Abstract
In the present competitive market environment, it is important to apply lean tools across the supply chain. Lean concepts provide supply chain agility to produce and deliver products in a flexible, timely, and cost-effective manner with the highest quality standards (Helmold and Samara 2019).
Progress is impossible without the ability to admit mistakes. Kaizen means ongoing improvement involving everybody, without spending much money. You can’t do kaizen just once or twice and expect immediate results. You have to be in it for the long haul.
Masaaki Imai (1930-today)
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References
Helmold, M., & Samara, W. (2019). Progress in performance management. Industry insights and case studies on principles, application tools, and practice. Heidelberg: Springer.
Helmold, M., & Terry, B. (2016). Lieferantenmanagement 2030: Wertschöpfung und Sicherung der Wettbewerbsfähigkeit in digitalen und globalen Märkten. Springer Wiesbaden.
Maidment, G. (2016). Huawei. Smart manufacturing: More than just robots. Retrieved 22.11.2019. https://www.huawei.com/au/about-huawei/publications/winwin-magazine/plus-intelligence/smart-manufacturing-more-than-robots
Suri R., & Krishnamurthy A. (2003). How to plan and implement POLCA: A material control system for high-variety or custom-engineered products. Technical report. Center for the quick response manufacturing.
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Helmold, M. (2020). Lean Management on the Downstream (Demand Side). In: Lean Management and Kaizen. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-030-46981-8_11
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DOI: https://doi.org/10.1007/978-3-030-46981-8_11
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