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Harvard Business Publishing
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Abstract
Many managers have grasped the power of individual lean techniques-- such as just-in-time deliveries and kaizen, or continuous improvement-- pioneered by Toyota and other Japanese companies. However, they have stumbled in trying to put them all together into a coherent business system. In an effort to show managers how they can create a powerful whole, the authors studied 50 lean companies in a variety of industries around the world. The companies included Toyota, Porsche, and Pratt & Whitney. On the basis of their study, the authors identified five critical steps that they believe will be useful to all managers interested in applying lean thinking. Lantech, a small manufacturer of stretch-wrapping machines in Louisville, Kentucky, provides an example of how a company can make the leap.
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Abstract
Many managers have grasped the power of individual lean techniques-- such as just-in-time deliveries and kaizen, or continuous improvement-- pioneered by Toyota and other Japanese companies. However, they have stumbled in trying to put them all together into a coherent business system. In an effort to show managers how they can create a powerful whole, the authors studied 50 lean companies in a variety of industries around the world. The companies included Toyota, Porsche, and Pratt & Whitney. On the basis of their study, the authors identified five critical steps that they believe will be useful to all managers interested in applying lean thinking. Lantech, a small manufacturer of stretch-wrapping machines in Louisville, Kentucky, provides an example of how a company can make the leap.