TITLE

Creating and Implementing Lean Strategies

AUTHOR(S)
Atkinson, Philip
PUB. DATE
February 2004
SOURCE
Management Services;Feb2004, Vol. 48 Issue 2, p18
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
This article focuses on the creation and implementation of lean strategies in businesses. Lean can resolve severe organisational problems and can be a powerful approach to gather and unite several change initiatives that are running through a business. It is a concept, a process and a set of tools that leaves behind it a trail of successes in bringing about effective resource allocation. Lean can be a major strategic initiative focused on cost efficiencies managed from the top of the business or it can evolve in smaller discrete initiatives. Simply stated, lean thinking is about achieving more with less. It is not about sweating the assets but about carefully analysing how best to achieve a given result with the purpose of utilising resources to their advantage. Process management is the critical factor. Failing to create processes which transcend functional boundaries and incorporate What If thinking of a preventative nature in their design is fundamental to lean technique. The belief that the use of a tool is good and its overuse and application is better misses the point of lean thinking. It comes not by obsessing with process design, but obsessing about design with those who produce the product or service. INSET: The Toyota Experience: Study Tour.
ACCESSION #
12388982

 

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