955:, who was instrumental in its development within Toyota. The other article, by Toyota authors in an international journal, provided additional details. Finally, those and other publicity were translated into implementations, beginning in 1980 and then quickly multiplying throughout industry in the United States and other developed countries. A seminal 1980 event was a conference in Detroit at Ford World Headquarters co-sponsored by the Repetitive Manufacturing Group (RMG), which had been founded 1979 within the American Production and Inventory Control Society (APICS) to seek advances in manufacturing. The principal speaker, Fujio Cho (later, president of Toyota Motor Corp.), in explaining the Toyota system, stirred up the audience, and led to the RMG's shifting gears from things like automation to just-in-time/Toyota production system.
962:(MRP II), a computer software-based system of manufacturing planning and control which had become prominent in industry in the 1960s and 1970s. Debates in professional meetings on just-in-time vs. MRP II were followed by published articles, one of them titled, "The Rise and Fall of Just-in-Time". Less confrontational was Walt Goddard's, "Kanban Versus MRP II—Which Is Best for You?" in 1982. Four years later, Goddard had answered his own question with a book advocating just-in-time. Among the best known of MRP II's advocates was George Plossl, who authored two articles questioning just-in-time's kanban planning method and the "japanning of America". But, as with Goddard, Plossl later wrote that "JIT is a concept whose time has come".
1564:
strong implementation. However, some research does relate widely recognized examples of success in retail and even airlines to the underlying principles of lean. Despite this, it remains the case that the direct manufacturing examples of 'techniques' or 'tools' need to be better 'translated' into a service context to support the more prominent approaches of implementation, which has not yet received the level of work or publicity that would give starting points for implementors. The upshot of this is that each implementation often 'feels its way' along as must the early
2121:
APICS president to seek recognition as a special interest group of APICS. We became the
Repetitive Manufacturing Group (RMG) of APICS, but to front the next workshop, we opened our own bank account. By APICS rules, we weren't supposed to do that. In October, the Detroit APICS Chapter supported by several members of the Repetitive Manufacturing Group sponsored the first-known conference in the United States on "Japanese Manufacturing" at Ford World Headquarters Auditorium. The featured speaker was Fujio Cho, now president of Toyota.
44:
1025:
Cummins Engine, IBM, 3M, Datasolve Ltd., Renault, Massey
Ferguson); and in the US and Australia (Repco Manufacturing-Australia, Xerox Computer, and two on Hewlett-Packard). The second book, reporting on what was billed as the First International Conference on just-in-time manufacturing, includes case studies in three companies: Repco-Australia, IBM-UK, and 3M-UK. In addition, a day two keynote address discussed just-in-time as applied "across all disciplines, ... from accounting and systems to design and production".
977:, after the work force had received 40 hours of ZIPS training, they were "turned loose" and things began to happen. A first step was to "arbitrarily eliminate a week's lead time things ran smoother. 'People asked that we try taking another week's worth out.' After that, ZIPS spread throughout the plant's operations 'like an amoeba.'" The article also notes that Omark's 20 other plants were similarly engaged in ZIPS, beginning with pilot projects. For example, at one of Omark's smaller plants making drill bits in
884:(1911), "We are justly proud of the high wage rates which prevail throughout our country, and jealous of any interference with them by the products of the cheaper labor of other countries. To maintain this condition, to strengthen our control of home markets, and, above all, to broaden our opportunities in foreign markets where we must compete with the products of other industrial nations, we should welcome and encourage every influence tending to increase the efficiency of our productive processes."
1636:
SKUs include too much hypothesis and variance, i.e., SKUs hold too much indeterminacy. Manufacturing may want to consider moving away from traditional accounting and adopting lean accounting. In using lean accounting, one expected gain is activity-based cost visibility, i.e., measuring the direct and indirect costs at each step of an activity rather than traditional cost accounting that limits itself to labor and supplies.
1621:
level of stress among employees, who have a small margin of error in their work environment which require perfection. Lean also over-focuses on cutting waste, which may lead management to cut sectors of the company that are not essential to the company's short-term productivity but are nevertheless important to the company's legacy. Lean also over-focuses on the present, which hinders a company's plans for the future.
897:"... whenever a workman proposes an improvement, it should be the policy of the management to make a careful analysis of the new method, and if necessary conduct a series of experiments to determine accurately the relative merit of the new suggestion and of the old standard. And whenever the new method is found to be markedly superior to the old, it should be adopted as the standard for the whole establishment."
926:, the founder of Toyota Motor Corporation, directed the engine casting work and discovered many problems in their manufacturing, with wasted resources on the repair of poor-quality castings. Toyota engaged in intense study of each stage of the process. In 1936, when Toyota won its first truck contract with the Japanese government, the processes encountered new problems, to which Toyota responded by developing
490:
3105:. October 22, 2007. (Summary article based on published research of Professor David Upton of Harvard Business School and doctoral student Bradley Staats: Staats, Bradley R., and David M. Upton. "Lean Principles, Learning, and Software Production: Evidence from Indian Software Services.”. Harvard Business School Working Paper. No. 08-001. July 2007. (Revised July 2008, March 2009.)
1310:'s was continuous-flow manufacturing (CFM), and demand-flow manufacturing (DFM), a term handed down from consultant John Constanza at his Institute of Technology in Colorado. Still another alternative was mentioned by Goddard, who said that "Toyota Production System is often mistakenly referred to as the 'Kanban System'", and pointed out that
900:"...after a workman has had the price per piece of the work he is doing lowered two or three times as a result of his having worked harder and increased his output, he is likely entirely to lose sight of his employer's side of the case and become imbued with a grim determination to have no more cuts if soldiering can prevent it."
