varying perspectives on how this is best achieved. The steady growth of Toyota, from a small company to the world's largest automaker, has focused attention on how it has achieved this success.
When we promote "Lean Thinking" - we do not teach dry theory, which might be hard to apply by our customers. We ensure that our customers introduce it in a way that suits them and delivers results. The introduction of Lean Management via Kaizen (Continuous Improvement) warrants its adaption to the customers’ business, product and company size.
The pictures are examples of a "lean planning board", based on "pull system" which was built by one of our clients, with our help. This board resolved a bottleneck situation between planning and drawing office in a few weeks time.