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<li id="toc-Japan:_the_origins_of_Lean" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Japan:_the_origins_of_Lean"> <div class="vector-toc-text"> <span class="vector-toc-numb">1.1</span> <span>Japan: the origins of Lean</span> </div> </a> <ul id="toc-Japan:_the_origins_of_Lean-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Evolution_in_the_rest_of_the_world" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Evolution_in_the_rest_of_the_world"> <div class="vector-toc-text"> <span class="vector-toc-numb">1.2</span> <span>Evolution in the rest of the world</span> </div> </a> <ul id="toc-Evolution_in_the_rest_of_the_world-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Rebranding_as_"lean"" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Rebranding_as_"lean""> <div class="vector-toc-text"> <span class="vector-toc-numb">1.3</span> <span>Rebranding as "lean"</span> </div> </a> <ul id="toc-Rebranding_as_"lean"-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Middle_era_and_to_the_present" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Middle_era_and_to_the_present"> <div class="vector-toc-text"> <span class="vector-toc-numb">1.4</span> <span>Middle era and to the present</span> </div> </a> <ul id="toc-Middle_era_and_to_the_present-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-Methodology" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Methodology"> <div class="vector-toc-text"> <span class="vector-toc-numb">2</span> <span>Methodology</span> </div> </a> <button aria-controls="toc-Methodology-sublist" class="cdx-button cdx-button--weight-quiet cdx-button--icon-only vector-toc-toggle"> <span class="vector-icon mw-ui-icon-wikimedia-expand"></span> <span>Toggle Methodology subsection</span> </button> <ul id="toc-Methodology-sublist" class="vector-toc-list"> <li id="toc-Key_principles_and_waste" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Key_principles_and_waste"> <div class="vector-toc-text"> <span class="vector-toc-numb">2.1</span> <span>Key principles and waste</span> </div> </a> <ul id="toc-Key_principles_and_waste-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Implementation" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Implementation"> <div class="vector-toc-text"> <span class="vector-toc-numb">2.2</span> <span>Implementation</span> </div> </a> <ul id="toc-Implementation-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-Naming" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Naming"> <div class="vector-toc-text"> <span class="vector-toc-numb">3</span> <span>Naming</span> </div> </a> <ul id="toc-Naming-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Objectives_and_benefits" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Objectives_and_benefits"> <div class="vector-toc-text"> <span class="vector-toc-numb">4</span> <span>Objectives and benefits</span> </div> </a> <ul id="toc-Objectives_and_benefits-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Application_outside_a_manufacturing_context" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Application_outside_a_manufacturing_context"> <div class="vector-toc-text"> <span class="vector-toc-numb">5</span> <span>Application outside a manufacturing context</span> </div> </a> <ul id="toc-Application_outside_a_manufacturing_context-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Criticism" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Criticism"> <div class="vector-toc-text"> <span class="vector-toc-numb">6</span> <span>Criticism</span> </div> </a> <ul id="toc-Criticism-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-See_also" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#See_also"> <div class="vector-toc-text"> <span class="vector-toc-numb">7</span> <span>See also</span> </div> </a> <ul id="toc-See_also-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Notes" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Notes"> <div class="vector-toc-text"> <span class="vector-toc-numb">8</span> <span>Notes</span> </div> </a> <ul id="toc-Notes-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-References" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#References"> <div class="vector-toc-text"> <span class="vector-toc-numb">9</span> <span>References</span> </div> </a> <ul id="toc-References-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-External_links" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#External_links"> <div class="vector-toc-text"> <span class="vector-toc-numb">10</span> <span>External links</span> </div> </a> <ul id="toc-External_links-sublist" class="vector-toc-list"> </ul> </li> </ul> </div> </div> </nav> </div> </div> <div class="mw-content-container"> <main id="content" class="mw-body"> <header class="mw-body-header vector-page-titlebar"> <nav aria-label="Contents" class="vector-toc-landmark"> <div id="vector-page-titlebar-toc" class="vector-dropdown vector-page-titlebar-toc vector-button-flush-left" > <input type="checkbox" id="vector-page-titlebar-toc-checkbox" role="button" aria-haspopup="true" data-event-name="ui.dropdown-vector-page-titlebar-toc" class="vector-dropdown-checkbox " aria-label="Toggle the table of contents" > <label id="vector-page-titlebar-toc-label" for="vector-page-titlebar-toc-checkbox" class="vector-dropdown-label cdx-button cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--weight-quiet cdx-button--icon-only " aria-hidden="true" ><span class="vector-icon mw-ui-icon-listBullet mw-ui-icon-wikimedia-listBullet"></span> <span class="vector-dropdown-label-text">Toggle the table of contents</span> </label> <div class="vector-dropdown-content"> <div id="vector-page-titlebar-toc-unpinned-container" class="vector-unpinned-container"> </div> </div> </div> </nav> <h1 id="firstHeading" class="firstHeading mw-first-heading"><span class="mw-page-title-main">Lean manufacturing</span></h1> <div id="p-lang-btn" class="vector-dropdown mw-portlet mw-portlet-lang" > <input type="checkbox" id="p-lang-btn-checkbox" role="button" aria-haspopup="true" data-event-name="ui.dropdown-p-lang-btn" class="vector-dropdown-checkbox mw-interlanguage-selector" aria-label="Go to an article in another language. Available in 38 languages" > <label id="p-lang-btn-label" for="p-lang-btn-checkbox" class="vector-dropdown-label cdx-button cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--weight-quiet cdx-button--action-progressive mw-portlet-lang-heading-38" aria-hidden="true" ><span class="vector-icon mw-ui-icon-language-progressive mw-ui-icon-wikimedia-language-progressive"></span> <span class="vector-dropdown-label-text">38 languages</span> </label> <div class="vector-dropdown-content"> <div class="vector-menu-content"> <ul class="vector-menu-content-list"> <li class="interlanguage-link interwiki-ar mw-list-item"><a href="https://ar.wikipedia.org/wiki/%D8%AA%D8%B5%D9%86%D9%8A%D8%B9_%D8%B1%D8%B4%D9%8A%D9%82" title="تصنيع رشيق – Arabic" lang="ar" hreflang="ar" data-title="تصنيع رشيق" data-language-autonym="العربية" data-language-local-name="Arabic" class="interlanguage-link-target"><span>العربية</span></a></li><li class="interlanguage-link interwiki-az mw-list-item"><a href="https://az.wikipedia.org/wiki/Q%C9%99na%C9%99tcil_istehsal" title="Qənaətcil istehsal – Azerbaijani" lang="az" hreflang="az" data-title="Qənaətcil istehsal" data-language-autonym="Azərbaycanca" data-language-local-name="Azerbaijani" class="interlanguage-link-target"><span>Azərbaycanca</span></a></li><li class="interlanguage-link interwiki-bn mw-list-item"><a href="https://bn.wikipedia.org/wiki/%E0%A6%95%E0%A7%83%E0%A6%9A%E0%A7%8D%E0%A6%9B%E0%A6%A4%E0%A6%BE%E0%A6%AE%E0%A7%82%E0%A6%B2%E0%A6%95_%E0%A6%B6%E0%A6%BF%E0%A6%B2%E0%A7%8D%E0%A6%AA%E0%A7%8B%E0%A7%8E%E0%A6%AA%E0%A6%BE%E0%A6%A6%E0%A6%A8" title="কৃচ্ছতামূলক শিল্পোৎপাদন – Bangla" lang="bn" hreflang="bn" data-title="কৃচ্ছতামূলক শিল্পোৎপাদন" data-language-autonym="বাংলা" data-language-local-name="Bangla" class="interlanguage-link-target"><span>বাংলা</span></a></li><li class="interlanguage-link interwiki-bg mw-list-item"><a href="https://bg.wikipedia.org/wiki/%D0%A1%D1%82%D0%B5%D0%B3%D0%BD%D0%B0%D1%82%D0%BE_%D0%BF%D1%80%D0%BE%D0%B8%D0%B7%D0%B2%D0%BE%D0%B4%D1%81%D1%82%D0%B2%D0%BE" title="Стегнато производство – Bulgarian" lang="bg" hreflang="bg" data-title="Стегнато производство" data-language-autonym="Български" data-language-local-name="Bulgarian" class="interlanguage-link-target"><span>Български</span></a></li><li class="interlanguage-link interwiki-ca mw-list-item"><a href="https://ca.wikipedia.org/wiki/Producci%C3%B3_ajustada" title="Producció ajustada – Catalan" lang="ca" hreflang="ca" data-title="Producció ajustada" data-language-autonym="Català" data-language-local-name="Catalan" class="interlanguage-link-target"><span>Català</span></a></li><li class="interlanguage-link interwiki-cs mw-list-item"><a href="https://cs.wikipedia.org/wiki/%C5%A0t%C3%ADhl%C3%A1_v%C3%BDroba" title="Štíhlá výroba – Czech" lang="cs" hreflang="cs" data-title="Štíhlá výroba" data-language-autonym="Čeština" data-language-local-name="Czech" class="interlanguage-link-target"><span>Čeština</span></a></li><li class="interlanguage-link interwiki-da mw-list-item"><a href="https://da.wikipedia.org/wiki/Lean" title="Lean – Danish" lang="da" hreflang="da" data-title="Lean" data-language-autonym="Dansk" data-language-local-name="Danish" class="interlanguage-link-target"><span>Dansk</span></a></li><li class="interlanguage-link interwiki-de mw-list-item"><a href="https://de.wikipedia.org/wiki/Schlanke_Produktion" title="Schlanke Produktion – German" lang="de" hreflang="de" data-title="Schlanke Produktion" data-language-autonym="Deutsch" data-language-local-name="German" class="interlanguage-link-target"><span>Deutsch</span></a></li><li class="interlanguage-link interwiki-et mw-list-item"><a href="https://et.wikipedia.org/wiki/Timmitud_tootmine" title="Timmitud tootmine – Estonian" lang="et" hreflang="et" data-title="Timmitud tootmine" data-language-autonym="Eesti" data-language-local-name="Estonian" class="interlanguage-link-target"><span>Eesti</span></a></li><li class="interlanguage-link interwiki-es mw-list-item"><a href="https://es.wikipedia.org/wiki/Lean_manufacturing" title="Lean manufacturing – Spanish" lang="es" hreflang="es" data-title="Lean manufacturing" data-language-autonym="Español" data-language-local-name="Spanish" class="interlanguage-link-target"><span>Español</span></a></li><li class="interlanguage-link interwiki-eu mw-list-item"><a href="https://eu.wikipedia.org/wiki/Ekoizpen_doitu" title="Ekoizpen doitu – Basque" lang="eu" hreflang="eu" data-title="Ekoizpen doitu" data-language-autonym="Euskara" data-language-local-name="Basque" class="interlanguage-link-target"><span>Euskara</span></a></li><li class="interlanguage-link interwiki-fa mw-list-item"><a href="https://fa.wikipedia.org/wiki/%D8%AA%D9%88%D9%84%DB%8C%D8%AF_%D9%86%D8%A7%D8%A8" title="تولید ناب – Persian" lang="fa" hreflang="fa" data-title="تولید ناب" data-language-autonym="فارسی" data-language-local-name="Persian" class="interlanguage-link-target"><span>فارسی</span></a></li><li class="interlanguage-link interwiki-fr mw-list-item"><a href="https://fr.wikipedia.org/wiki/Lean_(production)" title="Lean (production) – French" lang="fr" hreflang="fr" data-title="Lean (production)" data-language-autonym="Français" data-language-local-name="French" class="interlanguage-link-target"><span>Français</span></a></li><li class="interlanguage-link interwiki-ko mw-list-item"><a href="https://ko.wikipedia.org/wiki/%EB%A6%B0_%EC%83%9D%EC%82%B0" title="린 생산 – Korean" lang="ko" hreflang="ko" data-title="린 생산" data-language-autonym="한국어" data-language-local-name="Korean" class="interlanguage-link-target"><span>한국어</span></a></li><li class="interlanguage-link interwiki-id mw-list-item"><a href="https://id.wikipedia.org/wiki/Produksi_ramping" title="Produksi ramping – Indonesian" lang="id" hreflang="id" data-title="Produksi ramping" data-language-autonym="Bahasa Indonesia" data-language-local-name="Indonesian" class="interlanguage-link-target"><span>Bahasa Indonesia</span></a></li><li class="interlanguage-link interwiki-is mw-list-item"><a href="https://is.wikipedia.org/wiki/Strauml%C3%ADnustj%C3%B3rnun" title="Straumlínustjórnun – Icelandic" lang="is" hreflang="is" data-title="Straumlínustjórnun" data-language-autonym="Íslenska" data-language-local-name="Icelandic" class="interlanguage-link-target"><span>Íslenska</span></a></li><li class="interlanguage-link interwiki-it mw-list-item"><a href="https://it.wikipedia.org/wiki/Produzione_snella" title="Produzione snella – Italian" lang="it" hreflang="it" data-title="Produzione snella" data-language-autonym="Italiano" data-language-local-name="Italian" class="interlanguage-link-target"><span>Italiano</span></a></li><li class="interlanguage-link interwiki-he mw-list-item"><a href="https://he.wikipedia.org/wiki/%D7%99%D7%99%D7%A6%D7%95%D7%A8_%D7%A8%D7%96%D7%94" title="ייצור רזה – Hebrew" lang="he" hreflang="he" data-title="ייצור רזה" data-language-autonym="עברית" data-language-local-name="Hebrew" class="interlanguage-link-target"><span>עברית</span></a></li><li class="interlanguage-link interwiki-kn mw-list-item"><a href="https://kn.wikipedia.org/wiki/%E0%B2%A8%E0%B3%87%E0%B2%B0_%E0%B2%89%E0%B2%A4%E0%B3%8D%E0%B2%AA%E0%B2%BE%E0%B2%A6%E0%B2%A8%E0%B3%86_(%E0%B2%B2%E0%B3%80%E0%B2%A8%E0%B3%8D_%E0%B2%AE%E0%B3%8D%E0%B2%AF%E0%B2%BE%E0%B2%A8%E0%B3%81%E0%B2%AB%E0%B3%8D%E0%B2%AF%E0%B2%BE%E0%B2%95%E0%B3%8D%E0%B2%9A%E0%B2%B0%E0%B2%BF%E0%B2%82%E0%B2%97%E0%B3%8D)" title="ನೇರ ಉತ್ಪಾದನೆ (ಲೀನ್ ಮ್ಯಾನುಫ್ಯಾಕ್ಚರಿಂಗ್) – Kannada" lang="kn" hreflang="kn" data-title="ನೇರ ಉತ್ಪಾದನೆ (ಲೀನ್ ಮ್ಯಾನುಫ್ಯಾಕ್ಚರಿಂಗ್)" data-language-autonym="ಕನ್ನಡ" data-language-local-name="Kannada" class="interlanguage-link-target"><span>ಕನ್ನಡ</span></a></li><li class="interlanguage-link interwiki-kk mw-list-item"><a href="https://kk.wikipedia.org/wiki/%D2%AE%D0%BD%D0%B5%D0%BC%D0%B4%D1%96_%D3%A9%D0%BD%D0%B4%D1%96%D1%80%D1%96%D1%81" title="Үнемді өндіріс – Kazakh" lang="kk" hreflang="kk" data-title="Үнемді өндіріс" data-language-autonym="Қазақша" data-language-local-name="Kazakh" class="interlanguage-link-target"><span>Қазақша</span></a></li><li class="interlanguage-link interwiki-hu mw-list-item"><a href="https://hu.wikipedia.org/wiki/Lean" title="Lean – Hungarian" lang="hu" hreflang="hu" data-title="Lean" data-language-autonym="Magyar" data-language-local-name="Hungarian" class="interlanguage-link-target"><span>Magyar</span></a></li><li class="interlanguage-link interwiki-mr mw-list-item"><a href="https://mr.wikipedia.org/wiki/%E0%A4%B2%E0%A5%80%E0%A4%A8" title="लीन – Marathi" lang="mr" hreflang="mr" data-title="लीन" data-language-autonym="मराठी" data-language-local-name="Marathi" class="interlanguage-link-target"><span>मराठी</span></a></li><li class="interlanguage-link interwiki-nl mw-list-item"><a href="https://nl.wikipedia.org/wiki/Lean_manufacturing" title="Lean manufacturing – Dutch" lang="nl" hreflang="nl" data-title="Lean manufacturing" data-language-autonym="Nederlands" data-language-local-name="Dutch" class="interlanguage-link-target"><span>Nederlands</span></a></li><li class="interlanguage-link interwiki-ja mw-list-item"><a href="https://ja.wikipedia.org/wiki/%E3%83%AA%E3%83%BC%E3%83%B3%E7%94%9F%E7%94%A3%E6%96%B9%E5%BC%8F" title="リーン生産方式 – Japanese" lang="ja" hreflang="ja" data-title="リーン生産方式" data-language-autonym="日本語" data-language-local-name="Japanese" class="interlanguage-link-target"><span>日本語</span></a></li><li class="interlanguage-link interwiki-no mw-list-item"><a href="https://no.wikipedia.org/wiki/Str%C3%B8mlinjeformet_produksjon" title="Strømlinjeformet produksjon – Norwegian Bokmål" lang="nb" hreflang="nb" data-title="Strømlinjeformet produksjon" data-language-autonym="Norsk bokmål" data-language-local-name="Norwegian Bokmål" class="interlanguage-link-target"><span>Norsk bokmål</span></a></li><li class="interlanguage-link interwiki-oc mw-list-item"><a href="https://oc.wikipedia.org/wiki/Lean_(produccion)" title="Lean (produccion) – Occitan" lang="oc" hreflang="oc" data-title="Lean (produccion)" data-language-autonym="Occitan" data-language-local-name="Occitan" class="interlanguage-link-target"><span>Occitan</span></a></li><li class="interlanguage-link interwiki-pl mw-list-item"><a href="https://pl.wikipedia.org/wiki/Lean_manufacturing" title="Lean manufacturing – Polish" lang="pl" hreflang="pl" data-title="Lean manufacturing" data-language-autonym="Polski" data-language-local-name="Polish" class="interlanguage-link-target"><span>Polski</span></a></li><li class="interlanguage-link interwiki-pt mw-list-item"><a href="https://pt.wikipedia.org/wiki/Lean_manufacturing" title="Lean manufacturing – Portuguese" lang="pt" hreflang="pt" data-title="Lean manufacturing" data-language-autonym="Português" data-language-local-name="Portuguese" class="interlanguage-link-target"><span>Português</span></a></li><li class="interlanguage-link interwiki-ro mw-list-item"><a href="https://ro.wikipedia.org/wiki/Produc%C8%9Bie_de_tip_lean" title="Producție de tip lean – Romanian" lang="ro" hreflang="ro" data-title="Producție de tip lean" data-language-autonym="Română" data-language-local-name="Romanian" class="interlanguage-link-target"><span>Română</span></a></li><li class="interlanguage-link interwiki-ru mw-list-item"><a href="https://ru.wikipedia.org/wiki/%D0%91%D0%B5%D1%80%D0%B5%D0%B6%D0%BB%D0%B8%D0%B2%D0%BE%D0%B5_%D0%BF%D1%80%D0%BE%D0%B8%D0%B7%D0%B2%D0%BE%D0%B4%D1%81%D1%82%D0%B2%D0%BE" title="Бережливое производство – Russian" lang="ru" hreflang="ru" data-title="Бережливое производство" data-language-autonym="Русский" data-language-local-name="Russian" class="interlanguage-link-target"><span>Русский</span></a></li><li class="interlanguage-link interwiki-fi mw-list-item"><a href="https://fi.wikipedia.org/wiki/Lean" title="Lean – Finnish" lang="fi" hreflang="fi" data-title="Lean" data-language-autonym="Suomi" data-language-local-name="Finnish" class="interlanguage-link-target"><span>Suomi</span></a></li><li class="interlanguage-link interwiki-sv mw-list-item"><a href="https://sv.wikipedia.org/wiki/Lean_production" title="Lean production – Swedish" lang="sv" hreflang="sv" data-title="Lean production" data-language-autonym="Svenska" data-language-local-name="Swedish" class="interlanguage-link-target"><span>Svenska</span></a></li><li class="interlanguage-link interwiki-ta mw-list-item"><a href="https://ta.wikipedia.org/wiki/%E0%AE%9A%E0%AE%BF%E0%AE%95%E0%AF%8D%E0%AE%95%E0%AE%A9_%E0%AE%89%E0%AE%B1%E0%AF%8D%E0%AE%AA%E0%AE%A4%E0%AF%8D%E0%AE%A4%E0%AE%BF" title="சிக்கன உற்பத்தி – Tamil" lang="ta" hreflang="ta" data-title="சிக்கன உற்பத்தி" data-language-autonym="தமிழ்" data-language-local-name="Tamil" class="interlanguage-link-target"><span>தமிழ்</span></a></li><li class="interlanguage-link interwiki-th mw-list-item"><a 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(finance)</a></li> <li><a href="/wiki/Capital_appreciation" title="Capital appreciation">Capital appreciation</a></li> <li><a href="/wiki/Capital_structure" title="Capital structure">Capital structure</a></li> <li><a href="/wiki/Cash_conversion_cycle" title="Cash conversion cycle">Cash conversion cycle</a></li> <li><a href="/wiki/Cost_of_capital" title="Cost of capital">Cost of capital</a></li> <li><a href="/wiki/Eco-investing" title="Eco-investing">Eco-investing</a></li> <li><a href="/wiki/Economic_bubble" title="Economic bubble">Economic bubble</a></li> <li><a href="/wiki/Economic_value_added" title="Economic value added">Economic value added</a></li> <li><a href="/wiki/Equity_(finance)" title="Equity (finance)">Equity (finance)</a></li> <li><a href="/wiki/Exchange_traded_fund" class="mw-redirect" title="Exchange traded fund">Exchange traded fund</a></li> <li><a href="/wiki/Financial_analysis" title="Financial analysis">Financial analysis</a></li> <li><a href="/wiki/Financial_risk" title="Financial risk">Financial risk</a></li> <li><a href="/wiki/Financial_system" title="Financial system">Financial system</a></li> <li><a href="/wiki/Growth_investing" title="Growth investing">Growth investing</a></li> <li><a href="/wiki/Growth_stock" title="Growth stock">Growth stock</a></li> <li><a href="/wiki/Investment_performance" title="Investment performance">Investment performance</a></li> <li><a href="/wiki/Investor_profile" title="Investor profile">Investor profile</a></li> <li><a href="/wiki/Market_risk" title="Market risk">Market risk</a></li> <li><a href="/wiki/Market_trend" title="Market trend">Market trend</a></li> <li><a href="/wiki/Option_(finance)" title="Option (finance)">Option</a></li> <li><a href="/wiki/Over-the-counter_(finance)" title="Over-the-counter (finance)">Over-the-counter</a></li> <li><a href="/wiki/Pension_fund" title="Pension fund">Pension fund</a></li> <li><a href="/wiki/Return_on_capital" title="Return on capital">Return on capital</a></li> <li><a href="/wiki/Share_(finance)" title="Share (finance)">Shares</a></li> <li><a href="/wiki/Speculation" title="Speculation">Speculation</a></li> <li><a href="/wiki/Super_angel" title="Super angel">Super angel</a></li> <li><a href="/wiki/Sustainable_finance" title="Sustainable finance">Sustainable finance</a></li> <li><a href="/wiki/Systematic_risk" title="Systematic risk">Systematic risk</a></li> <li><a href="/wiki/Systemic_risk" title="Systemic risk">Systemic risk</a></li> <li><a href="/wiki/Too_big_to_fail" title="Too big to fail">Too big to fail</a></li> <li><a href="/wiki/Too_connected_to_fail" title="Too connected to fail">Too connected to fail</a></li> <li><a href="/wiki/Toxic_asset" title="Toxic asset">Toxic asset</a></li> <li><a href="/wiki/Volatility_(finance)" title="Volatility (finance)">Volatility (finance)</a></li> <li><a href="/wiki/Watered_stock" title="Watered stock">Watered stock</a></li></ul></td> </tr><tr><th class="sidebar-heading"> Related topics</th></tr><tr><td class="sidebar-content hlist"> <ul><li><a href="/wiki/Factoring_(finance)" title="Factoring (finance)">Factoring (finance)</a></li> <li><a href="/wiki/Financial_analyst" title="Financial analyst">Financial analyst</a></li> <li><a href="/wiki/Financial_asset" title="Financial asset">Financial asset</a></li> <li><a href="/wiki/Hedge_(finance)" title="Hedge (finance)">Hedge</a></li> <li><a href="/wiki/Investor_profile" title="Investor profile">Investor profile</a></li> <li><a href="/wiki/Position_of_trust" title="Position of trust">Position of trust</a></li> <li><a href="/wiki/Statistical_finance" title="Statistical finance">Statistical finance</a></li> <li><a href="/wiki/Stress_test_(financial)" title="Stress test (financial)">Stress test (financial)</a></li> <li><a href="/wiki/Structured_product" title="Structured product">Structured product</a></li> <li><a href="/wiki/Supply_chain_finance" title="Supply chain finance">Supply chain finance</a></li></ul></td> </tr><tr><td class="sidebar-navbar"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1129693374"><style data-mw-deduplicate="TemplateStyles:r1239400231">.mw-parser-output .navbar{display:inline;font-size:88%;font-weight:normal}.mw-parser-output .navbar-collapse{float:left;text-align:left}.mw-parser-output .navbar-boxtext{word-spacing:0}.mw-parser-output .navbar ul{display:inline-block;white-space:nowrap;line-height:inherit}.mw-parser-output .navbar-brackets::before{margin-right:-0.125em;content:"[ "}.mw-parser-output .navbar-brackets::after{margin-left:-0.125em;content:" ]"}.mw-parser-output .navbar li{word-spacing:-0.125em}.mw-parser-output .navbar a>span,.mw-parser-output .navbar a>abbr{text-decoration:inherit}.mw-parser-output .navbar-mini abbr{font-variant:small-caps;border-bottom:none;text-decoration:none;cursor:inherit}.mw-parser-output .navbar-ct-full{font-size:114%;margin:0 7em}.mw-parser-output .navbar-ct-mini{font-size:114%;margin:0 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rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1246091330"><table class="sidebar nomobile nowraplinks"><tbody><tr><td class="sidebar-pretitle">Part of <a href="/wiki/Category:Secondary_sector_of_the_economy" title="Category:Secondary sector of the economy">a series</a> of articles on</td></tr><tr><th class="sidebar-title-with-pretitle"><a href="/wiki/Machine_industry" title="Machine industry">Machine industry</a></th></tr><tr><td class="sidebar-image"><span typeof="mw:File"><a href="/wiki/File:Factory.svg" class="mw-file-description" title="Mill"><img alt="Mill" src="//upload.wikimedia.org/wikipedia/commons/thumb/a/a2/Factory.svg/100px-Factory.svg.png" decoding="async" width="100" height="87" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/a/a2/Factory.svg/150px-Factory.svg.png 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/a/a2/Factory.svg/200px-Factory.svg.png 2x" data-file-width="502" data-file-height="438" /></a></span></td></tr><tr><th class="sidebar-heading"> Manufacturing methods</th></tr><tr><td class="sidebar-content hlist"> <ul><li><a href="/wiki/Batch_production" title="Batch production">Batch production</a></li> <li><a href="/wiki/Job_production" title="Job production">Job production</a></li> <li><a href="/wiki/Mass_production" title="Mass production">Flow production</a></li> <li><a class="mw-selflink selflink">Lean manufacturing</a></li> <li><a href="/wiki/Agile_manufacturing" title="Agile manufacturing">Agile manufacturing</a></li></ul></td> </tr><tr><th class="sidebar-heading"> Industrial technologies</th></tr><tr><td class="sidebar-content hlist"> <ul><li><a href="/wiki/Product_lifecycle" title="Product lifecycle">PLM</a></li> <li><a href="/wiki/Reliability-centered_maintenance" title="Reliability-centered maintenance">RCM</a></li> <li><a href="/wiki/Total_productive_maintenance" title="Total productive maintenance">TPM</a></li> <li><a href="/wiki/Value-driven_maintenance" title="Value-driven maintenance">VDM</a></li> <li><a href="/wiki/Quick_response_manufacturing" title="Quick response manufacturing">QRM</a></li> <li><a href="/wiki/Theory_of_constraints" title="Theory of constraints">TOC</a></li> <li><a href="/wiki/Six_Sigma" title="Six Sigma">Six Sigma</a></li> <li><a href="/wiki/Total_quality_management" title="Total quality management">TQM</a></li> <li><a href="/wiki/Zero_Defects" title="Zero Defects">ZD</a></li></ul></td> </tr><tr><th class="sidebar-heading"> Information and communication</th></tr><tr><td class="sidebar-content hlist"> <ul><li><a href="/wiki/ISA-88" title="ISA-88">ISA-88</a></li> <li><a href="/wiki/ANSI/ISA-95" title="ANSI/ISA-95">ISA-95</a></li> <li><a href="/wiki/Enterprise_resource_planning" title="Enterprise resource planning">ERP</a></li> <li><a href="/wiki/IEC_62264" title="IEC 62264">IEC 62264</a></li> <li>B2MML</li></ul></td> </tr><tr><th class="sidebar-heading"> Process control</th></tr><tr><td class="sidebar-content hlist"> <ul><li><a href="/wiki/Programmable_logic_controller" title="Programmable logic controller">PLC</a></li> <li><a href="/wiki/Distributed_control_system" title="Distributed control system">DCS</a></li> <li><a href="/wiki/SCADA" title="SCADA">SCADA</a></li></ul></td> </tr><tr><td class="sidebar-navbar"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1129693374"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1239400231"><div class="navbar plainlinks hlist navbar-mini"><ul><li class="nv-view"><a href="/wiki/Template:Machine_industry" title="Template:Machine industry"><abbr title="View this template">v</abbr></a></li><li class="nv-talk"><a href="/wiki/Template_talk:Machine_industry" title="Template talk:Machine industry"><abbr title="Discuss this template">t</abbr></a></li><li class="nv-edit"><a href="/wiki/Special:EditPage/Template:Machine_industry" title="Special:EditPage/Template:Machine industry"><abbr title="Edit this template">e</abbr></a></li></ul></div></td></tr></tbody></table> <p><b>Lean manufacturing</b> is a <a href="/wiki/Methods_of_production" title="Methods of production">method</a> of <a href="/wiki/Manufacturing" title="Manufacturing">manufacturing</a> goods aimed primarily at reducing times within the <a href="/wiki/Operations_management#Production_systems" title="Operations management">production system</a> as well as response times from suppliers and <a href="/wiki/Customer" title="Customer">customers</a>. It is closely related to another concept called <b>just-in-time manufacturing</b> (JIT manufacturing in short). Just-in-time manufacturing tries to match production to <a href="/wiki/Supply_and_demand" title="Supply and demand">demand</a> by only supplying <a href="/wiki/Goods" title="Goods">goods</a> that have been ordered and focus on efficiency, <a href="/wiki/Productivity" title="Productivity">productivity</a> (with a commitment to <a href="/wiki/Continuous_improvement" class="mw-redirect" title="Continuous improvement">continuous improvement</a>), and reduction of "wastes" for the producer and supplier of goods. Lean manufacturing adopts the just-in-time approach and additionally focuses on reducing <a href="/wiki/Cycle_time_variation" title="Cycle time variation">cycle</a>, flow, and <a href="/wiki/Throughput_(business)" title="Throughput (business)">throughput</a> times by further eliminating activities that do not add any <a href="/wiki/Value_(economics)" title="Value (economics)">value</a> for the customer.