1631:
After years of success of Toyota's Lean
Production, the consolidation of supply chain networks has brought Toyota to the position of being the world's biggest carmaker in the rapid expansion. In 2010, the crisis of safety-related problems in Toyota made other carmakers that duplicated Toyota's supply
1348:
Hewlett-Packard, one of western industry's earliest JIT implementers, provides a set of four case studies from four H-P divisions during the mid-1980s. The four divisions, Greeley, Fort
Collins, Computer Systems, and Vancouver, employed some but not all of the same measures. At the time about half of
2120:
1980: At Bendix in
Southfield, MI, the mood darkened. John Kinsey, Ken Wantuck, Doc, Larry and others at this meeting had been exposed to "Japanese manufacturing." While we dinked with MRP, the Japanese were eating our lunch; something more significant was needed. Afterward, Mac and Nick visited the
1635:
Lean manufacturing is different from lean enterprise. Recent research reports the existence of several lean manufacturing processes but of few lean enterprises. One distinguishing feature opposes lean accounting and standard cost accounting. For standard cost accounting, SKUs are difficult to grasp.
1563:
The challenge in moving lean to services is the lack of widely available reference implementations to allow people to see how directly applying lean manufacturing tools and practices can work and the impact it does have. This makes it more difficult to build the level of belief seen as necessary for
1293:
are the most common approaches companies take on their first steps to Lean. Lean can be focused on specific processes, or cover the entire supply chain. Front-line workers should be involved in VSM activities. Implementing a series of small improvements incrementally along the supply chain can bring
3248:
Supply-chain relationships require retooling that involves multiple suppliers, closer locations, or companies that can supply materials with little advance notice. Companies ordering smaller amounts of goods may encounter difficulty meeting minimum orders, requiring a different contract or a way to
1608:
has caused disruption in JIT practices, with various quarantine restrictions on international trade and commercial activity in general interrupting supply while lacking stockpiles to handle the disruption; along with increased demand for medical supplies like personal protective equipment (PPE) and
1592:
Natural and human-made disasters will disrupt the flow of energy, goods and services. The down-stream customers of those goods and services will, in turn, not be able to produce their product or render their service because they were counting on incoming deliveries "just in time" and so have little
1340:
A case-study summary from Daman
Products in 1999 lists the following benefits: reduced cycle times 97%, setup times 50%, lead times from 4 to 8 weeks to 5 to 10 days, flow distance 90%. This was achieved via four focused (cellular) factories, pull scheduling, kanban, visual management, and employee
950:
Just-in-time manufacturing was introduced in
Australia in the 1950s by the British Motor Corporation (Australia) at its Victoria Park plant in Sydney, from where the idea later migrated to Toyota. News about just-in-time/Toyota production system reached other western countries from Japan in 1977 in
767:
and finished goods, the waste of overproduction (producing more than what is needed now), the waste of over-processing (processing or making parts beyond the standard expected by customer), the waste of transportation (unnecessary movement of people and goods inside the system), the waste of excess
1620:
Critics of Lean argue that this management method has significant drawbacks, especially for the employees of companies operating under Lean. Common criticism of Lean is that it fails to take into consideration the employee's safety and well-being. Lean manufacturing is associated with an increased
1276:
One paper suggests that an organization implementing Lean needs its own Lean plan as developed by the "Lean
Leadership". This should enable Lean teams to provide suggestions for their managers who then makes the actual decisions about what to implement. Coaching is recommended when an organization
1040:
in his 1988 article, "Triumph of the Lean
Production System". The article states: (a) Lean manufacturing plants have higher levels of productivity/quality than non-Lean and (b) "The level of plant technology seems to have little effect on operating performance" (page 51). According to the article,
941:
Levels of demand in the postwar economy of Japan were low; as a result, the focus of mass production on lowest cost per item via economies of scale had little application. Having visited and seen supermarkets in the United States, Ohno recognized that the scheduling of work should not be driven by
791:
Companies employ the strategy to increase efficiency. By receiving goods only as they need them for the production process, it reduces inventory costs and wastage, and increases productivity and profit. The downside is that it requires producers to forecast demand accurately as the benefits can be
1344:
Another study from NCR (Dundee, Scotland) in 1998, a producer of make-to-order automated teller machines, includes some of the same benefits while also focusing on JIT purchasing: In switching to JIT over a weekend in 1998, eliminated buffer inventories, reducing inventory from 47 days to 5 days,
1229:
Lean is founded on the concept of continuous and incremental improvements on product and process while eliminating redundant activities. "The value of adding activities are simply only those things the customer is willing to pay for, everything else is waste, and should be eliminated, simplified,
1134:
This is a fundamentally different approach from most improvement methodologies, and requires more persistence than basic application of the tools, which may partially account for its lack of popularity. The implementation of "smooth flow" exposes quality problems that already existed, and waste
1547:
Lean principles have been successfully applied to various sectors and services, such as call centers and healthcare. In the former, lean's waste reduction practices have been used to reduce handle time, within and between agent variation, accent barriers, as well as attain near perfect process
1073:
There is more to just-in-time than its usual manufacturing-centered explication. Inasmuch as manufacturing ends with order-fulfillment to distributors, retailers, and end users, and also includes remanufacturing, repair, and warranty claims, just-in-time's concepts and methods have application
1024:
Two similar, contemporaneous books from the UK are more international in scope. One of the books, with both conceptual articles and case studies, includes three sections on just-in-time practices: in Japan (e.g., at Toyota, Mazda, and
Tokagawa Electric); in Europe (jmg Bostrom, Lucas Electric,
1571:
Lean management is nowadays implemented also in non-manufacturing processes and administrative processes. In non-manufacturing processes is still huge potential for optimization and efficiency increase. Some people have advocated using STEM resources to teach children Lean thinking instead of
853:
The exact reasons for the adoption of just-in-time manufacturing in Japan are unclear, some people suggest it started with a requirement to solve the lack of standardization, which is not the complete story nor the actual reason. Japanese companies needed an immediate solution to the extreme
1588:
when employed by factories that utilize just-in-time and flexible production techniques. A longitudinal study of US workers since 1970 indicates employers seeking to easily adjust their workforce in response to supply and demand conditions respond by creating more nonstandard work
871:
Thus, the Japanese "leaned out" their processes. "They built smaller factories ... in which the only materials housed in the factory were those on which work was currently being done. In this way, inventory levels were kept low, investment in in-process inventories was at a minimum, and the
854:
situation they were living in after World War II. American supply chain specialist Gerhard Plenert has offered four quite vague reasons, paraphrased here. During Japan's post–World War II rebuilding (of economy, infrastructure, industry, political, and social-emotional stability):
3198:
JANUŠKA, M., ŠŤASTNÁ, L. Industrial Engineering in the Non-Manufacturing Processes. In Proceedings of the 22nd International Business Information Management Association Conference. neuveden: International Business Information Management Association (IBIMA), 2013. s. 747-766.
