Abstract
LEAN culture and practices refer to the continuous achievement of improvements in quality and productivity by leveraging the abilities of personnel and production innovations, which lead to increased gross margin and decreased production costs. Its principles involve the use of observation, waste elimination, technical improvements, problem solving and organizational learning. LEAN rules are structured activities that connect to both suppliers and customers, in simple and data driven way. Methodological tools such as Kaizen events, Five S, Poka Yoka and others have been developed to aid in the implementation of Lean practices.
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsReferences
Flinchbaugh, J., & Carlino, A. (2005). The Hitchhiker’s guide to lean: Lessons from the road. Dearborn, MI: SME.
Liker, J. (2004). The Toyota way: 14 Management principles from the World’s greatest manufacturer. New York: McGraw-Hill.
Masaaki, I. (2012). Gemba Kaizen: A commonsense approach to a continuous improvement strategy. New York: McGraw-Hill.
Ohno, T., & Bodek, N. (1988). Toyota production system: Beyond large scale production. Parker, CO: BookCrafters.
Womack, J., & Jones, D. (2003). Lean thinking: Banish waste and create wealth in your corporation. New York: Simon & Schuster.
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2016 Springer International Publishing Switzerland
About this chapter
Cite this chapter
Issar, G., Navon, L.R. (2016). LEAN Operations. In: Operational Excellence. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-20699-8_18
Download citation
DOI: https://doi.org/10.1007/978-3-319-20699-8_18
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-20698-1
Online ISBN: 978-3-319-20699-8
eBook Packages: Business and ManagementBusiness and Management (R0)