<sup id="cite_ref-1" class="reference"><a href="#cite_note-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup> Lean manufacturing also involves people who work outside of the manufacturing process, such as in <a href="/wiki/Marketing" title="Marketing">marketing</a> and customer service. </p><p>Lean manufacturing is particularly related to the operational model implemented in the <a href="/wiki/Post-war" title="Post-war">post-war</a> 1950s and 1960s by the Japanese automobile company <a href="/wiki/Toyota" title="Toyota">Toyota</a> called the <a href="/wiki/Toyota_Production_System" title="Toyota Production System">Toyota Production System</a> (TPS), known in the United States as "<a href="/wiki/The_Toyota_Way" title="The Toyota Way">The Toyota Way</a>".<sup id="cite_ref-2" class="reference"><a href="#cite_note-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-Shingo_3-0" class="reference"><a href="#cite_note-Shingo-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup> Toyota's system was erected on the two pillars of just-in-time inventory management and automated quality control. The seven "wastes" (<span title="Japanese-language romanization"><i lang="ja-Latn">muda</i></span> in Japanese), first formulated by Toyota engineer Shigeo Shingo, are the waste of superfluous <a href="/wiki/Inventory" title="Inventory">inventory</a> of <a href="/wiki/Raw_material" title="Raw material">raw material</a> 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 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).<sup id="cite_ref-4" class="reference"><a href="#cite_note-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup> </p><p>The term <i>Lean</i> was coined in 1988 by American businessman <a href="/wiki/John_Krafcik" title="John Krafcik">John Krafcik</a> in his article "Triumph of the Lean Production System," and defined in 1996 by American researchers <a href="/wiki/James_P._Womack" title="James P. Womack">James Womack</a> and <a href="/wiki/Daniel_T._Jones_(author)" title="Daniel T. Jones (author)">Daniel Jones</a> 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."<sup id="cite_ref-5" class="reference"><a href="#cite_note-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> </p><p>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 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. </p> <meta property="mw:PageProp/toc" /> <div class="mw-heading mw-heading2"><h2 id="History">History</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Lean_manufacturing&action=edit&section=1" title="Edit section: History"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p><a href="/wiki/Frederick_Winslow_Taylor" title="Frederick Winslow Taylor">Frederick Taylor</a> and <a href="/wiki/Henry_Ford" title="Henry Ford">Henry Ford</a> documented their observations relating to these topics, and <a href="/wiki/Shigeo_Shingo" title="Shigeo Shingo">Shigeo Shingo</a> and <a href="/wiki/Taiichi_Ohno" title="Taiichi Ohno">Taiichi Ohno</a> applied their enhanced thoughts on the subject at <a href="/wiki/Toyota" title="Toyota">Toyota</a> in the late 1940s after World War II. The resulting methods were researched in the mid-20th century and dubbed <i>Lean</i> by <a href="/wiki/John_Krafcik" title="John Krafcik">John Krafcik</a> in 1988, and then were defined in <i><a href="/w/index.php?title=The_Machine_that_Changed_the_World_(book)&action=edit&redlink=1" class="new" title="The Machine that Changed the World (book) (page does not exist)">The Machine that Changed the World</a></i><sup id="cite_ref-6" class="reference"><a href="#cite_note-6"><span class="cite-bracket">[</span>6<span class="cite-bracket">]</span></a></sup> and further detailed by <a href="/wiki/James_P._Womack" title="James P. Womack">James Womack</a> and <a href="/wiki/Daniel_T._Jones_(author)" title="Daniel T. Jones (author)">Daniel Jones</a> in <i>Lean Thinking</i> (1996). </p> <div class="mw-heading mw-heading3"><h3 id="Japan:_the_origins_of_Lean">Japan: the origins of Lean</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Lean_manufacturing&action=edit&section=2" title="Edit section: Japan: the origins of Lean"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <figure class="mw-default-size" typeof="mw:File/Thumb"><a href="/wiki/File:W._Edwards_Deming.jpg" class="mw-file-description"><img src="//upload.wikimedia.org/wikipedia/commons/thumb/7/73/W._Edwards_Deming.jpg/220px-W._Edwards_Deming.jpg" decoding="async" width="220" height="153" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/7/73/W._Edwards_Deming.jpg/330px-W._Edwards_Deming.jpg 1.5x, //upload.wikimedia.org/wikipedia/commons/7/73/W._Edwards_Deming.jpg 2x" data-file-width="393" data-file-height="274" /></a><figcaption>W. Edwards Deming</figcaption></figure><p>The adoption of just-in-time manufacturing in Japan can be traced back directly to the U.S.-backed Reconstruction and <a href="/wiki/Occupation_of_Japan" title="Occupation of Japan">Occupation of Japan</a> following WWII. During this time, an American economist, <a href="/wiki/W._Edwards_Deming" title="W. Edwards Deming">W. Edwards Deming</a>, and an American statistician, <a href="/wiki/Walter_A._Shewhart" title="Walter A. Shewhart">Walter A. Shewhart</a>, had developed some of the earliest modern manufacturing methods and management philosophies.<sup id="cite_ref-7" class="reference"><a href="#cite_note-7"><span class="cite-bracket">[</span>7<span class="cite-bracket">]</span></a></sup> The two experts in their fields were the first to apply newly developed statistical models to improve efficiencies during WWII in defense industry manufacturing. At this time, however, US manufacturers outside of the defense industry were slow to accept these radical methods. Deming was later assigned to participate in the Reconstruction of Japan by General <a href="/wiki/Douglas_MacArthur" title="Douglas MacArthur">Douglas MacArthur</a> as a manufacturing consultant. Unlike his experiences in the US, Deming found the Japanese to be very accepting of these new efficiency methods. Many of today's Lean Manufacturing methods introduced by Deming and later innovated in Japan are what we now call Lean Manufacturing. Japanese manufacturers still recognize Deming for his contributions to modern Japanese efficiency practices by awarding the best manufacturers in the world the <a href="/wiki/Deming_Prize" title="Deming Prize">Deming Prize</a>.<sup id="cite_ref-8" class="reference"><a href="#cite_note-8"><span class="cite-bracket">[</span>8<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-9" class="reference"><a href="#cite_note-9"><span class="cite-bracket">[</span>9<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-10" class="reference"><a href="#cite_note-10"><span class="cite-bracket">[</span>10<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-11" class="reference"><a href="#cite_note-11"><span class="cite-bracket">[</span>11<span class="cite-bracket">]</span></a></sup> In addition to Deming's critical influence, Japanese companies were in a position where they needed an immediate solution to the extreme 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): </p><ol><li>Japan's lack of cash made it difficult for industry to finance the big-batch, large inventory production methods common elsewhere.</li> <li>Japan lacked space to build big factories loaded with inventory.</li> <li>The Japanese islands lack natural resources with which to build products.</li> <li>Japan had high unemployment, which meant that labor efficiency methods were not an obvious pathway to industrial success.</li></ol> <p>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 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.<sup id="cite_ref-12" class="reference"><a href="#cite_note-12"><span class="cite-bracket">[</span>12<span class="cite-bracket">]</span></a></sup> </p><p>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 <a href="/wiki/American_Society_of_Mechanical_Engineers" title="American Society of Mechanical Engineers">American Society of Mechanical Engineers</a>, wrote in the foreword to Frederick Winslow Taylor's <i>Shop Management</i> (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."<sup id="cite_ref-13" class="reference"><a href="#cite_note-13"><span class="cite-bracket">[</span>13<span class="cite-bracket">]</span></a></sup> </p><p>Continuous production improvement and incentives for such were documented in Taylor's <i><a href="/wiki/Principles_of_Scientific_Management" class="mw-redirect" title="Principles of Scientific Management">Principles of Scientific Management</a></i> (1911): </p> <ul><li>"... 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."</li> <li>"...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 [marking time, just doing what he is told] can prevent it."</li></ul> <p><a href="/wiki/Shigeo_Shingo" title="Shigeo Shingo">Shigeo Shingo</a> cites reading <i>Principles of Scientific Management</i> in 1931 and being "greatly impressed to make the study and practice of scientific management his life's work".<sup id="cite_ref-14" class="reference"><a href="#cite_note-14"><span class="cite-bracket">[</span>14<span class="cite-bracket">]</span></a></sup><sup class="noprint Inline-Template" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Verifiability" title="Wikipedia:Verifiability"><span title="Quotation needed from source to verify. (October 2019)">need quotation to verify</span></a></i>]</sup><sup>, </sup><sup id="cite_ref-15" class="reference"><a href="#cite_note-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup><sup class="noprint Inline-Template" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citing_sources" title="Wikipedia:Citing sources"><span title="This citation requires a reference to the specific page or range of pages in which the material appears. (October 2019)">page needed</span></a></i>]</sup> </p><p>Shingo and <a href="/wiki/Taiichi_Ohno" title="Taiichi Ohno">Taiichi Ohno</a> were key to the design of Toyota's manufacturing process. Previously a textile company, <a href="/wiki/Toyota" title="Toyota">Toyota</a> moved into building automobiles in 1934. <a href="/wiki/Kiichiro_Toyoda" title="Kiichiro Toyoda">Kiichiro Toyoda</a>, 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 <a href="/wiki/Kaizen" title="Kaizen">Kaizen</a> improvement teams, which into what has become the <a href="/wiki/Toyota_Production_System" title="Toyota Production System">Toyota Production System</a> (TPS), and subsequently <a href="/wiki/The_Toyota_Way" title="The Toyota Way">The Toyota Way</a>. </p><p>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 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. </p> <div class="mw-heading mw-heading3"><h3 id="Evolution_in_the_rest_of_the_world">Evolution in the rest of the world</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Lean_manufacturing&action=edit&section=3" title="Edit section: Evolution in the rest of the world"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>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.<sup id="cite_ref-16" class="reference"><a href="#cite_note-16"><span class="cite-bracket">[</span>16<span class="cite-bracket">]</span></a></sup> News about just-in-time/Toyota production system reached other western countries from Japan in 1977 in two English-language articles: one referred to the methodology as the "Ohno system", after <a href="/wiki/Taiichi_Ohno" title="Taiichi Ohno">Taiichi Ohno</a>, who was instrumental in its development within Toyota.<sup id="cite_ref-17" class="reference"><a href="#cite_note-17"><span class="cite-bracket">[</span>17<span class="cite-bracket">]</span></a></sup> The other article, by Toyota authors in an international journal, provided additional details.<sup id="cite_ref-18" class="reference"><a href="#cite_note-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup> 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.<sup id="cite_ref-19" class="reference"><a href="#cite_note-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup> </p><p>At least some of audience's stirring had to do with a perceived clash between the new just-in-time regime and <a href="/wiki/Manufacturing_resource_planning" title="Manufacturing resource planning">manufacturing resource planning</a> (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".<sup id="cite_ref-20" class="reference"><a href="#cite_note-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup> Less confrontational was Walt Goddard's, "Kanban Versus MRP II—Which Is Best for You?" in 1982.<sup id="cite_ref-21" class="reference"><a href="#cite_note-21"><span class="cite-bracket">[</span>21<span class="cite-bracket">]</span></a></sup> Four years later, Goddard had answered his own question with a book advocating just-in-time.<sup id="cite_ref-Goddard_1986_22-0" class="reference"><a href="#cite_note-Goddard_1986-22"><span class="cite-bracket">[</span>22<span class="cite-bracket">]</span></a></sup> Among the best known of MRP II's advocates was George Plossl, who authored two articles questioning just-in-time's kanban planning method<sup id="cite_ref-23" class="reference"><a href="#cite_note-23"><span class="cite-bracket">[</span>23<span class="cite-bracket">]</span></a></sup> and the "japanning of America".<sup id="cite_ref-24" class="reference"><a href="#cite_note-24"><span class="cite-bracket">[</span>24<span class="cite-bracket">]</span></a></sup> But, as with Goddard, Plossl later wrote that "JIT is a concept whose time has come".<sup id="cite_ref-25" class="reference"><a href="#cite_note-25"><span class="cite-bracket">[</span>25<span class="cite-bracket">]</span></a></sup> </p><p>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 <i>Inc</i>. magazine<sup id="cite_ref-26" class="reference"><a href="#cite_note-26"><span class="cite-bracket">[</span>26<span class="cite-bracket">]</span></a></sup> relates how <a href="/wiki/Omark_Industries" class="mw-redirect" title="Omark Industries">Omark Industries</a> (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 <a href="/wiki/Portland,_Oregon" title="Portland, Oregon">Portland, Oregon</a>, 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 [after which] 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 <a href="/wiki/Mesabi" class="mw-redirect" title="Mesabi">Mesabi, Minnesota</a>, "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 <i>Inc</i>. article states that companies using just-in-time the most extensively include "the Big Four, <a href="/wiki/Hewlett-Packard" title="Hewlett-Packard">Hewlett-Packard</a>, Motorola, <a href="/wiki/Westinghouse_Electric" class="mw-redirect" title="Westinghouse Electric">Westinghouse Electric</a>, <a href="/wiki/General_Electric" title="General Electric">General Electric</a>, <a href="/wiki/John_Deere" title="John Deere">Deere & Company</a>, and <a href="/wiki/Black_and_Decker" class="mw-redirect" title="Black and Decker">Black and Decker</a>".