1200:
Womack and Jones define Lean as "...a way to do more and more with less and less—less human effort, less equipment, less time, and less space—while coming closer and closer to providing customers exactly what they want" and then translate this into five key principles:
1054:. That one, along with other books, articles, and case studies on lean, were supplanting just-in-time terminology in the 1990s and beyond. The same period, saw the rise of books and articles with similar concepts and methodologies but with alternative names, including
1713:
Kamarudin Abu Bakar; Mohd Fazli Mohd. Sam; M.I. Qureshi (2022), "Lean Manufacturing Design of a Two-Sided Assembly Line Balancing Problem Work Cell", in Mohd Najib Ali Mokhtar; Zamberi Jamaludin; Mohd Sanusi Abdul Aziz; Mohd Nazmin Maslan; Jeeferie Abd Razak (eds.),
1109:
The other way to avoid market risk and control the supply efficiently is to cut down in stock. P&G has completed their goal to co-operate with Walmart and other wholesales companies by building the response system of stocks directly to the suppliers companies.
1720:: "While Just-In-Time manufacturing focuses on efficiency of inventory strategy to eliminate waste and enhance productivity, Lean manufacturing uses efficiency in its system setups to reduce cycle, flow, and throughput times being the added values to customers."
942:
sales or production targets but by actual sales. Given the financial situation during this period, over-production had to be avoided, and thus the notion of "pull" (or "build-to-order" rather than target-driven "push") came to underpin production scheduling.
792:
nullified by minor delays in the supply chain. It may also impact negatively on workers due to added stress and inflexible conditions. A successful operation depends on a company having regular outputs, high-quality processes, and reliable suppliers.
1580:
According to Williams, it becomes necessary to find suppliers that are close by or can supply materials quickly with limited advance notice. When ordering small quantities of materials, suppliers' minimum order policies may pose a problem, though.
1628:, which had been fought by the labor movement and was considered obsolete by the 1930s. Finally, lean is criticized for lacking a standard methodology: "Lean is more a culture than a method, and there is no standard lean production model."
768:
motion (mechanizing or automating before improving the method), the waste of waiting (inactive working periods due to job queues), and the waste of making defective products (reworking to fix avoidable defects in products and processes).
1138:
Takt time is the rate at which products need to be produced to meet customer demand. The JIT system is designed to produce products at the rate of takt time, which ensures that products are produced just in time to meet customer demand.
875:
American industrialists recognized the threat of cheap offshore labor to American workers during the 1910s and explicitly stated the goal of what is now called lean manufacturing as a countermeasure. Henry Towne, past president of the
1049:
Three more books which include just-in-time implementations were published in 1993, 1995, and 1996, which are start-up years of the lean manufacturing/lean management movement that was launched in 1990 with publication of the book,
787:
to consist of five key principles: "Precisely specify value by specific product, identify the value stream for each product, make value flow without interruptions, let customer pull value from the producer, and pursue perfection."
1074:
downstream from manufacturing itself. A 1993 book on "world-class distribution logistics" discusses kanban links from factories onward, and a manufacturer-to-retailer model developed in the U.S. in the 1980s, referred to as
872:
investment in purchased natural resources was quickly turned around so that additional materials were purchased." Plenert goes on to explain Toyota's key role in developing this lean or just-in-time production methodology.
1041:
risks with implementing Lean can be reduced by: "developing a well-trained, flexible workforce, product designs that are easy to build with high quality, and a supportive, high-performance supplier network" (page 51).
1555:
Lean principles also have applications to software development and maintenance as well as other sectors of information technology (IT). More generally, the use of lean in information technology has become known as
1928:
981:, "large-size drill inventory was cut by 92%, productivity increased by 30%, scrap and rework ... dropped 20%, and lead time ... from order to finished product was slashed from three weeks to three days." The
1889:
1008:
By 1986, a case-study book on just-in-time in the U.S. was able to devote a full chapter to ZIPS at Omark, along with two chapters on just-in-time at several Hewlett-Packard plants, and single chapters for
1996:
829:
1337:
Objectives and benefits of JIT manufacturing may be stated in two primary ways: first, in specific and quantitative terms, via published case studies; second, general listings and discussion.
1205:
Value: Specify the value desired by the customer. "Form a team for each product to stick with that product during its entire production cycle", "Enter into a dialogue with the customer" (e.g.
973:(chain saws, ammunition, log loaders, etc.) emerged as an extensive just-in-time implementer under its US home-grown name ZIPS (zero inventory production system). At Omark's mother plant in
1280:
Lean philosophy and culture is as important as tools and methodologies. Management should not decide on solutions without understanding the true problem by consulting shop floor personnel.
1912:
3521:
2970:
Lean manufacturing is a more recent name for JIT. As with JIT, lean manufacturing is deeply rooted in the automotive industry and focuses mostly on repetitive manufacturing situations."
1632:
chain system wary that the same recall issue might happen to them. James Womack had warned Toyota that cooperating with single outsourced suppliers might bring unexpected problems.
1601:
could disrupt electrical power delivery for hours to years, locally or even globally. Lack of supplies on hand to repair the electrical system would have catastrophic effects.
3427:
1593:
or no inventory to work with. The disruption to the economic system will cascade to some degree depending on the nature and severity of the original disaster and may create
3490:
2761:
1267:
Computers (improper use of computers: not having the proper software, training on use and time spent surfing, playing games or just wasting time) (Mika Geoffrey, 1999)
3554:
1873:
1560:. Lean methods are also applicable to the public sector, but most results have been achieved using a much more restricted range of techniques than lean provides.
3397:
1989:
2726:
2412:
Pettersen, Jan-Arne. 2010. "Pull Based Production Systems: Performance, Modeling and Analysis," doctoral thesis. Lulea, Sweden: Lulea University of Technology.
2104:
1552:, a concept that prioritizes the patient, thus increasing the employee commitment and motivation, as well as boosting medical quality and cost effectiveness.
