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• W2341783721 abstract "Lean Thinking is a highly evolved method of managing an organization to improve the productivity, efficiency and quality of its products or services. core principle it uses is that no work should be done unless it is going to create customer value. Traditionally Lean tools were Value Stream mapping, Quick Changeover/Setup Reduction, Single Minute Exchange of Dies (SMED), Kaizen, Flow Manufacturing, Visual Workplace/5S Good Housekeeping, Total Productive maintenance (TPM) and Pull/Kanban Systems. Companies and organizations employing these tools report significant gains in productivity and overall effectiveness within their specific entities. TRIZ Plus can be effectively used as a tool to support almost all principles as the experience of Kawasaki Steel Group clearly showed. ideas behind what is now termed Lean thinking were originally developed in Toyota's manufacturing operations - known as the Toyota Production System - an spread through its supply base in the 1970's, and its distribution and sales operations in the 1980's. term was popularized in the book The Machine that Changed the World which clearly illustrated the significant performance gap between the Japanese and western automotive industries. It described the key elements accounting for this superior performance as production - lean because Japanese business methods used less of everything - human effort, capital investments, facilities, inventories and time - in manufacturing, product development, parts supply and custom relations. Lean Thinking is a highly evolved method of managing an organization to improve the productivity, efficiency and quality of its products or services. core principle it uses is that no work should be done unless it is going to create customer value. Work should be performed in the simplest, most efficient way to maximize the smoothest throughput of product and services from you to the customer. Here is an example. A large truck manufacturing company inspected every returned part from its dealers against initial orders and inventory before a credit would be issued. Implementing this process cost the company millions of dollars each year. dealers were irate because of the required justification, the time lag and their carrying cost. Lean Thinking project of this process showed that the value of 90% of returned parts was less than the cost of the whole process, without even considering the impact on dealer goodwill. company changed its policy - no returns are checked unless the part exceeds a certain dollar value. As the result the process" @default.
• W2341783721 created "2016-06-24" @default.
• W2341783721 creator A5068504327 @default.
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• W2341783721 date "2004-01-01" @default.
• W2341783721 modified "2023-09-27" @default.
• W2341783721 title "TRIZ as a Lean Thinking Tool" @default.
• W2341783721 hasPublicationYear "2004" @default.
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