<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (October 2019)">citation needed</span></a></i>]</sup> </p><p>By 1986, a case-study book on just-in-time in the U.S.<sup id="cite_ref-Sepehri_27-0" class="reference"><a href="#cite_note-Sepehri-27"><span class="cite-bracket">[</span>27<span class="cite-bracket">]</span></a></sup> 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 <a href="/wiki/Harley-Davidson" title="Harley-Davidson">Harley-Davidson</a>, John Deere, IBM-Raleigh, North Carolina, and California-based <a href="/wiki/Apple_Inc." title="Apple Inc.">Apple Inc.</a>, a Toyota truck-bed plant, and New United Motor Manufacturing joint venture between Toyota and <a href="/wiki/General_Motors" title="General Motors">General Motors</a>.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (July 2022)">citation needed</span></a></i>]</sup> </p><p>Two similar, contemporaneous books from the UK are more international in scope.<sup id="cite_ref-Mortimer_28-0" class="reference"><a href="#cite_note-Mortimer-28"><span class="cite-bracket">[</span>28<span class="cite-bracket">]</span></a></sup> 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, 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,<sup id="cite_ref-Ingersoll_29-0" class="reference"><a href="#cite_note-Ingersoll-29"><span class="cite-bracket">[</span>29<span class="cite-bracket">]</span></a></sup> 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".<sup id="cite_ref-Ingersoll_29-1" class="reference"><a href="#cite_note-Ingersoll-29"><span class="cite-bracket">[</span>29<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: J1–J9">: J1–J9 </span></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Rebranding_as_"lean""><span id="Rebranding_as_.22lean.22"></span>Rebranding as "lean"</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Lean_manufacturing&action=edit&section=4" title="Edit section: Rebranding as "lean""><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p><a href="/wiki/John_Krafcik" title="John Krafcik">John Krafcik</a> coined the term <i>Lean</i> in his 1988 article, "Triumph of the Lean Production System".<sup id="cite_ref-30" class="reference"><a href="#cite_note-30"><span class="cite-bracket">[</span>30<span class="cite-bracket">]</span></a></sup> 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, 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). </p> <div class="mw-heading mw-heading3"><h3 id="Middle_era_and_to_the_present">Middle era and to the present</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Lean_manufacturing&action=edit&section=5" title="Edit section: Middle era and to the present"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Three more books which include just-in-time implementations were published in 1993,<sup id="cite_ref-31" class="reference"><a href="#cite_note-31"><span class="cite-bracket">[</span>31<span class="cite-bracket">]</span></a></sup> 1995,<sup id="cite_ref-Jasinowski_32-0" class="reference"><a href="#cite_note-Jasinowski-32"><span class="cite-bracket">[</span>32<span class="cite-bracket">]</span></a></sup> and 1996,<sup id="cite_ref-33" class="reference"><a href="#cite_note-33"><span class="cite-bracket">[</span>33<span class="cite-bracket">]</span></a></sup> which are start-up years of the lean manufacturing/lean management movement that was launched in 1990 with publication of the book, <i>The Machine That Changed the World</i>.<sup id="cite_ref-Womack_Jones_Roos_34-0" class="reference"><a href="#cite_note-Womack_Jones_Roos-34"><span class="cite-bracket">[</span>34<span class="cite-bracket">]</span></a></sup> 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 <i>cycle time management</i>,<sup id="cite_ref-Thomas_35-0" class="reference"><a href="#cite_note-Thomas-35"><span class="cite-bracket">[</span>35<span class="cite-bracket">]</span></a></sup> <i>time-based competition</i>,<sup id="cite_ref-Blackburn_36-0" class="reference"><a href="#cite_note-Blackburn-36"><span class="cite-bracket">[</span>36<span class="cite-bracket">]</span></a></sup> <i>quick-response manufacturing</i>,<sup id="cite_ref-37" class="reference"><a href="#cite_note-37"><span class="cite-bracket">[</span>37<span class="cite-bracket">]</span></a></sup> flow,<sup id="cite_ref-38" class="reference"><a href="#cite_note-38"><span class="cite-bracket">[</span>38<span class="cite-bracket">]</span></a></sup> and <i>pull-based production systems</i>.<sup id="cite_ref-39" class="reference"><a href="#cite_note-39"><span class="cite-bracket">[</span>39<span class="cite-bracket">]</span></a></sup> </p><p>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 downstream from manufacturing itself. A 1993 book on "world-class distribution logistics" discusses kanban links from factories onward,<sup id="cite_ref-40" class="reference"><a href="#cite_note-40"><span class="cite-bracket">[</span>40<span class="cite-bracket">]</span></a></sup> and a manufacturer-to-retailer model developed in the U.S. in the 1980s, referred to as <i>quick response</i>,<sup id="cite_ref-41" class="reference"><a href="#cite_note-41"><span class="cite-bracket">[</span>41<span class="cite-bracket">]</span></a></sup> has morphed over time to what is called <i><a href="/wiki/Fast_fashion" title="Fast fashion">fast fashion</a></i>.<sup id="cite_ref-42" class="reference"><a href="#cite_note-42"><span class="cite-bracket">[</span>42<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-43" class="reference"><a href="#cite_note-43"><span class="cite-bracket">[</span>43<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Methodology">Methodology</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Lean_manufacturing&action=edit&section=6" title="Edit section: Methodology"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>The strategic elements of lean can be quite complex, and comprise multiple elements. Four different notions of lean have been identified:<sup id="cite_ref-Pettersen_44-0" class="reference"><a href="#cite_note-Pettersen-44"><span class="cite-bracket">[</span>44<span class="cite-bracket">]</span></a></sup> </p> <ol><li>Lean as a fixed state or goal (being lean)</li> <li>Lean as a continuous change process (becoming lean)</li> <li>Lean as a set of tools or methods (doing lean/toolbox lean)</li> <li>Lean as a philosophy (lean thinking)</li></ol> <p>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.<sup id="cite_ref-45" class="reference"><a href="#cite_note-45"><span class="cite-bracket">[</span>45<span class="cite-bracket">]</span></a></sup> </p><p>In 1999, Spear and Bowen<sup id="cite_ref-46" class="reference"><a href="#cite_note-46"><span class="cite-bracket">[</span>46<span class="cite-bracket">]</span></a></sup> identified four rules which characterize the "Toyota DNA": </p> <ol><li>All work shall be highly specified as to content, sequence, timing, and outcome.</li> <li>Every customer-supplier connection must be direct, and there must be an unambiguous yes or no way to send requests and receive responses.</li> <li>The pathway for every product and service must be simple and direct.</li> <li>Any improvement must be made in accordance with the <a href="/wiki/Scientific_method" title="Scientific method">scientific method</a>, under the guidance of a teacher, at the lowest possible level in the organization.</li></ol> <p>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.<sup id="cite_ref-47" class="reference"><a href="#cite_note-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> The implementation of "smooth flow" exposes quality problems that already existed, and waste reduction then happens as a natural consequence, a system-wide perspective rather focusing directly upon the wasteful practices themselves. </p><p>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.<sup id="cite_ref-48" class="reference"><a href="#cite_note-48"><span class="cite-bracket">[</span>48<span class="cite-bracket">]</span></a></sup> </p><p>Sepheri provides a list of methodologies of just-in-time manufacturing that "are important but not exhaustive":<sup id="cite_ref-49" class="reference"><a href="#cite_note-49"><span class="cite-bracket">[</span>49<span class="cite-bracket">]</span></a></sup> </p> <ul><li>Housekeeping: physical organization and discipline.</li> <li>Make it right the first time: elimination of defects.</li> <li>Setup reduction: flexible changeover approaches.</li> <li>Lot sizes of one: the ultimate lot size and flexibility.</li> <li>Uniform plant load: leveling as a control mechanism.</li> <li>Balanced flow: organizing flow scheduling throughput.</li> <li>Skill diversification: multi-functional workers.</li> <li>Control by visibility: communication media for activity.</li> <li>Preventive maintenance: flawless running, no defects.</li> <li>Fitness for use: producibility, design for process.</li> <li>Compact plant layout: product-oriented design.</li> <li>Streamlining movements: smoothing materials handling.</li> <li>Supplier networks: extensions of the factory.</li> <li>Worker involvement: small group improvement activities.</li> <li>Cellular manufacturing: production methods for flow.</li> <li>Pull system: signal [kanban] replenishment/resupply systems.</li></ul> <div class="mw-heading mw-heading3"><h3 id="Key_principles_and_waste">Key principles and waste</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Lean_manufacturing&action=edit&section=7" title="Edit section: Key principles and waste"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>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:<sup id="cite_ref-50" class="reference"><a href="#cite_note-50"><span class="cite-bracket">[</span>50<span class="cite-bracket">]</span></a></sup> </p> <ol><li>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. <a href="/wiki/Voice_of_the_customer" title="Voice of the customer">Voice of the customer</a>)</li> <li>The Value Stream: Identify the <a href="/wiki/Value-stream_mapping" title="Value-stream mapping">value stream</a> for each product providing that value and challenge all of the wasted steps (generally nine out of ten) currently necessary to provide it</li> <li>Flow: Make the product flow continuously through the remaining value-added steps</li> <li>Pull: Introduce pull between all steps where continuous flow is possible</li> <li>Perfection: Manage toward perfection so that the number of steps and the amount of time and information needed to serve the customer continually falls</li></ol> <p>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, reduced, or integrated".<sup id="cite_ref-51" class="reference"><a href="#cite_note-51"><span class="cite-bracket">[</span>51<span class="cite-bracket">]</span></a></sup> </p><p>On principle 2, waste, see seven basic waste types under <a href="/wiki/The_Toyota_Way" title="The Toyota Way">The Toyota Way</a>. Additional waste types are: </p> <ul><li>Faulty goods (manufacturing of goods or services that do not meet customer demand or specifications, Womack et al., 2003. See <a href="/wiki/Lean_services" title="Lean services">Lean services</a>)</li> <li>Waste of skills (<a href="/wiki/Six_Sigma" title="Six Sigma">Six Sigma</a>)</li> <li>Under-utilizing capabilities (Six Sigma)</li> <li>Delegating tasks with inadequate training (Six Sigma)</li> <li>Metrics (working to the wrong metrics or no metrics) (Mika Geoffrey, 1999)</li> <li>Participation (not utilizing workers by not allowing them to contribute ideas and suggestions and be part of Participative Management) (Mika Geoffrey, 1999)</li> <li>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)<sup id="cite_ref-52" class="reference"><a href="#cite_note-52"><span class="cite-bracket">[</span>52<span class="cite-bracket">]</span></a></sup></li></ul> <div class="mw-heading mw-heading3"><h3 id="Implementation">Implementation</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Lean_manufacturing&action=edit&section=8" title="Edit section: Implementation"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>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 starts off with Lean to impart knowledge and skills to shop-floor staff. Improvement metrics are required for informed decision-making.<sup id="cite_ref-53" class="reference"><a href="#cite_note-53"><span class="cite-bracket">[</span>53<span class="cite-bracket">]</span></a></sup> </p><p>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.<sup id="cite_ref-Hopp_Spearman_54-0" class="reference"><a href="#cite_note-Hopp_Spearman-54"><span class="cite-bracket">[</span>54<span class="cite-bracket">]</span></a></sup> </p><p>The solution to a specific problem for a specific company may not have generalized application. The solution must fit the problem.<sup id="cite_ref-55" class="reference"><a href="#cite_note-55"><span class="cite-bracket">[</span>55<span class="cite-bracket">]</span></a></sup> </p><p><a href="/wiki/Value-stream_mapping" title="Value-stream mapping">Value-stream mapping</a> (VSM) and <a href="/wiki/5S_(methodology)" title="5S (methodology)">5S</a> 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 forth enhanced productivity.<sup id="cite_ref-56" class="reference"><a href="#cite_note-56"><span class="cite-bracket">[</span>56<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Naming">Naming</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Lean_manufacturing&action=edit&section=9" title="Edit section: Naming"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Alternative terms for JIT manufacturing have been used. <a href="/wiki/Motorola" title="Motorola">Motorola</a>'s choice was short-cycle manufacturing (SCM).<sup id="cite_ref-57" class="reference"><a href="#cite_note-57"><span class="cite-bracket">[</span>57<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-58" class="reference"><a href="#cite_note-58"><span class="cite-bracket">[</span>58<span class="cite-bracket">]</span></a></sup> <a href="/wiki/IBM" title="IBM">IBM</a>'s was continuous-flow manufacturing (CFM),<sup id="cite_ref-59" class="reference"><a href="#cite_note-59"><span class="cite-bracket">[</span>59<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-60" class="reference"><a href="#cite_note-60"><span class="cite-bracket">[</span>60<span class="cite-bracket">]</span></a></sup> and demand-flow manufacturing (DFM), a term handed down from consultant John Constanza at his Institute of Technology in Colorado.