718:), and reduction of "wastes" for the producer and supplier of goods. Lean manufacturing adopts the just-in-time approach and additionally focuses on reducing
3007:
Grahovec, D. and Bernie Ducan, Jerry Stevenson, Colin Noone. 1999. How lean focused factories enabled Daman to regain responsiveness and become more agile.
1264:
Participation (not utilizing workers by not allowing them to contribute ideas and suggestions and be part of Participative Management) (Mika Geoffrey, 1999)
3594:
3353:
2510:
3575:
The Economist, 2010, Toyota's overstretched supply chain -The machine that ran too hot :The woes of the world's biggest carmaker are a warning for rivals
3971:
3235:
1225:
Perfection: Manage toward perfection so that the number of steps and the amount of time and information needed to serve the customer continually falls
1597:. The larger the disaster the worse the effect on just-in-time failures. Electrical power is the ultimate example of just-in-time delivery. A severe
2836:
Business Process Modeling: High-impact Emerging Technology — What You Need to Know: Definitions, Adoptions, Impact, Benefits, Maturity, Vendors
3375:
3330:
2926:
3066:
Alkalay, M.; Angerer, A.; Drews, T.; Jäggi, C.; Kämpfer, M.; Lenherr, I.; Valentin, J.; Vetterli, C.; Walker, D. (2015). Walker, Daniel (ed.).
3513:
1345:
flow time from 15 days to 2 days, with 60% of purchased parts arriving JIT and 77% going dock to line, and suppliers reduced from 480 to 165.
3459:
1135:
reduction then happens as a natural consequence, a system-wide perspective rather focusing directly upon the wasteful practices themselves.
2549:
1617:, disturbing regular demand. This has led to suggestions that stockpiles and diversification of suppliers should be more heavily focused.
1092:
The strategic elements of lean can be quite complex, and comprise multiple elements. Four different notions of lean have been identified:
753:". Toyota's system was erected on the two pillars of just-in-time inventory management and automated quality control. The seven "wastes" (
2904:
2434:
Lowson, B., R. King, and A. Hunter. 1999. Quick Response – Managing the Supply Chain to Meet Consumer Demand. Chichester, UK: Wiley.
1216:
for each product providing that value and challenge all of the wasted steps (generally nine out of ten) currently necessary to provide it
1120:
Every customer-supplier connection must be direct, and there must be an unambiguous yes or no way to send requests and receive responses.
456:
2957:
1277:
starts off with Lean to impart knowledge and skills to shop-floor staff. Improvement metrics are required for informed decision-making.
3922:
3889:
2865:
2299:
2021:
1967:
1838:
1800:
666:
3163:
Going Lean: How the Best Companies Apply Lean Manufacturing Principles to Shatter Uncertainty, Drive Innovation, and Maximize Profits
3419:
3048:
1283:
The solution to a specific problem for a specific company may not have generalized application. The solution must fit the problem.
965:
Just-in-time/TPS implementations may be found in many case-study articles from the 1980s and beyond. An article in a 1984 issue of
877:
473:
858:
Japan's lack of cash made it difficult for industry to finance the big-batch, large inventory production methods common elsewhere.
3135:
17:
3964:
2531:
Liker, Jeffrey K. and Michael Hoseus (2008) Toyota Culture: The Heart and Soul of The Toyota Way, McGraw-Hill, New York p. 3-5
3482:
1241:
Faulty goods (manufacturing of goods or services that do not meet customer demand or specifications, Womack et al., 2003. See
3204:
3171:
2697:
2637:
2602:
2536:
2390:
Suri, R. 1998. Quick Response Manufacturing: A Companywide Approach to Reducing Lead Times. Portland, Ore.: Productivity Inc.
1739:
178:
3177:
1568:
practices of Toyota. This places huge importance upon sponsorship to encourage and protect these experimental developments.
2757:
2734:
3216:
4098:
3546:
2274:
2090:"The Founding of the Association for Manufacturing Excellence: Summarized at a Meeting of its Founders, February 2, 2001"
889:
867:
Japan had high unemployment, which meant that labor efficiency methods were not an obvious pathway to industrial success.
2985:. Norcross, Ga.: Institute of Industrial Engineers. This collection of JIT articles includes multiple references to TPS.
3389:
2465:
Pettersen, J., 2009. Defining lean production: some conceptual and practical issues. The TQM Journal, 21(2), 127 - 142.
3957:
3916:
3883:
3866:
3831:
3799:
3785:
3721:
3649:
3075:
2951:
2898:
2859:
1961:
1922:
1883:
1832:
1794:
3689:
Hum, Sin-Hoon (1991). "Industrial progress and the strategic significance of JIT and TQC for developing countries".
730:
for the customer. Lean manufacturing also involves people who work outside of the manufacturing process, such as in
2479:
2089:
545:
4103:
3094:
959:
449:
3345:
1142:
Sepheri provides a list of methodologies of just-in-time manufacturing that "are important but not exhaustive":
691:
3586:
3129:
2502:
1656:
1325:
became established as "a more recent name for JIT". As just one testament to the commonality of the two terms,
911:
in 1931 and being "greatly impressed to make the study and practice of scientific management his life's work".
819:
in the late 1940s after World War II. The resulting methods were researched in the mid-20th century and dubbed
659:
105:
60:
3308:
958:
At least some of audience's stirring had to do with a perceived clash between the new just-in-time regime and
4032:
4017:
2571:
630:
4047:
1614:
606:
560:
550:
3840:
Suri, R. 1986. Getting from 'just in case' to 'just in time': insights from a simple model. 6 (3) 295–304.
3231:
2050:"Toyota Production System and Kanban System: Materialization of Just-in-time and Respect-for-human System"
4078:
2703:
4088:
3745:
Deploying Lean in Healthcare: Evaluating Information Technology Effectiveness in US Hospital Pharmacies
3630:. Doctoral dissertation, University of Nebraska. Ann Arbor, Mich., University Microfilms International.
635:
442:
304:
80:
1534:
652:
3279:
2456:
Hines, T. 2004. Supply Chain Strategies: Customer Driven and Customer Focused. Oxford, UK: Elsevier.
