In the book, they introduced terms such as: “Lean Manufacturing”, “Lean Production”, “Lean Organization”, “Lean Enterprise”. The term Lean Manufacturing was proposed in 1988 by John Krafcik, who first used it as the term to describe an alternative system to popular mass production, in a publication entitled “The Triumph of the Lean Production System.” 3 The concept was then popularized by a group of scientists: James Womack, Daniel Jones and Daniel Roos after the publication of their book “The Machine That Changed the World.” in 1990. Lean production is more… well, lean than the traditional mass production because it uses less human labour, production space or engineer work. 1 And that’s also why the name “Lean” fits perfectly. By the Lean standards, waste is any action that consumes resources without adding value to the customer. It assumes that the primary goal of the company should be to maximize value for the customer, while eliminating waste (overproduction, excess inventory, processing, unnecessary traffic, etc.). This translates to a kaizen mentality, focused on continuous improvement and the effort for daily job enhancement.What is the easiest way to explain what Lean Manufacturing is? It is a method of production management that has been developed based on the principles and tools of the Toyota Production System (TPS). The elimination of Muda (Waste) and the ambition to add value for customers at every stage of the process is the foundation for the way we work. ![]() TPS is a recognized worldwide as a methodology and mindset that can be applied not only in manufacturing but across all processes and functions. TPS aims to generate the best environment where people can promote ideas and maximize human values, and although today Toyota is established as one of the most important manufacturers in the world, this approach is still the driving force behind our culture and is the company's greatest asset. As a result, the Massachusetts Institute of Technology undertook a research study, which resulted in the publication of a book called 'The Machine that Changed the World', which recognised TPS as the differentiator and the true source of lean-thinking. TPS was seen as the differentiator that enabled Toyota to recover more quickly from the 1970's oil crisis, compared to other auto-makers. Jidoka and Just-in-time formed the two pillars of the Toyota Production System which was developed by Taichi Ohno and has since been improved over many decades. Just-in-time depends on getting exactly the right goods (components) to exactly the right place at the right time. ![]() In the 1930s the concept of 'Just-in-Time', was invented by Kiichiro Toyoda as part of his efforts to create an efficient way of manufacturing Toyota cars, when resources were scarce, and waste could not be afforded. ![]() The very start of the story can be traced back to the 1920's, with the concept of Jidoka, which was originally developed by Toyota's founder, Sakichi Toyoda, as 'intelligent automation', and first used on automatic looming machines to improve productivity as well as ensuring quality, by automatically detecting abnormalities. However, the origins of TPS started much earlier. The Toyota Production System was developed by Toyota in the 1950's in response to a lack of financial resources post-war, combined with the ambition to become the world leader in car manufacturing. The origins and culture of Toyota Production System
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