<sup id="cite_ref-61" class="reference"><a href="#cite_note-61"><span class="cite-bracket">[</span>61<span class="cite-bracket">]</span></a></sup> 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 <a href="/wiki/Kanban" title="Kanban">kanban</a> is but one element of TPS, as well as JIT production.<sup id="cite_ref-Goddard_1986_22-1" class="reference"><a href="#cite_note-Goddard_1986-22"><span class="cite-bracket">[</span>22<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: 11">: 11 </span></sup> </p><p>The wide use of the term <i>JIT manufacturing</i> throughout the 1980s faded fast in the 1990s, as the new term <i>lean manufacturing</i> became established<sup id="cite_ref-62" class="reference"><a href="#cite_note-62"><span class="cite-bracket">[</span>62<span class="cite-bracket">]</span></a></sup><sup class="noprint Inline-Template" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citing_sources" title="Wikipedia:Citing sources"><span title="This citation requires a reference to the specific page or range of pages in which the material appears. (May 2017)">page needed</span></a></i>]</sup><sup>, </sup><sup id="cite_ref-63" class="reference"><a href="#cite_note-63"><span class="cite-bracket">[</span>63<span class="cite-bracket">]</span></a></sup><sup class="noprint Inline-Template" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Verifiability" title="Wikipedia:Verifiability"><span title="Quotation needed from source to verify. (November 2017)">need quotation to verify</span></a></i>]</sup> as "a more recent name for JIT".<sup id="cite_ref-64" class="reference"><a href="#cite_note-64"><span class="cite-bracket">[</span>64<span class="cite-bracket">]</span></a></sup> As just one testament to the commonality of the two terms, <i>Toyota production system (TPS)</i> has been and is widely used as a synonym for both JIT and lean manufacturing.<sup id="cite_ref-65" class="reference"><a href="#cite_note-65"><span class="cite-bracket">[</span>65<span class="cite-bracket">]</span></a></sup><sup class="noprint Inline-Template" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Verifiability" title="Wikipedia:Verifiability"><span title="Quotation needed from source to verify. (May 2017)">need quotation to verify</span></a></i>]</sup><sup>, </sup><sup id="cite_ref-66" class="reference"><a href="#cite_note-66"><span class="cite-bracket">[</span>66<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Objectives_and_benefits">Objectives and benefits</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Lean_manufacturing&action=edit&section=10" title="Edit section: Objectives and benefits"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>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. </p><p>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 empowerment.<sup id="cite_ref-67" class="reference"><a href="#cite_note-67"><span class="cite-bracket">[</span>67<span class="cite-bracket">]</span></a></sup> </p><p>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, 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.<sup id="cite_ref-68" class="reference"><a href="#cite_note-68"><span class="cite-bracket">[</span>68<span class="cite-bracket">]</span></a></sup> </p><p>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.<sup id="cite_ref-69" class="reference"><a href="#cite_note-69"><span class="cite-bracket">[</span>69<span class="cite-bracket">]</span></a></sup> 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 H-P's 52 divisions had adopted JIT. </p> <table class="wikitable"> <tbody><tr> <th> </th> <th>Greeley </th> <th>Fort Collins </th> <th>Computer Systems </th> <th>Vancouver </th></tr> <tr> <td>Inventory reduction </td> <td>2.8 months </td> <td>75% </td> <td>75% </td> <td> </td></tr> <tr> <td>Labor cost reduction </td> <td>30% </td> <td>15% </td> <td> </td> <td>50% </td></tr> <tr> <td>Space reduction </td> <td>50% </td> <td>30% </td> <td>33% </td> <td>40% </td></tr> <tr> <td>WIP stock reduction </td> <td>22 days to 1 day </td> <td> </td> <td> </td> <td> </td></tr> <tr> <td>Production increase </td> <td>100% </td> <td> </td> <td> </td> <td> </td></tr> <tr> <td>Quality improvement </td> <td> </td> <td>30% scrap, 79% rework </td> <td>80% scrap </td> <td>30% scrap & rework </td></tr> <tr> <td>Throughput time reduction </td> <td> </td> <td>50% </td> <td>17 days to 30 hours </td> <td> </td></tr> <tr> <td>Standard hours reduction </td> <td>50% </td> <td> </td> <td> </td> <td> </td></tr> <tr> <td>No. of shipments increase </td> <td> </td> <td> </td> <td> </td> <td>20% </td></tr></tbody></table> <div class="mw-heading mw-heading2"><h2 id="Application_outside_a_manufacturing_context">Application outside a manufacturing context</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Lean_manufacturing&action=edit&section=11" title="Edit section: Application outside a manufacturing context"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1236090951">.mw-parser-output .hatnote{font-style:italic}.mw-parser-output div.hatnote{padding-left:1.6em;margin-bottom:0.5em}.mw-parser-output .hatnote i{font-style:normal}.mw-parser-output .hatnote+link+.hatnote{margin-top:-0.5em}@media print{body.ns-0 .mw-parser-output .hatnote{display:none!important}}</style><div role="note" class="hatnote navigation-not-searchable">Main articles: <a href="/wiki/Lean_services" title="Lean services">lean services</a>, <a href="/wiki/Lean_dynamics" title="Lean dynamics">lean dynamics</a>, <a href="/wiki/Lean_higher_education" title="Lean higher education">lean higher education</a>, <a href="/wiki/Lean_product_development" title="Lean product development">lean product development</a>, <a href="/wiki/Lean_Six_Sigma" title="Lean Six Sigma">lean Six Sigma</a>, <a href="/wiki/Lean_software_development" title="Lean software development">lean software development</a>, <a href="/wiki/Lean_thinking" title="Lean thinking">lean thinking</a>, and <a href="/wiki/Lean_CFP_driven" title="Lean CFP driven">lean CFP driven</a></div> <p>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 adherence.<sup id="cite_ref-70" class="reference"><a href="#cite_note-70"><span class="cite-bracket">[</span>70<span class="cite-bracket">]</span></a></sup><sup class="noprint Inline-Template" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Verifiability" title="Wikipedia:Verifiability"><span title="Quotation needed from source to verify. (November 2017)">need quotation to verify</span></a></i>]</sup> In the latter, several hospitals have adopted the idea of <i>lean hospital</i>, a concept that prioritizes the patient, thus increasing the employee commitment and motivation, as well as boosting medical quality and cost effectiveness.<sup id="cite_ref-71" class="reference"><a href="#cite_note-71"><span class="cite-bracket">[</span>71<span class="cite-bracket">]</span></a></sup><sup class="noprint Inline-Template" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Verifiability" title="Wikipedia:Verifiability"><span title="Quotation needed from source to verify. (November 2017)">need quotation to verify</span></a></i>]</sup> </p><p>Lean principles also have applications to software development and maintenance as well as other sectors of information technology (IT).<sup id="cite_ref-72" class="reference"><a href="#cite_note-72"><span class="cite-bracket">[</span>72<span class="cite-bracket">]</span></a></sup> More generally, the use of lean in information technology has become known as <a href="/wiki/Lean_IT" title="Lean IT">Lean IT</a>.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (June 2017)">citation needed</span></a></i>]</sup> 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.<sup id="cite_ref-73" class="reference"><a href="#cite_note-73"><span class="cite-bracket">[</span>73<span class="cite-bracket">]</span></a></sup><sup class="noprint Inline-Template" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citing_sources" title="Wikipedia:Citing sources"><span title="This citation requires a reference to the specific page or range of pages in which the material appears. (June 2017)">page needed</span></a></i>]</sup> </p><p>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 strong implementation. However, some research does relate widely recognized examples of success in retail and even airlines to the underlying principles of lean.<sup id="cite_ref-ruffa_74-0" class="reference"><a href="#cite_note-ruffa-74"><span class="cite-bracket">[</span>74<span class="cite-bracket">]</span></a></sup> 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 <a href="/wiki/Industrial_engineering" title="Industrial engineering">industrial engineering</a> practices of Toyota. This places huge importance upon sponsorship to encourage and protect these experimental developments.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (June 2017)">citation needed</span></a></i>]</sup> </p><p>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.<sup id="cite_ref-75" class="reference"><a href="#cite_note-75"><span class="cite-bracket">[</span>75<span class="cite-bracket">]</span></a></sup> Some people have advocated using STEM resources to teach children Lean thinking instead of computer science.<sup id="cite_ref-76" class="reference"><a href="#cite_note-76"><span class="cite-bracket">[</span>76<span class="cite-bracket">]</span></a></sup> </p><p>Lean manufacturing methodology has become a prevalent practice in public healthcare, commonly known as lean healthcare.<sup id="cite_ref-77" class="reference"><a href="#cite_note-77"><span class="cite-bracket">[</span>77<span class="cite-bracket">]</span></a></sup> Due to the intensively competitive environment, lean approach becomes a growing alternative in the healthcare sector to achieve optimized resource management and performance improvement.<sup id="cite_ref-78" class="reference"><a href="#cite_note-78"><span class="cite-bracket">[</span>78<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Criticism">Criticism</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Lean_manufacturing&action=edit&section=12" title="Edit section: Criticism"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>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.<sup id="cite_ref-79" class="reference"><a href="#cite_note-79"><span class="cite-bracket">[</span>79<span class="cite-bracket">]</span></a></sup> </p><p>Employees are at risk of <a href="/wiki/Precarious_work" title="Precarious work">precarious work</a> 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 arrangements, such as contracting and temporary work.<sup id="cite_ref-80" class="reference"><a href="#cite_note-80"><span class="cite-bracket">[</span>80<span class="cite-bracket">]</span></a></sup> </p><p>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 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 <a href="/wiki/Shortages" class="mw-redirect" title="Shortages">shortages</a>.<sup id="cite_ref-81" class="reference"><a href="#cite_note-81"><span class="cite-bracket">[</span>81<span class="cite-bracket">]</span></a></sup> 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 <a href="/wiki/Geomagnetic_storm" title="Geomagnetic storm">geomagnetic storm</a> 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.<sup id="cite_ref-82" class="reference"><a href="#cite_note-82"><span class="cite-bracket">[</span>82<span class="cite-bracket">]</span></a></sup> </p><p>The <a href="/wiki/COVID-19_pandemic#Economics" title="COVID-19 pandemic">COVID-19 pandemic</a> 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 ventilators, and even <a href="/wiki/Panic_buying" title="Panic buying">panic buying</a>, including of various domestically manufactured (and so less vulnerable) products like <a href="/wiki/Panic_buying_of_toilet_paper" class="mw-redirect" title="Panic buying of toilet paper">panic buying of toilet paper</a>, disturbing regular demand. This has led to suggestions that stockpiles and diversification of suppliers should be more heavily focused.<sup id="cite_ref-83" class="reference"><a href="#cite_note-83"><span class="cite-bracket">[</span>83<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-84" class="reference"><a href="#cite_note-84"><span class="cite-bracket">[</span>84<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-85" class="reference"><a href="#cite_note-85"><span class="cite-bracket">[</span>85<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-86" class="reference"><a href="#cite_note-86"><span class="cite-bracket">[</span>86<span class="cite-bracket">]</span></a></sup> </p><p>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 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.<sup id="cite_ref-:critic_87-0" class="reference"><a href="#cite_note-:critic-87"><span class="cite-bracket">[</span>87<span class="cite-bracket">]</span></a></sup> </p><p>Critics also make negative comparison of Lean and 19th century <a href="/wiki/Scientific_management" title="Scientific management">scientific management</a>, 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."<sup id="cite_ref-:critic_87-1" class="reference"><a href="#cite_note-:critic-87"><span class="cite-bracket">[</span>87<span class="cite-bracket">]</span></a></sup> </p><p>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 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.<sup id="cite_ref-The_Economist,_2010_88-0" class="reference"><a href="#cite_note-The_Economist,_2010-88"><span class="cite-bracket">[</span>88<span class="cite-bracket">]</span></a></sup> </p><p>Lean manufacturing is different from lean enterprise. Recent research reports the existence of several lean manufacturing processes but of few lean enterprises.<sup id="cite_ref-89" class="reference"><a href="#cite_note-89"><span class="cite-bracket">[</span>89<span class="cite-bracket">]</span></a></sup> One distinguishing feature opposes lean accounting and standard cost accounting. For standard cost accounting, SKUs are difficult to grasp. 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.