779:
in his article "Triumph of the Lean Production System," and defined in 1996 by American researchers
1686:
1526:
931:
838:
800:
784:
746:
575:
555:
100:
3450:
2443:
Hines, T. 2001. "From analogue to digital supply chains: Implications for fashion marketing, " in
420:
1017:, a Toyota truck-bed plant, and New United Motor Manufacturing joint venture between Toyota and
4083:
3992:
3274:
1651:
1605:
1565:
985:. article states that companies using just-in-time the most extensively include "the Big Four,
715:
279:
126:
2888:
2795:
High, W. 1987. Short cycle manufacturing (SCM) implementation: an approach taken at Motorola.
759:
in Japanese), first formulated by Toyota engineer Shigeo Shingo, are the waste of superfluous
3676:
Hohner, Gregory (1988). "JIT/TQC: integrating product design with shop floor effectiveness".
3324:
2941:
1625:
1522:
1206:
990:
723:
683:
565:
354:
219:
168:
156:
90:
3906:
3873:
3821:
3711:
2849:
1951:
1822:
1784:
4012:
4007:
4002:
1286:
1213:
951:
two English-language articles: one referred to the methodology as the "Ohno system", after
719:
430:
364:
249:
239:
209:
163:
141:
51:
8:
4042:
3663:
Attaining Manufacturing Excellence: Just-in-Time, Total Quality, Total People Involvement
1666:
524:
415:
385:
334:
3052:
2550:"Just-in-Time (JIT): Principle, Components, Revolution, Advantages, & Disadvantages"
2224:
Just-in-Time: Not Just in Japan: Case Studies of American Pioneers in JIT Implementation
1613:, including of various domestically manufactured (and so less vulnerable) products like
918:
were key to the design of Toyota's manufacturing process. Previously a textile company,
4093:
3369:
3300:
3118:
Evaluation of the Lean Approach to Business Management and ITs Use in the Public Sector
3116:
2920:
2213:
Walters, C.R. 1984. Why everybody's talking about "just-in-time." Inc. (March 1) 77–90.
1646:
737:
Lean manufacturing is particularly related to the operational model implemented in the
425:
254:
173:
146:
95:
3483:"Coronavirus Shows That Supply Chains are Outdated and Unfit For Modern Manufacturing"
3390:"Severe Space Weather--Social and Economic Impacts | Science Mission Directorate"
887:
Continuous production improvement and incentives for such were documented in Taylor's
702:(JIT manufacturing in short). Just-in-time manufacturing tries to match production to
3912:
3879:
3862:
3827:
3795:
3781:
3717:
3645:
3292:
3200:
3167:
3125:
3071:
2947:
2894:
2855:
2693:
2633:
2598:
2565:
2532:
2293:
2071:
2015:
1957:
1918:
1879:
1828:
1790:
1735:
1598:
1127:
727:
703:
540:
410:
390:
314:
214:
199:
151:
110:
35:
3304:
1130:, under the guidance of a teacher, at the lowest possible level in the organization.
1113:
In 1999, Spear and Bowen identified four rules which characterize the "Toyota DNA":
4052:
3698:
3284:
2666:
2061:
1712:
1290:
1002:
994:
974:
970:
504:
481:
405:
299:
284:
269:
264:
244:
131:
75:
3823:
A Study of the Toyota Production System: From an Industrial Engineering Viewpoint
3161:
3098:
2671:
2654:
1585:
1542:
1010:
986:
923:
834:
780:
514:
400:
395:
349:
339:
319:
234:
224:
2340:
America's Best Plants: Industry Week's Guide to World-Class Manufacturing Plants
1219:
Flow: Make the product flow continuously through the remaining value-added steps
1117:
All work shall be highly specified as to content, sequence, timing, and outcome.
3514:"The coronavirus pandemic shows why the West must transform its economic logic"
3288:
1530:
1234:
1018:
935:
750:
509:
259:
204:
194:
85:
3702:
2267:
2066:
2049:
1329:
has been and is widely used as a synonym for both JIT and lean manufacturing.
4072:
3296:
2255:
Just in Time Manufacturing: Proceedings of the First International Conference
2075:
1538:
1518:
1514:
1242:
904:
808:
687:
369:
344:
229:
65:
3949:
3845:
The New Shop Floor Management: Empowering People for Continuous Improvement
1875:
Lean Management System LMS:2012: A Framework for Continual Lean Improvement
1671:
1610:
1080:
1033:
952:
915:
824:
812:
776:
764:
711:
580:
309:
294:
274:
2998:. Revised. New York: Free Press. Numerous references to both lean and TPS.
1261:
Metrics (working to the wrong metrics or no metrics) (Mika Geoffrey, 1999)
3033:
Simpson, Alex. Effective just-in-time manufacture at Hewlett-Packard. In
1716:
Intelligent Manufacturing and Mechatronics: Proceedings of SympoSIMM 2021
864:
The Japanese islands lack natural resources with which to build products.
601:
359:
329:
324:
289:
3670:
The Just-in-Time Breakthrough: Implementing the New Manufacturing Basics
3249:
break up a large order over time or among several smaller manufacturers.
2475:
1222:
Pull: Introduce pull between all steps where continuous flow is possible
3263:"Precarious Work, Insecure Workers: Employment Relations in Transition"
2655:"Lean Leadership – 15 Rules for a Sustainable Lean Implementation"
2379:
Time-based Competition: The Next Battleground in American Manufacturing
1014:
998:
804:
489:
3091:
2226:. Falls Church, Va.: American Production and Inventory Control Society
43:
4037:
4027:
3997:
3621:
Building Cars in Australia: Morris, Austin, BMC and Leyland 1950-1976
3115:
Radnor, Zoe; Walley, Paul; Stephens, Andrew; Bucci, Giovanni (2006).
1691:
1594:
1548:
adherence. In the latter, several hospitals have adopted the idea of
1249:
760:
731:
611:
570:
3814:
Japanese Manufacturing Techniques: Nine Hidden Lessons in Simplicity
3635:
Proceedings of the 20th Electrical Electronics Insulation Conference
3420:"'Just-in-time' economy out of time as pandemic exposes fatal flaws"
1123:
The pathway for every product and service must be simple and direct.
