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Lean Thinking is nothing new! The term lean may only have been coined in the book The Machine that Changed
the World (Womack, Jones and Roos, 1990), but the concepts behind it have been around for many years including
in the works of Henry Ford, W. Edwards Deming and the Toyota Production System.
The term lean refers to the fact that when the Japanese and Western automotive industries were compared it
become obvious that the Japanese used less effort, less capital investment, less space and less time. Therefore
very lean!
The question was how could the Western world learn from and adapt the Japanese way of working so that they too
could benefit from improving the use of their resources. The book Lean Thinking (Womack and Jones, 1996)
introduced the philosophy of the five lean principles as key to achieving this.
The five lean principles put the customer at the heart of everything that we do. Ensuring that the product or
service we produce adds value for our customer. This helps us to identify and eliminate the non value adding and
wasteful activities that go into delivering that product or service to that customer.
Womack and Jones five principles are:
1.
2.
3.
4.
5.
The removal of waste is the cornerstone to successful lean implementation and provides the biggest opportunity for
performance improvement. Lean often starts by working to improve individual process steps but the gains become
more powerful as all those steps link together. This means the organisation is moving towards the ideal, that every
action adds value for the customer. It is for this reason that lean is seen as a journey of sustained process
improvement and should not be regarded as a quick fix