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (June 2017)">citation needed</span></a></i>]</sup> </p> <div class="mw-heading mw-heading2"><h2 id="See_also">See also</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Lean_manufacturing&action=edit&section=13" title="Edit section: See also"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1184024115">.mw-parser-output .div-col{margin-top:0.3em;column-width:30em}.mw-parser-output .div-col-small{font-size:90%}.mw-parser-output .div-col-rules{column-rule:1px solid #aaa}.mw-parser-output .div-col dl,.mw-parser-output .div-col ol,.mw-parser-output .div-col ul{margin-top:0}.mw-parser-output .div-col li,.mw-parser-output .div-col dd{page-break-inside:avoid;break-inside:avoid-column}</style><div class="div-col" style="column-width: 20em;"> <ul><li><a href="/wiki/A3_problem_solving" title="A3 problem solving">A3 problem solving</a></li> <li><a href="/wiki/Cellular_manufacturing" title="Cellular manufacturing">Cellular manufacturing</a></li> <li><a href="/wiki/Computer-aided_lean_management" title="Computer-aided lean management">Computer-aided lean management</a></li> <li><a href="/wiki/CONWIP" title="CONWIP">CONWIP</a></li> <li><a href="/wiki/Efficiency_Movement" class="mw-redirect" title="Efficiency Movement">Efficiency Movement</a></li> <li><a href="/wiki/Just_in_case" title="Just in case">Just In Case</a></li> <li><a href="/wiki/Kaizen" title="Kaizen">Kaizen</a></li> <li><a href="/wiki/Kanban" title="Kanban">Kanban</a></li> <li><a href="/wiki/Production_flow_analysis" title="Production flow analysis">Production flow analysis</a></li> <li><a href="/wiki/Takt_time" title="Takt time">Takt time</a></li></ul></div> <div class="mw-heading mw-heading2"><h2 id="Notes">Notes</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Lean_manufacturing&action=edit&section=14" title="Edit section: Notes"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1239543626">.mw-parser-output .reflist{margin-bottom:0.5em;list-style-type:decimal}@media screen{.mw-parser-output .reflist{font-size:90%}}.mw-parser-output .reflist .references{font-size:100%;margin-bottom:0;list-style-type:inherit}.mw-parser-output .reflist-columns-2{column-width:30em}.mw-parser-output .reflist-columns-3{column-width:25em}.mw-parser-output .reflist-columns{margin-top:0.3em}.mw-parser-output .reflist-columns ol{margin-top:0}.mw-parser-output .reflist-columns li{page-break-inside:avoid;break-inside:avoid-column}.mw-parser-output .reflist-upper-alpha{list-style-type:upper-alpha}.mw-parser-output .reflist-upper-roman{list-style-type:upper-roman}.mw-parser-output .reflist-lower-alpha{list-style-type:lower-alpha}.mw-parser-output .reflist-lower-greek{list-style-type:lower-greek}.mw-parser-output .reflist-lower-roman{list-style-type:lower-roman}</style><div class="reflist"> <div class="mw-references-wrap mw-references-columns"><ol class="references"> <li id="cite_note-1"><span class="mw-cite-backlink"><b><a href="#cite_ref-1">^</a></b></span> <span class="reference-text">According to <style data-mw-deduplicate="TemplateStyles:r1238218222">.mw-parser-output cite.citation{font-style:inherit;word-wrap:break-word}.mw-parser-output .citation q{quotes:"\"""\"""'""'"}.mw-parser-output .citation:target{background-color:rgba(0,127,255,0.133)}.mw-parser-output .id-lock-free.id-lock-free a{background:url("//upload.wikimedia.org/wikipedia/commons/6/65/Lock-green.svg")right 0.1em center/9px no-repeat}.mw-parser-output .id-lock-limited.id-lock-limited a,.mw-parser-output .id-lock-registration.id-lock-registration a{background:url("//upload.wikimedia.org/wikipedia/commons/d/d6/Lock-gray-alt-2.svg")right 0.1em center/9px no-repeat}.mw-parser-output .id-lock-subscription.id-lock-subscription a{background:url("//upload.wikimedia.org/wikipedia/commons/a/aa/Lock-red-alt-2.svg")right 0.1em center/9px no-repeat}.mw-parser-output .cs1-ws-icon a{background:url("//upload.wikimedia.org/wikipedia/commons/4/4c/Wikisource-logo.svg")right 0.1em center/12px no-repeat}body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-free a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-limited a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-registration a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-subscription a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .cs1-ws-icon a{background-size:contain;padding:0 1em 0 0}.mw-parser-output .cs1-code{color:inherit;background:inherit;border:none;padding:inherit}.mw-parser-output .cs1-hidden-error{display:none;color:var(--color-error,#d33)}.mw-parser-output .cs1-visible-error{color:var(--color-error,#d33)}.mw-parser-output .cs1-maint{display:none;color:#085;margin-left:0.3em}.mw-parser-output .cs1-kern-left{padding-left:0.2em}.mw-parser-output .cs1-kern-right{padding-right:0.2em}.mw-parser-output .citation .mw-selflink{font-weight:inherit}@media screen{.mw-parser-output .cs1-format{font-size:95%}html.skin-theme-clientpref-night .mw-parser-output .cs1-maint{color:#18911f}}@media screen and (prefers-color-scheme:dark){html.skin-theme-clientpref-os .mw-parser-output .cs1-maint{color:#18911f}}</style><cite id="CITEREFKamarudin_Abu_BakarMohd_Fazli_Mohd._SamM.I._Qureshi2022" class="citation cs2">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.), <i>Intelligent Manufacturing and Mechatronics: Proceedings of SympoSIMM 2021</i>, Springer Nature, p. 250</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=bookitem&rft.atitle=Lean+Manufacturing+Design+of+a+Two-Sided+Assembly+Line+Balancing+Problem+Work+Cell&rft.btitle=Intelligent+Manufacturing+and+Mechatronics%3A+Proceedings+of+SympoSIMM+2021&rft.pages=250&rft.pub=Springer+Nature&rft.date=2022&rft.au=Kamarudin+Abu+Bakar&rft.au=Mohd+Fazli+Mohd.+Sam&rft.au=M.I.+Qureshi&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span>: "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."</span> </li> <li id="cite_note-2"><span class="mw-cite-backlink"><b><a href="#cite_ref-2">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFOhno1988" class="citation book cs1">Ohno, Taiichi (1988). <i>Toyota Production System: Beyond Large-Scale Production</i>. CRC Press. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/978-0-915299-14-0" title="Special:BookSources/978-0-915299-14-0"><bdi>978-0-915299-14-0</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Toyota+Production+System%3A+Beyond+Large-Scale+Production&rft.pub=CRC+Press&rft.date=1988&rft.isbn=978-0-915299-14-0&rft.aulast=Ohno&rft.aufirst=Taiichi&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-Shingo-3"><span class="mw-cite-backlink"><b><a href="#cite_ref-Shingo_3-0">^</a></b></span> <span class="reference-text">Shingo, Shigeo. 1985. <i>A Revolution in Manufacturing: The SMED System</i>. Stamford, Ct.: Productivity Press</span> </li> <li id="cite_note-4"><span class="mw-cite-backlink"><b><a href="#cite_ref-4">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFJonathan_Law2009" class="citation cs2">Jonathan Law, ed. (2009), <i>A Dictionary of Business and Management</i>, Oxford University Press</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=A+Dictionary+of+Business+and+Management&rft.pub=Oxford+University+Press&rft.date=2009&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-5"><span class="mw-cite-backlink"><b><a href="#cite_ref-5">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFWomackJones2003" class="citation cs2">Womack, James P.; Jones, Daniel T. (2003), <a rel="nofollow" class="external text" href="https://books.google.com/books?id=QZrZAAAAQBAJ&pg=PP1"><i>Lean Thinking: Banish Waste And Create Wealth In Your Corporation</i></a>, Simon and Schuster, p. 10, <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9781471111006" title="Special:BookSources/9781471111006"><bdi>9781471111006</bdi></a>, <a rel="nofollow" class="external text" href="https://web.archive.org/web/20211022143733/https://books.google.com/books?id=QZrZAAAAQBAJ&pg=PP1">archived</a> from the original on October 22, 2021<span class="reference-accessdate">, retrieved <span class="nowrap">October 2,</span> 2020</span></cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Lean+Thinking%3A+Banish+Waste+And+Create+Wealth+In+Your+Corporation&rft.pages=10&rft.pub=Simon+and+Schuster&rft.date=2003&rft.isbn=9781471111006&rft.aulast=Womack&rft.aufirst=James+P.&rft.au=Jones%2C+Daniel+T.&rft_id=https%3A%2F%2Fbooks.google.com%2Fbooks%3Fid%3DQZrZAAAAQBAJ%26pg%3DPP1&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-6"><span class="mw-cite-backlink"><b><a href="#cite_ref-6">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFWomackJonesRoos1990" class="citation cs2">Womack, James P.; Jones, Daniel T.; Roos, Daniel (1990), <a rel="nofollow" class="external text" href="https://books.google.com/books?id=_n5qRfaNv9AC&pg=PR4"><i>Machine that Changed the World</i></a>, New York: Rawson Associates, pp. 13–15, <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9780892563500" title="Special:BookSources/9780892563500"><bdi>9780892563500</bdi></a>, <a rel="nofollow" class="external text" href="https://web.archive.org/web/20220219163438/https://books.google.com/books?id=_n5qRfaNv9AC&pg=PR4">archived</a> from the original on February 19, 2022<span class="reference-accessdate">, retrieved <span class="nowrap">October 2,</span> 2020</span></cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Machine+that+Changed+the+World&rft.place=New+York&rft.pages=13-15&rft.pub=Rawson+Associates&rft.date=1990&rft.isbn=9780892563500&rft.aulast=Womack&rft.aufirst=James+P.&rft.au=Jones%2C+Daniel+T.&rft.au=Roos%2C+Daniel&rft_id=https%3A%2F%2Fbooks.google.com%2Fbooks%3Fid%3D_n5qRfaNv9AC%26pg%3DPR4&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-7"><span class="mw-cite-backlink"><b><a href="#cite_ref-7">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite class="citation web cs1"><a rel="nofollow" class="external text" href="https://www.youtube.com/watch?v=tDu47czfwiI&t=15s">"Deming the Man"</a>. <i>youtube</i>. Deming Institute. March 2, 2013<span class="reference-accessdate">. Retrieved <span class="nowrap">October 27,</span> 2024</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=youtube&rft.atitle=Deming+the+Man&rft.date=2013-03-02&rft_id=https%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3DtDu47czfwiI%26t%3D15s&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-8"><span class="mw-cite-backlink"><b><a href="#cite_ref-8">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFDeming_Philosophy_and_Principles" class="citation web cs1">Deming Philosophy and Principles. <i>columbia.edu</i>. Columbia University <a rel="nofollow" class="external text" href="https://business.columbia.edu/demingcenter/about/deming-philosophy-and-principles">https://business.columbia.edu/demingcenter/about/deming-philosophy-and-principles</a><span class="reference-accessdate">. Retrieved <span class="nowrap">October 27,</span> 2024</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=columbia.edu&rft.au=Deming+Philosophy+and+Principles&rft_id=https%3A%2F%2Fbusiness.columbia.edu%2Fdemingcenter%2Fabout%2Fdeming-philosophy-and-principles&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span> <span class="cs1-visible-error citation-comment"><code class="cs1-code">{{<a href="/wiki/Template:Cite_web" title="Template:Cite web">cite web</a>}}</code>: </span><span class="cs1-visible-error citation-comment">Missing or empty <code class="cs1-code">|title=</code> (<a href="/wiki/Help:CS1_errors#citation_missing_title" title="Help:CS1 errors">help</a>)</span></span> </li> <li id="cite_note-9"><span class="mw-cite-backlink"><b><a href="#cite_ref-9">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFHunter" class="citation web cs1">Hunter, John. <a rel="nofollow" class="external text" href="https://deming.org/toyotas-management-history/">"Toyota's Management History"</a>. <i>deming.org</i>. Deming Institute<span class="reference-accessdate">. Retrieved <span class="nowrap">October 27,</span> 2024</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=deming.org&rft.atitle=Toyota%27s+Management+History&rft.aulast=Hunter&rft.aufirst=John&rft_id=https%3A%2F%2Fdeming.org%2Ftoyotas-management-history%2F&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-10"><span class="mw-cite-backlink"><b><a href="#cite_ref-10">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite class="citation web cs1"><a rel="nofollow" class="external text" href="https://www.britannica.com/biography/W-Edwards-Deming">"W. Edwards Deming American statistician and educator"</a>. <i>britannica.com</i>. Britannica. October 10, 2024<span class="reference-accessdate">. Retrieved <span class="nowrap">October 27,</span> 2024</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=britannica.com&rft.atitle=W.+Edwards+Deming+American+statistician+and+educator&rft.date=2024-10-10&rft_id=https%3A%2F%2Fwww.britannica.com%2Fbiography%2FW-Edwards-Deming&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-11"><span class="mw-cite-backlink"><b><a href="#cite_ref-11">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite class="citation web cs1"><a rel="nofollow" class="external text" href="https://asq.org/quality-progress/articles/the-legacy-of-w-edwards-deming?id=bdbc9d974ad7471db42609ccabcd76d9">"The Legacy of W. Edwards Deming"</a>. <i>asq.org</i>. American Society of Quality<span class="reference-accessdate">. Retrieved <span class="nowrap">October 27,</span> 2024</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=asq.org&rft.atitle=The+Legacy+of+W.+Edwards+Deming&rft_id=https%3A%2F%2Fasq.org%2Fquality-progress%2Farticles%2Fthe-legacy-of-w-edwards-deming%3Fid%3Dbdbc9d974ad7471db42609ccabcd76d9&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-12"><span class="mw-cite-backlink"><b><a href="#cite_ref-12">^</a></b></span> <span class="reference-text">Plenert, G. (2007), <i>Reinventing Lean: Introducing Lean Management into the Supply Chain</i>. Oxford, U.K.: Butterworth-Heinemann. pp. 41–42.</span> </li> <li id="cite_note-13"><span class="mw-cite-backlink"><b><a href="#cite_ref-13">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFLevinson2016" class="citation book cs1">Levinson, William A. (2016). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=8v0GCvH8LR4C&q=%22We%20are%20justly%20proud%20of%20the%20high%20wage%20rates%22&pg=PA11"><i>Lean Management System LMS:2012: A Framework for Continual Lean Improvement</i></a>. CRC Press. p. 11. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9781466505384" title="Special:BookSources/9781466505384"><bdi>9781466505384</bdi></a>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20210820071237/https://books.google.com/books?id=8v0GCvH8LR4C&q=%22We%20are%20justly%20proud%20of%20the%20high%20wage%20rates%22&pg=PA11">Archived</a> from the original on August 20, 2021<span class="reference-accessdate">. Retrieved <span class="nowrap">May 5,</span> 2019</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Lean+Management+System+LMS%3A2012%3A+A+Framework+for+Continual+Lean+Improvement&rft.pages=11&rft.pub=CRC+Press&rft.date=2016&rft.isbn=9781466505384&rft.aulast=Levinson&rft.aufirst=William+A.