3628:
Applicability of Just-in-Time Techniques in the Administrative Area
3262:
2447:. eds, T. Hines and M. Bruce. Oxford: Butterworth Heinemann, 26–47.
2327:
Making It in America: Proven Paths to Success from 50 Top Companies
1860:
Reinventing Lean: Introducing Lean Management into the Supply Chain
1303:
738:
695:
70:
3713:
Reorganizing the Factory: Competing Through Cellular Manufacturing
2943:
Reorganizing the Factory: Competing Through Cellular Manufacturing
1914:
The Sayings of Shigeo Shingo: Key Strategies for Plant Improvement
3875:
Lean Thinking: Banish Waste and Create Wealth in Your Corporation
3743:
Ker, J. I., Wang, Y., Hajli, M. N., Song, J., Ker, C. W. (2014).
3346:"Special Report: Disasters Show Flaws in Just-in-Time Production"
3068:
The Better Hospital: Excellence Through Leadership And Innovation
2996:
Lean Thinking: Banish Waste and Create Wealth in Your Corporation
2687:
1786:
Lean Thinking: Banish Waste And Create Wealth In Your Corporation
1557:
136:
3751:
Just-in-Time Manufacturing: An Aggressive Manufacturing Strategy
2851:
The Machine That Changed the World: The Story of Lean Production
2353:
The Machine That Changed the World: The Story of Lean Production
2145:
Goddard, W. 1982. "Kanban versus MRP II—which is best for you?"
1917:. Translated by Dillon, Andrew P. New York: Productivity Press.
1013:, John Deere, IBM-Raleigh, North Carolina, and California-based
861:
Japan lacked space to build big factories loaded with inventory.
4022:
3691:
International Journal of Operations & Production Management
3633:
Goddard, W. E. 2001. JIT/TQC—identifying and solving problems.
1681:
1676:
1661:
1624:
Critics also make negative comparison of Lean and 19th century
1311:
978:
927:
919:
816:
742:
596:
3731:
Jackson, Paul (1991). "White collar JIT at Security Pacific".
3451:"Companies should shift from 'just in time' to 'just in case'"
3344:
Krolicki, Nick Carey, Noel Randewich, Kevin (March 21, 2011).
2782:
Heard, Ed. 1987. Short cycle manufacturing: the route to JIT.
2423:
Reinventing the Warehouse: World Class Distribution Logistics.
2132:
Landvater, Darryl. 1984. "The rise and fall of just-in-time".
1508:
1321:
throughout the 1980s faded fast in the 1990s, as the new term
2366:
Getting Competitive: Middle Managers and the Cycle Time Ethic
707:
640:
2351:
Womack, James P., Jones, Daniel T., and Roos, Daniel. 1990.
2174:
Plossl, G.W. 1981. Japanese productivity: myth vs. reality.
2103:(3). Association for Manufacturing Excellence: 23–24. 2001.
807:
documented their observations relating to these topics, and
726:
times by further eliminating activities that do not add any
4057:
2478:. Special report: Logistics: The Economist. June 15, 2006.
2047:
1102:
Lean as a set of tools or methods (doing lean/toolbox lean)
2187:
Plossl, G.W. 1984. The redirection of U.S. manufacturing.
2048:
Sugimori, Y.; Kusunoki, K.; Cho, F.; Uchikawa, S. (1977).
3905:
Womack, James P.; Jones, Daniel T.; Roos, Daniel (1990).
3114:
3049:"Cutting-Edge Methods Help Target Real Call Center Waste"
2848:
Womack, James P.; Jones, Daniel T.; Roos, Daniel (2007).
2823:
Proc. SPIE1496, 10th Annual Symposium on Microlithography
1821:
Womack, James P.; Jones, Daniel T.; Roos, Daniel (1990),
1307:
1233:
On principle 2, waste, see seven basic waste types under
3944:
3217:"We need to teach our kids to think Lean | Opinion"
3065:
2689:
Factory Physics: Foundations of Manufacturing Management
2399:
Hirano, Hiroyuki. and Makota Furuya. 2006. JIT Is Flow:
2200:
Plossl. G.W. 1986. "J.I.T. – fad or fact of life?"
1302:
Alternative terms for JIT manufacturing have been used.
1167:
Control by visibility: communication media for activity.
1155:
Lot sizes of one: the ultimate lot size and flexibility.
3778:
Toyota Production System: Beyond Large-Scale Production
2983:
Applying Just in Time: The American/Japanese Experience
2821:
Bowers, G.H., Jr. 1991. Continuous flow manufacturing.
1732:
Toyota Production System: Beyond Large-Scale Production
1185:
Worker involvement: small group improvement activities.
1589:
arrangements, such as contracting and temporary work.
1314:
is but one element of TPS, as well as JIT production.
880:, wrote in the foreword to Frederick Winslow Taylor's
754:
3070:. Medizinisch Wissenschaftliche verlagsgesellschaft.
2692:(3rd ed.), McGraw-Hill Companies, Incorporated,
1258:
Delegating tasks with inadequate training (Six Sigma)
1179:
Streamlining movements: smoothing materials handling.
1170:
Preventive maintenance: flawless running, no defects.
1161:
Balanced flow: organizing flow scheduling throughput.
1149:
Make it right the first time: elimination of defects.
945:
1191:
Pull system: signal replenishment/resupply systems.
1188:
Cellular manufacturing: production methods for flow.
1158:
Uniform plant load: leveling as a control mechanism.
1126:
Any improvement must be made in accordance with the
3569:
1173:
Fitness for use: producibility, design for process.
1146:
Housekeeping: physical organization and discipline.
1099:
Lean as a continuous change process (becoming lean)
741:1950s and 1960s by the Japanese automobile company
690:goods aimed primarily at reducing times within the
3773:. Norcross, Ga: Institute of Industrial Engineers.
3449:
2893:. Society of Manufacturing Engineers. p. 41.
2503:"Decoding the DNA of the Toyota Production System"
2034:Ashburn, A., 1977. Toyota's "famous Ohno system",
930:improvement teams, which into what has become the
815:applied their enhanced thoughts on the subject at
698:. It is closely related to another concept called
3587:"Why Lean Manufacturers Are Not Lean Enterprises"
2345:
1862:. Oxford, U.K.: Butterworth-Heinemann. pp. 41–42.
