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Lean Management: Introduction

In: Lean Management, Kaizen, Kata and Keiretsu

Author

Listed:
  • Marc Helmold

    (IU, International University of Applied Sciences)

  • Ayşe Küçük Yılmaz

    (Eskisehir Technical University)

  • Triant Flouris

    (Metropolitan College)

  • Thomas Winner

    (IU, International University of Applied Sciences)

  • Violeta Cvetkoska

    (Ss. Cyril and Methodius University in Skopje)

  • Tracy Dathe

    (Macromedia University)

Abstract

Lean management is a modern concept for process optimization throughout the value chain (Helmold & Terry, 2021). Lean management focuses on making inefficiencies (waste) transparent and on altering these into value-adding activities (Ohno, 1990). The value chain reaches in this context from the upstream (Suppliers) over the own operations to the downstream side (Customers), as illustrated in Fig. 1.1 (Slack & Brandon-Jones, 2021). Inefficiencies are everything, e.g. an activity, a process, a product, which is considered as something for which the customers are not willing to pay for or to spend financial means. The customer is the central point in the lean management concept. The primary objectives in the lean management philosophy are to create value for the customer through the optimization of resources and create a steady workflow based on real customer demands (Helmold, 2021). It seeks to eliminate any waste of time, effort or money by identifying each step in a business process and then revising or cutting out steps that do not create value (Bertagnolli, 2020). The philosophy has its roots in Japan and operations but is presently widely spread across the world and industries. Lean management focuses on the following:

Suggested Citation

  • Marc Helmold & Ayşe Küçük Yılmaz & Triant Flouris & Thomas Winner & Violeta Cvetkoska & Tracy Dathe, 2022. "Lean Management: Introduction," Management for Professionals, in: Lean Management, Kaizen, Kata and Keiretsu, chapter 1, pages 1-17, Springer.
    • Handle: RePEc:spr:mgmchp:978-3-031-10104-5_1
    DOI: 10.1007/978-3-031-10104-5_1
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