&rft_id=https%3A%2F%2Fbooks.google.com%2Fbooks%3Fid%3D8v0GCvH8LR4C%26q%3D%2522We%2520are%2520justly%2520proud%2520of%2520the%2520high%2520wage%2520rates%2522%26pg%3DPA11&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-14"><span class="mw-cite-backlink"><b><a href="#cite_ref-14">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFShingo1987" class="citation book cs1">Shingo, Shigeo (1987). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=e0laDwAAQBAJ&q=The%20Sayings%20of%20Shigeo%20Shingo%3A%20Key%20Strategies%20for%20Plant%20Improvement&pg=PT18"><i>The Sayings of Shigeo Shingo: Key Strategies for Plant Improvement</i></a>. Translated by Dillon, Andrew P. New York: Productivity Press. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/0-915299-15-1" title="Special:BookSources/0-915299-15-1"><bdi>0-915299-15-1</bdi></a>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20220219163409/https://books.google.com/books?id=e0laDwAAQBAJ&q=The+Sayings+of+Shigeo+Shingo%3A+Key+Strategies+for+Plant+Improvement&pg=PT18">Archived</a> from the original on February 19, 2022<span class="reference-accessdate">. Retrieved <span class="nowrap">October 2,</span> 2020</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=The+Sayings+of+Shigeo+Shingo%3A+Key+Strategies+for+Plant+Improvement&rft.place=New+York&rft.pub=Productivity+Press&rft.date=1987&rft.isbn=0-915299-15-1&rft.aulast=Shingo&rft.aufirst=Shigeo&rft_id=https%3A%2F%2Fbooks.google.com%2Fbooks%3Fid%3De0laDwAAQBAJ%26q%3DThe%2520Sayings%2520of%2520Shigeo%2520Shingo%253A%2520Key%2520Strategies%2520for%2520Plant%2520Improvement%26pg%3DPT18&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-15"><span class="mw-cite-backlink"><b><a href="#cite_ref-15">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFShingo1985" class="citation book cs1">Shingo, Shigeo (1985). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=ooXVVIfqEQwC&pg=PA6"><i>A Revolution In Manufacturing: The SMED System</i></a>. Portland, Oregon: Productivity Press. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/0-915299-03-8" title="Special:BookSources/0-915299-03-8"><bdi>0-915299-03-8</bdi></a>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20210820093656/https://books.google.com/books?id=ooXVVIfqEQwC&pg=PA6">Archived</a> from the original on August 20, 2021<span class="reference-accessdate">. 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Retrieved <span class="nowrap">June 1,</span> 2021</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=Archived+copy&rft_id=https%3A%2F%2Fportal.engineersaustralia.org.au%2Fsystem%2Ffiles%2Fengineering-heritage-australia%2Fnomination-title%2FBMC_Plant_Nomination.pdf&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span><span class="cs1-maint citation-comment"><code class="cs1-code">{{<a href="/wiki/Template:Cite_web" title="Template:Cite web">cite web</a>}}</code>: CS1 maint: archived copy as title (<a href="/wiki/Category:CS1_maint:_archived_copy_as_title" title="Category:CS1 maint: archived copy as title">link</a>)</span></span> </li> <li id="cite_note-17"><span class="mw-cite-backlink"><b><a href="#cite_ref-17">^</a></b></span> <span class="reference-text">Ashburn, A., 1977. 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PICSIE. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/978-0-9541244-5-8" title="Special:BookSources/978-0-9541244-5-8"><bdi>978-0-9541244-5-8</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=The+Lean+Toolbox&rft.pub=PICSIE&rft.date=2009&rft.isbn=978-0-9541244-5-8&rft.aulast=Bicheno&rft.aufirst=John&rft.au=Holweg%2C+Matthias&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-53"><span class="mw-cite-backlink"><b><a href="#cite_ref-53">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFDombrowskiMielke2014" class="citation journal cs1">Dombrowski, U.; Mielke, T (2014). <a rel="nofollow" class="external text" href="https://doi.org/10.1016%2Fj.procir.2014.01.146">"Lean Leadership – 15 Rules for a Sustainable Lean Implementation"</a>. <i>Procedia CIRP</i>. <b>17</b>: 565–570. <a href="/wiki/Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<span class="id-lock-free" title="Freely accessible"><a rel="nofollow" class="external text" href="https://doi.org/10.1016%2Fj.procir.2014.01.146">10.1016/j.procir.2014.01.146</a></span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=Procedia+CIRP&rft.atitle=Lean+Leadership+%E2%80%93+15+Rules+for+a+Sustainable+Lean+Implementation&rft.volume=17&rft.pages=565-570&rft.date=2014&rft_id=info%3Adoi%2F10.1016%2Fj.procir.2014.01.146&rft.aulast=Dombrowski&rft.aufirst=U.&rft.au=Mielke%2C+T&rft_id=https%3A%2F%2Fdoi.org%2F10.1016%252Fj.procir.2014.01.146&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-Hopp_Spearman-54"><span class="mw-cite-backlink"><b><a href="#cite_ref-Hopp_Spearman_54-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFHoppSpearman2008" class="citation cs2">Hopp, Wallace; Spearman, Mark (2008), <a rel="nofollow" class="external text" href="http://www.factoryphysics.com/"><i>Factory Physics: Foundations of Manufacturing Management</i></a> (3rd ed.), McGraw-Hill Companies, Incorporated, <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/978-0-07-282403-2" title="Special:BookSources/978-0-07-282403-2"><bdi>978-0-07-282403-2</bdi></a>, <a rel="nofollow" class="external text" href="https://web.archive.org/web/20190520211234/http://factoryphysics.com/">archived</a> from the original on May 20, 2019<span class="reference-accessdate">, retrieved <span class="nowrap">January 5,</span> 2014</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Factory+Physics%3A+Foundations+of+Manufacturing+Management&rft.edition=3rd&rft.pub=McGraw-Hill+Companies%2C+Incorporated&rft.date=2008&rft.isbn=978-0-07-282403-2&rft.aulast=Hopp&rft.aufirst=Wallace&rft.au=Spearman%2C+Mark&rft_id=http%3A%2F%2Fwww.factoryphysics.com%2F&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-55"><span class="mw-cite-backlink"><b><a href="#cite_ref-55">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFPederson" class="citation web cs1">Pederson, Joseph. <a rel="nofollow" class="external text" href="https://archive.today/20140427062032/http://thebusinessdudeblog.com/2014/04/23/fancy-lean-terms-are-not-always-your-solution/">"Author"</a>. <i>the business dude</i>. WordPress.com. Archived from <a rel="nofollow" class="external text" href="http://thebusinessdudeblog.com/2014/04/23/fancy-lean-terms-are-not-always-your-solution/">the original</a> on April 27, 2014<span class="reference-accessdate">. Retrieved <span class="nowrap">April 27,</span> 2014</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=the+business+dude&rft.atitle=Author&rft.aulast=Pederson&rft.aufirst=Joseph&rft_id=http%3A%2F%2Fthebusinessdudeblog.com%2F2014%2F04%2F23%2Ffancy-lean-terms-are-not-always-your-solution%2F&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-56"><span class="mw-cite-backlink"><b><a href="#cite_ref-56">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFMerrill_Douglas2013" class="citation news cs1">Merrill Douglas (June 2013). <a rel="nofollow" class="external text" href="http://www.inboundlogistics.com/cms/article/the-lean-supply-chain-watch-your-waste-line/">"The Lean Supply Chain: Watch Your Waste Line"</a>. inboundlogistics. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20190327084116/https://www.inboundlogistics.com/cms/article/the-lean-supply-chain-watch-your-waste-line/">Archived</a> from the original on March 27, 2019<span class="reference-accessdate">. Retrieved <span class="nowrap">February 22,</span> 2017</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.atitle=The+Lean+Supply+Chain%3A+Watch+Your+Waste+Line&rft.date=2013-06&rft.au=Merrill+Douglas&rft_id=http%3A%2F%2Fwww.inboundlogistics.com%2Fcms%2Farticle%2Fthe-lean-supply-chain-watch-your-waste-line%2F&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-57"><span class="mw-cite-backlink"><b><a href="#cite_ref-57">^</a></b></span> <span class="reference-text">Heard, Ed. 1987. Short cycle manufacturing: the route to JIT. <i>Target</i>. 2 (3) (fall) 22–24.</span> </li> <li id="cite_note-58"><span class="mw-cite-backlink"><b><a href="#cite_ref-58">^</a></b></span> <span class="reference-text">High, W. 1987. Short cycle manufacturing (SCM) implementation: an approach taken at Motorola. <i>Target</i>, 3 (4) (Winter), 19–24.</span> </li> <li id="cite_note-59"><span class="mw-cite-backlink"><b><a href="#cite_ref-59">^</a></b></span> <span class="reference-text">Barkman, William E. 1989. <i>In-Process Quality Control for Manufacturing</i>. Boca Raton, Fl.: CRC Press.</span> </li> <li id="cite_note-60"><span class="mw-cite-backlink"><b><a href="#cite_ref-60">^</a></b></span> <span class="reference-text">Bowers, G.H., Jr. 1991. Continuous flow manufacturing. <i>Proc. SPIE1496, 10th Annual Symposium on Microlithography</i>. (March 1, 1991), 239–246.</span> </li> <li id="cite_note-61"><span class="mw-cite-backlink"><b><a href="#cite_ref-61">^</a></b></span> <span class="reference-text">Roebuck, Kevin. 2011. <i>Business Process Modeling: High-impact Emerging Technology — What You Need to Know: Definitions, Adoptions, Impact, Benefits, Maturity, Vendors</i>. Tebbo, p 32.</span> </li> <li id="cite_note-62"><span class="mw-cite-backlink"><b><a href="#cite_ref-62">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFWomackJonesRoos2007" class="citation book cs1">Womack, James P.; Jones, Daniel T.; Roos, Daniel (2007). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=9NHmNCmDUUoC&pg=PP1"><i>The Machine That Changed the World: The Story of Lean Production</i></a>. Simon and Schuster. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9781416554523" title="Special:BookSources/9781416554523"><bdi>9781416554523</bdi></a>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20210602234403/https://books.google.com/books?id=9NHmNCmDUUoC&pg=PP1">Archived</a> from the original on June 2, 2021<span class="reference-accessdate">. Retrieved <span class="nowrap">May 24,</span> 2017</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=The+Machine+That+Changed+the+World%3A+The+Story+of+Lean+Production&rft.pub=Simon+and+Schuster&rft.date=2007&rft.isbn=9781416554523&rft.aulast=Womack&rft.aufirst=James+P.&rft.au=Jones%2C+Daniel+T.&rft.au=Roos%2C+Daniel&rft_id=https%3A%2F%2Fbooks.google.com%2Fbooks%3Fid%3D9NHmNCmDUUoC%26pg%3DPP1&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-63"><span class="mw-cite-backlink"><b><a href="#cite_ref-63">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFBlackHunter2003" class="citation book cs1">Black, J. Temple; Hunter, Steve, L. (2003). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=VuPTsESCTXMC&pg=PA307"><i>Lean Manufacturing Systems and Cell Design</i></a>. Society of Manufacturing Engineers. p. 41. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9780872636477" title="Special:BookSources/9780872636477"><bdi>9780872636477</bdi></a>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20210602231525/https://books.google.com/books?id=VuPTsESCTXMC&pg=PA307">Archived</a> from the original on June 2, 2021<span class="reference-accessdate">. Retrieved <span class="nowrap">June 1,</span> 2021</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Lean+Manufacturing+Systems+and+Cell+Design&rft.pages=41&rft.pub=Society+of+Manufacturing+Engineers&rft.date=2003&rft.isbn=9780872636477&rft.aulast=Black&rft.aufirst=J.+Temple&rft.au=Hunter%2C+Steve%2C+L.&rft_id=https%3A%2F%2Fbooks.google.com%2Fbooks%3Fid%3DVuPTsESCTXMC%26pg%3DPA307&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span><span class="cs1-maint citation-comment"><code class="cs1-code">{{<a href="/wiki/Template:Cite_book" title="Template:Cite book">cite book</a>}}</code>: CS1 maint: multiple names: authors list (<a href="/wiki/Category:CS1_maint:_multiple_names:_authors_list" title="Category:CS1 maint: multiple names: authors list">link</a>)</span></span> </li> <li id="cite_note-64"><span class="mw-cite-backlink"><b><a href="#cite_ref-64">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFHyerWemmerlov2001" class="citation book cs1">Hyer, Nancy; Wemmerlov, Urban (2001). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=qfJgCYGRJHgC&pg=PA41"><i>Reorganizing the Factory: Competing Through Cellular Manufacturing</i></a>. CRC Press. p. 41. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9781563272288" title="Special:BookSources/9781563272288"><bdi>9781563272288</bdi></a>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20210602233647/https://books.google.com/books?id=qfJgCYGRJHgC&pg=PA41">Archived</a> from the original on June 2, 2021<span class="reference-accessdate">. Retrieved <span class="nowrap">June 1,</span> 2021</span>. <q>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."<span class="cs1-kern-right"></span></q></cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Reorganizing+the+Factory%3A+Competing+Through+Cellular+Manufacturing&rft.pages=41&rft.pub=CRC+Press&rft.date=2001&rft.isbn=9781563272288&rft.aulast=Hyer&rft.aufirst=Nancy&rft.au=Wemmerlov%2C+Urban&rft_id=https%3A%2F%2Fbooks.google.com%2Fbooks%3Fid%3DqfJgCYGRJHgC%26pg%3DPA41&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-65"><span class="mw-cite-backlink"><b><a href="#cite_ref-65">^</a></b></span> <span class="reference-text">Monden, Yasuhiro, ed. 1986. <i>Applying Just in Time: The American/Japanese Experience</i>. Norcross, Ga.: Institute of Industrial Engineers. This collection of JIT articles includes multiple references to TPS.</span> </li> <li id="cite_note-66"><span class="mw-cite-backlink"><b><a href="#cite_ref-66">^</a></b></span> <span class="reference-text">Womack, J.P. and D. Jones. 2003. <i>Lean Thinking: Banish Waste and Create Wealth in Your Corporation</i>. Revised. New York: Free Press. Numerous references to both lean and TPS.</span> </li> <li id="cite_note-67"><span class="mw-cite-backlink"><b><a href="#cite_ref-67">^</a></b></span> <span class="reference-text">Grahovec, D. and Bernie Ducan, Jerry Stevenson, Colin Noone. 1999. How lean focused factories enabled Daman to regain responsiveness and become more agile. <i>Target</i>. 4th quarter, pp 47–51.</span> </li> <li id="cite_note-68"><span class="mw-cite-backlink"><b><a href="#cite_ref-68">^</a></b></span> <span class="reference-text">Caulkin, Simon. 1990. Britain's best factories. <i>Management Today</i>. November 60–89.</span> </li> <li id="cite_note-69"><span class="mw-cite-backlink"><b><a href="#cite_ref-69">^</a></b></span> <span class="reference-text">Simpson, Alex. Effective just-in-time manufacture at Hewlett-Packard. In <a href="#CITEREFMortimer1986">Mortimer (1986)</a>, pp. 123–128.