1028:
4070:
3640:Goldratt, Eliyahu M. and Fox, Robert E. (1986),
3092:Bringing ‘Lean' Principles to Service Industries
3020:Caulkin, Simon. 1990. Britain's best factories.
2652:
2618:, Maryland Technology Enterprise Institute, 2003
2501:Spear, Steven; Bowen, H. Kent (September 1999).
1164:Skill diversification: multi-functional workers.
1152:Setup reduction: flexible changeover approaches.
1044:
710:that have been ordered and focus on efficiency,
3904:
2847:
2755:
2157:
2155:
1827:, New York: Rawson Associates, pp. 13–15,
1820:
1306:'s choice was short-cycle manufacturing (SCM).
3547:"What Is the Criticism of Lean Manufacturing?"
2758:"The Lean Supply Chain: Watch Your Waste Line"
1953:A Revolution In Manufacturing: The SMED System
1756:A Revolution in Manufacturing: The SMED System
1176:Compact plant layout: product-oriented design.
3965:
3232:"Pros & Cons of the JIT Inventory System"
2939:
2679:
2627:
2401:Practice and Principles of Lean Manufacturing
2163:Just-in-Time: Surviving by Breaking Tradition
1182:Supplier networks: extensions of the factory.
848:
694:as well as response times from suppliers and
660:
450:
3979:
3374:: CS1 maint: multiple names: authors list (
3329:: CS1 maint: multiple names: authors list (
2925:: CS1 maint: multiple names: authors list (
2887:Black, J. Temple; Hunter, Steve, L. (2003).
2810:In-Process Quality Control for Manufacturing
2685:
2325:Jasinowski, Jerry, and Robert Hamrin. 1995.
2249:
2247:
2152:
2054:International Journal of Production Research
1767:
3872:Womack, James P.; Jones, Daniel T. (2003).
3871:
3857:Wadell, William, and Bodek, Norman (2005),
3820:Shingo, Shingeo; Dillon, Andrew P. (1989).
2886:
2552:. Archived from the original on May 6, 2023
2381:. Homewood, Ill.; Business One Irwin, p 28.
2316:. Needham Heights, Mass.: Allyn & Bacon
1783:Womack, James P.; Jones, Daniel T. (2003),
1782:
1509:Application outside a manufacturing context
1195:
775:was coined in 1988 by American businessman
3972:
3958:
3850:Voss, Chris, and David Clutterbuck. 1989.
3807:Implementing Lean Manufacturing Techniques
3541:
3539:
2890:Lean Manufacturing Systems and Cell Design
2500:
2319:
1332:
1096:Lean as a fixed state or goal (being lean)
1078:, has morphed over time to what is called
667:
653:
457:
443:
3584:
3278:
2670:
2459:
2371:
2244:
2065:
922:moved into building automobiles in 1934.
3585:Nash-Hoff, Michele (November 14, 2014).
3511:
3343:
3229:
3034:
2628:Bicheno, John; Holweg, Matthias (2009).
2235:
2229:
2165:. Essex Junction, Vt." Oliver Wight Ltd.
1956:. Portland, Oregon: Productivity Press.
1871:
1255:Under-utilizing capabilities (Six Sigma)
878:American Society of Mechanical Engineers
3536:
2216:
1770:A Dictionary of Business and Management
14:
4071:
3925:from the original on February 19, 2022
3710:Hyer, Nancy; Wemmerlov, Urban (2001).
3124:. Scottish Executive Social Research.
2940:Hyer, Nancy; Wemmerlov, Urban (2001).
2686:Hopp, Wallace; Spearman, Mark (2008),
2482:from the original on February 20, 2018
2445:Fashion Marketing: Contemporary Issues
2358:
2298:: CS1 maint: archived copy as title (
2280:from the original on February 12, 2020
2020:: CS1 maint: archived copy as title (
2002:from the original on September 4, 2021
1949:
1931:from the original on February 19, 2022
1910:
1841:from the original on February 19, 2022
27:Methodology used to improve production
3953:
3892:from the original on October 22, 2021
3230:Williams, John T. (October 6, 2010).
3159:
3153:
3141:from the original on January 28, 2018
3046:
1803:from the original on October 22, 2021
1748:
179:Valuation using discounted cash flows
3852:Just-in-Time: A Global Status Report
3557:from the original on August 15, 2020
3311:from the original on August 19, 2021
2724:
1970:from the original on August 20, 2021
1892:from the original on August 20, 2021
1729:
1349:H-P's 52 divisions had adopted JIT.
1105:Lean as a philosophy (lean thinking)
3792:Just-In-Time for Today and Tomorrow
3597:from the original on March 27, 2019
3512:Skidelky, Robert (April 22, 2020).
2764:from the original on March 27, 2019
2547:
2238:Just-in-Time: An Executive Briefing
1758:. Stamford, Ct.: Productivity Press
909:Principles of Scientific Management
890:Principles of Scientific Management
24:
3908:The Machine that Changed the World
3765:Kaizen Event Implementation Manual
3665:. Homewood, Ill.: Dow Jones-Irwin.
3658:. Homewood, Ill.: Dow Jones-Irwin.
3493:from the original on July 22, 2020
3260:
3180:from the original on March 2, 2017
2653:Dombrowski, U.; Mielke, T (2014).
2513:from the original on March 7, 2016
2110:from the original on March 9, 2021
1789:, Simon and Schuster, p. 10,
1052:The Machine That Changed the World
946:Evolution in the rest of the world
830:The Machine that Changed the World
827:in 1988, and then were defined in
25:
4115:
3938:
3758:The Lean Enterprise Memory Jogger
3524:from the original on June 2, 2021
3480:
3430:from the original on May 20, 2020
3400:from the original on June 2, 2021
3356:from the original on June 2, 2021
3238:from the original on June 3, 2021
2994:Womack, J.P. and D. Jones. 2003.
2960:from the original on June 2, 2021
2907:from the original on June 2, 2021
2868:from the original on June 2, 2021
2706:from the original on May 20, 2019
2329:. New York: Simon & Schuster.