</span> </li> <li id="cite_note-70"><span class="mw-cite-backlink"><b><a href="#cite_ref-70">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFAdsit2007" class="citation web cs1">Adsit, Dennis (June 11, 2007). <a rel="nofollow" class="external text" href="https://web.archive.org/web/20080414194658/http://www.isixsigma.com/library/content/c070611a.asp">"Cutting-Edge Methods Help Target Real Call Center Waste"</a>. iSixSigma.com. Archived from <a rel="nofollow" class="external text" href="http://www.isixsigma.com/library/content/c070611a.asp">the original</a> on April 14, 2008.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=Cutting-Edge+Methods+Help+Target+Real+Call+Center+Waste&rft.pub=iSixSigma.com&rft.date=2007-06-11&rft.aulast=Adsit&rft.aufirst=Dennis&rft_id=http%3A%2F%2Fwww.isixsigma.com%2Flibrary%2Fcontent%2Fc070611a.asp&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-71"><span class="mw-cite-backlink"><b><a href="#cite_ref-71">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFAlkalayAngererDrewsJäggi2015" class="citation book cs1">Alkalay, M.; Angerer, A.; Drews, T.; Jäggi, C.; Kämpfer, M.; Lenherr, I.; Valentin, J.; Vetterli, C.; Walker, D. (2015). Walker, Daniel (ed.). <i>The Better Hospital: Excellence Through Leadership And Innovation</i>. Medizinisch Wissenschaftliche verlagsgesellschaft. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9783954662241" title="Special:BookSources/9783954662241"><bdi>9783954662241</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=The+Better+Hospital%3A+Excellence+Through+Leadership+And+Innovation&rft.pub=Medizinisch+Wissenschaftliche+verlagsgesellschaft&rft.date=2015&rft.isbn=9783954662241&rft.aulast=Alkalay&rft.aufirst=M.&rft.au=Angerer%2C+A.&rft.au=Drews%2C+T.&rft.au=J%C3%A4ggi%2C+C.&rft.au=K%C3%A4mpfer%2C+M.&rft.au=Lenherr%2C+I.&rft.au=Valentin%2C+J.&rft.au=Vetterli%2C+C.&rft.au=Walker%2C+D.&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-72"><span class="mw-cite-backlink"><b><a href="#cite_ref-72">^</a></b></span> <span class="reference-text">Hanna, Julia. "<a rel="nofollow" class="external text" href="http://hbswk.hbs.edu/item/5741.html">Bringing ‘Lean' Principles to Service Industries</a> <a rel="nofollow" class="external text" href="https://web.archive.org/web/20150801115015/http://hbswk.hbs.edu/item/5741.html">Archived</a> August 1, 2015, at the <a href="/wiki/Wayback_Machine" title="Wayback Machine">Wayback Machine</a>”. <i>HBS Working Knowledge</i>. 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.)</span> </li> <li id="cite_note-73"><span class="mw-cite-backlink"><b><a href="#cite_ref-73">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFRadnorWalleyStephensBucci2006" class="citation book cs1">Radnor, Zoe; Walley, Paul; Stephens, Andrew; Bucci, Giovanni (2006). <a rel="nofollow" class="external text" href="https://www.gov.scot/Resource/Doc/129627/0030899.pdf"><i>Evaluation of the Lean Approach to Business Management and ITs Use in the Public Sector</i></a> <span class="cs1-format">(PDF)</span>. Scottish Executive Social Research. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/0755960564" title="Special:BookSources/0755960564"><bdi>0755960564</bdi></a>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20180128221757/http://www.gov.scot/Resource/Doc/129627/0030899.pdf">Archived</a> <span class="cs1-format">(PDF)</span> from the original on January 28, 2018<span class="reference-accessdate">. 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Retrieved <span class="nowrap">May 20,</span> 2020</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=Brighthubpm.com&rft.atitle=What+Is+the+Criticism+of+Lean+Manufacturing%3F&rft.date=2011-02-08&rft_id=https%3A%2F%2Fwww.brighthubpm.com%2Fmethods-strategies%2F105933-criticism-of-lean-manufacturing%2F&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> <li id="cite_note-The_Economist,_2010-88"><span class="mw-cite-backlink"><b><a href="#cite_ref-The_Economist,_2010_88-0">^</a></b></span> <span class="reference-text">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</span> </li> <li id="cite_note-89"><span class="mw-cite-backlink"><b><a href="#cite_ref-89">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFNash-Hoff2014" class="citation web cs1">Nash-Hoff, Michele (November 14, 2014). <a rel="nofollow" class="external text" href="http://www.industryweek.com/blog/lean-sustainability-requires-change-culture">"Why Lean Manufacturers Are Not Lean Enterprises"</a>. <i>Industryweek.com</i>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20190327085726/https://www.industryweek.com/blog/lean-sustainability-requires-change-culture">Archived</a> from the original on March 27, 2019<span class="reference-accessdate">. Retrieved <span class="nowrap">May 1,</span> 2015</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=Industryweek.com.&rft.atitle=Why+Lean+Manufacturers+Are+Not+Lean+Enterprises&rft.date=2014-11-14&rft.aulast=Nash-Hoff&rft.aufirst=Michele&rft_id=http%3A%2F%2Fwww.industryweek.com%2Fblog%2Flean-sustainability-requires-change-culture&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></span> </li> </ol></div></div> <div class="mw-heading mw-heading2"><h2 id="References">References</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Lean_manufacturing&action=edit&section=15" title="Edit section: References"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>Borthakur, P. P. (2023). Industrial engineering and management: A comprehensive introduction (Vol. 1). Aikinik Publications. <a rel="nofollow" class="external free" href="https://doi.org/10.22271/ed.book.2334">https://doi.org/10.22271/ed.book.2334</a></li></ul> <ul><li>Billesbach, Thomas J. 1987. <i>Applicability of Just-in-Time Techniques in the Administrative Area</i>. Doctoral dissertation, University of Nebraska. Ann Arbor, Mich., University Microfilms International.</li> <li>Goddard, W. E. 2001. JIT/TQC—identifying and solving problems. <i>Proceedings of the 20th Electrical Electronics Insulation Conference</i>, Boston, October 7–10, 88–91.</li> <li>Goldratt, Eliyahu M. and Fox, Robert E. (1986), <i>The Race</i>, North River Press, <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/0-88427-062-9" title="Special:BookSources/0-88427-062-9">0-88427-062-9</a></li> <li>Hall, Robert W. 1983. <i>Zero Inventories</i>. Homewood, Ill.: Dow Jones-Irwin.</li> <li>Hall, Robert W. 1987. <i>Attaining Manufacturing Excellence: Just-in-Time, Total Quality, Total People Involvement</i>. Homewood, Ill.: Dow Jones-Irwin.</li> <li>Hay, Edward J. 1988. <i>The Just-in-Time Breakthrough: Implementing the New Manufacturing Basics</i>. New York: Wiley.</li> <li><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite class="citation journal cs1">Hohner, Gregory (1988). "JIT/TQC: integrating product design with shop floor effectiveness". <i>Industrial Engineering</i>. <b>20</b> (9): 42–48.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=Industrial+Engineering&rft.atitle=JIT%2FTQC%3A+integrating+product+design+with+shop+floor+effectiveness&rft.volume=20&rft.issue=9&rft.pages=42-48&rft.date=1988&rft.aulast=Hohner&rft.aufirst=Gregory&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></li> <li><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite class="citation journal cs1">Hum, Sin-Hoon (1991). "Industrial progress and the strategic significance of JIT and TQC for developing countries". <i>International Journal of Operations & Production Management</i>. <b>110</b> (5): 39–46. <a href="/wiki/Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<a rel="nofollow" class="external text" href="https://doi.org/10.1108%2F01443579110145320">10.1108/01443579110145320</a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=International+Journal+of+Operations+%26+Production+Management&rft.atitle=Industrial+progress+and+the+strategic+significance+of+JIT+and+TQC+for+developing+countries&rft.volume=110&rft.issue=5&rft.pages=39-46&rft.date=1991&rft_id=info%3Adoi%2F10.1108%2F01443579110145320&rft.aulast=Hum&rft.aufirst=Sin-Hoon&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></li> <li><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite class="citation book cs1">Hyer, Nancy; Wemmerlov, Urban (2001). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=qfJgCYGRJHgC&pg=PP1"><i>Reorganizing the Factory: Competing Through Cellular Manufacturing</i></a>. CRC Press. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9781563272288" title="Special:BookSources/9781563272288"><bdi>9781563272288</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Reorganizing+the+Factory%3A+Competing+Through+Cellular+Manufacturing&rft.pub=CRC+Press&rft.date=2001&rft.isbn=9781563272288&rft.aulast=Hyer&rft.aufirst=Nancy&rft.au=Wemmerlov%2C+Urban&rft_id=https%3A%2F%2Fbooks.google.com%2Fbooks%3Fid%3DqfJgCYGRJHgC%26pg%3DPP1&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></li> <li><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite class="citation journal cs1">Jackson, Paul (1991). "White collar JIT at Security Pacific". <i>Target</i>. <b>7</b> (1): 32–37.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=Target&rft.atitle=White+collar+JIT+at+Security+Pacific&rft.volume=7&rft.issue=1&rft.pages=32-37&rft.date=1991&rft.aulast=Jackson&rft.aufirst=Paul&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></li> <li>Ker, J. I., Wang, Y., Hajli, M. N., Song, J., Ker, C. W. (2014). <i>Deploying Lean in Healthcare: Evaluating Information Technology Effectiveness in US Hospital Pharmacies</i></li> <li>Lubben, R. T. 1988. <i>Just-in-Time Manufacturing: An Aggressive Manufacturing Strategy</i>. New York: McGraw-Hill.</li> <li>MacInnes, Richard L. (2002) <i>The Lean Enterprise Memory Jogger</i>.</li> <li>Mika, Geoffrey L. (1999) <i>Kaizen Event Implementation Manual</i></li> <li>Monden, Yasuhiro. 1982. <i>Toyota Production System</i>. Norcross, Ga: Institute of Industrial Engineers.</li> <li>Ohno, Taiichi (1988), <i>Toyota Production System: Beyond Large-Scale Production</i>, Productivity Press, <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/0-915299-14-3" title="Special:BookSources/0-915299-14-3">0-915299-14-3</a></li> <li>Ohno, Taiichi (1988), <i>Just-In-Time for Today and Tomorrow</i>, Productivity Press, <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/0-915299-20-8" title="Special:BookSources/0-915299-20-8">0-915299-20-8</a>.</li> <li>Page, Julian (2003) <i>Implementing Lean Manufacturing Techniques</i>.</li> <li>Schonberger, Richard J. 1982. <i>Japanese Manufacturing Techniques: Nine Hidden Lessons in Simplicity</i>. New York: Free Press.</li> <li><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite class="citation book cs1">Shingo, Shingeo; Dillon, Andrew P. (1989). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=RKWU7WElJ7oC&pg=PP1"><i>A Study of the Toyota Production System: From an Industrial Engineering Viewpoint</i></a>. CRC Press. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9780915299171" title="Special:BookSources/9780915299171"><bdi>9780915299171</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=A+Study+of+the+Toyota+Production+System%3A+From+an+Industrial+Engineering+Viewpoint&rft.pub=CRC+Press&rft.date=1989&rft.isbn=9780915299171&rft.aulast=Shingo&rft.aufirst=Shingeo&rft.au=Dillon%2C+Andrew+P.&rft_id=https%3A%2F%2Fbooks.google.com%2Fbooks%3Fid%3DRKWU7WElJ7oC%26pg%3DPP1&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></li> <li>Suri, R. 1986. Getting from 'just in case' to 'just in time': insights from a simple model. 6 (3) 295–304.</li> <li>Suzaki, Kyoshi. 1993. <i>The New Shop Floor Management: Empowering People for Continuous Improvement</i>. New York: Free Press.</li> <li>Voss, Chris, and David Clutterbuck. 1989. <i>Just-in-Time: A Global Status Report</i>. UK: IFS Publications.</li> <li>Wadell, William, and Bodek, Norman (2005), <i>The Rebirth of American Industry</i>, PCS Press, <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/0-9712436-3-8" title="Special:BookSources/0-9712436-3-8">0-9712436-3-8</a></li> <li><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFWomackJones2003" class="citation book cs1">Womack, James P.; Jones, Daniel T. (2003). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=QZrZAAAAQBAJ&pg=PP1"><i>Lean Thinking: Banish Waste and Create Wealth in Your Corporation</i></a>. Simon and Schuster. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9781471111006" title="Special:BookSources/9781471111006"><bdi>9781471111006</bdi></a>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20211022143733/https://books.google.com/books?id=QZrZAAAAQBAJ&pg=PP1">Archived</a> from the original on October 22, 2021<span class="reference-accessdate">. Retrieved <span class="nowrap">October 2,</span> 2020</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Lean+Thinking%3A+Banish+Waste+and+Create+Wealth+in+Your+Corporation&rft.pub=Simon+and+Schuster&rft.date=2003&rft.isbn=9781471111006&rft.aulast=Womack&rft.aufirst=James+P.&rft.au=Jones%2C+Daniel+T.&rft_id=https%3A%2F%2Fbooks.google.com%2Fbooks%3Fid%3DQZrZAAAAQBAJ%26pg%3DPP1&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></li> <li><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFWomackJonesRoos1990" class="citation book cs1">Womack, James P.; Jones, Daniel T.; Roos, Daniel (1990). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=_n5qRfaNv9AC&pg=PR4"><i>The Machine that Changed the World</i></a>. New York: Rawson Associates. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9780892563500" title="Special:BookSources/9780892563500"><bdi>9780892563500</bdi></a>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20220219163440/https://books.google.com/books?id=_n5qRfaNv9AC&pg=PR4">Archived</a> from the original on February 19, 2022<span class="reference-accessdate">. Retrieved <span class="nowrap">October 2,</span> 2020</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=The+Machine+that+Changed+the+World&rft.place=New+York&rft.pub=Rawson+Associates&rft.date=1990&rft.isbn=9780892563500&rft.aulast=Womack&rft.aufirst=James+P.&rft.au=Jones%2C+Daniel+T.&rft.au=Roos%2C+Daniel&rft_id=https%3A%2F%2Fbooks.google.com%2Fbooks%3Fid%3D_n5qRfaNv9AC%26pg%3DPR4&rfr_id=info%3Asid%2Fen.wikipedia.org%3ALean+manufacturing" class="Z3988"></span></li></ul> <div class="mw-heading mw-heading2"><h2 id="External_links">External links</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Lean_manufacturing&action=edit&section=16" title="Edit section: External links"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1235681985">.mw-parser-output .side-box{margin:4px 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