2314:Topics in Just-in-Time Management
2240:. Kempston, Bedford, UK: IFS Ltd.
1271:
3859:The Rebirth of American Industry
3462:from the original on May 4, 2020
2616:Understanding Lean Manufacturing
2593:James P Womack, Daniel T Jones,
488:
42:
3911:. New York: Rawson Associates.
3578:
3505:
3474:
3442:
3412:
3382:
3337:
3254:
3223:
3209:
3192:
3108:
3084:
3059:
3051:. iSixSigma.com. Archived from
3047:Adsit, Dennis (June 11, 2007).
3040:
3027:
3014:
3001:
2988:
2975:
2933:
2880:
2841:
2828:
2815:
2802:
2789:
2776:
2749:
2733:. WordPress.com. Archived from
2718:
2646:
2621:
2608:
2587:
2578:
2541:
2525:
2494:
2468:
2450:
2437:
2428:
2415:
2406:
2393:
2384:
2332:
2306:
2260:
2207:
2194:
2181:
2168:
2139:
2126:
2082:
2041:
2028:
1982:
1943:
1212:The Value Stream: Identify the
960:manufacturing resource planning
3812:Schonberger, Richard J. 1982.
3637:, Boston, October 7–10, 88–91.
2403:. Vancouver, Wash.: PCS Press,
2355:. New York: Rawson Associates.
2257:. London, UK. April 8–9, 1986.
2202:P&IM Review and APICS News
2189:P&IM Review and APICS News
2176:P&IM Review and APICS News
1904:
1865:
1852:
1824:Machine that Changed the World
1814:
1776:
1761:
1723:
1718:, Springer Nature, p. 250
1705:
1657:Computer-aided lean management
1327:Toyota production system (TPS)
1237:. Additional waste types are:
1087:
106:Strategic financial management
61:Asset and liability management
13:
1:
4048:Total productive maintenance
4033:Single-minute exchange of die
4018:Continuous-flow manufacturing
3613:
2812:. Boca Raton, Fl.: CRC Press.
2756:Merrill Douglas (June 2013).
1872:Levinson, William A. (2016).
1294:forth enhanced productivity.
1068:pull-based production systems
1045:Middle era and to the present
589:Information and communication
3756:MacInnes, Richard L. (2002)
3626:Billesbach, Thomas J. 1987.
3619:Anderson, Barry (ed.) 2012.
3364:– via www.reuters.com.
3267:American Sociological Review
2981:Monden, Yasuhiro, ed. 1986.
2672:10.1016/j.procir.2014.01.146
2149:. November 5, 1982, p 40-48.
1615:panic buying of toilet paper
1575:
1064:quick-response manufacturing
7:
2825:. (March 1, 1991), 239–246.
2377:Blackburn, Joseph T. 1991.
2253:Ingersoll Engineers. 1986.
1639:
755:
749:(TPS), known in the US as "
10:
4120:
4099:Working capital management
3289:10.1177/000312240907400101
3261:L., Kalleberg, A. (2009).
3160:Ruffa, Stephen A. (2008).
2808:Barkman, William E. 1989.
2312:Schniederjans, M.J. 1993.
1768:Jonathan Law, ed. (2009),
1512:
1493:No. of shipments increase
1464:Throughput time reduction
849:Japan: the origins of Lean
795:
700:just-in-time manufacturing
81:Enterprise risk management
3988:
3945:Lean Enterprise Institute
3763:Mika, Geoffrey L. (1999)
3703:10.1108/01443579110145320
3623:. Sydney: Halstead Press.
2946:. CRC Press. p. 41.
2570:: CS1 maint: unfit URL (
2161:Goddard, Walter E. 1986.
2147:Modern Materials Handling
2067:10.1080/00207547708943149
1878:. CRC Press. p. 11.
1772:, Oxford University Press
1584:Employees are at risk of
1535:lean software development
1479:Standard hours reduction
1317:The wide use of the term
1297:
1230:reduced, or integrated".
4013:Muri - Standardized work
3771:Toyota Production System
3769:Monden, Yasuhiro. 1982.
3753:. New York: McGraw-Hill.
3011:. 4th quarter, pp 47–51.
2799:, 3 (4) (Winter), 19–24.
2614:D. Rizzardo, R. Brooks,
2368:. New York: McGraw-Hill.
1698:
1687:Production flow analysis
1527:lean product development
1196:Key principles and waste
934:(TPS), and subsequently
932:Toyota Production System
833:and further detailed by
747:Toyota Production System
101:Mergers and acquisitions
3854:. UK: IFS Publications.
3847:. New York: Free Press.
3816:. New York: Free Press.
3097:August 1, 2015, at the
2507:Harvard Business Review
2222:Sepehri, Mehran. 1986.
2204:, February 1986, p. 24.
1950:Shingo, Shigeo (1985).
1911:Shingo, Shigeo (1987).
1459:30% scrap & rework
1333:Objectives and benefits
969:. magazine relates how
533:Industrial technologies
421:Stress test (financial)
18:Just-in-time (business)
4104:Inventory optimization
3993:Cellular manufacturing
3878:. Simon and Schuster.
3843:Suzaki, Kyoshi. 1993.
3794:, Productivity Press,
3790:Ohno, Taiichi (1988),
3780:, Productivity Press,
3776:Ohno, Taiichi (1988),
3678:Industrial Engineering
3661:Hall, Robert W. 1987.
3654:Hall, Robert W. 1983.
2854:. Simon and Schuster.
2834:Roebuck, Kevin. 2011.
2178:, September, pp 59–62.
1754:Shingo, Shigeo. 1985.
1730:Ohno, Taiichi (1988).
1652:Cellular manufacturing
1609:ventilators, and even
1566:industrial engineering
1453:30% scrap, 79% rework
1060:time-based competition
734:and customer service.
716:continuous improvement
714:(with a commitment to
280:Investment performance
127:Balance sheet analysis
3668:Hay, Edward J. 1988.
3644:, North River Press,
3234:. Houston Chronicle.
3103:HBS Working Knowledge
2786:. 2 (3) (fall) 22–24.
2236:Mortimer, J. (1986).
2191:. November, pp 50–53.
1626:scientific management
1523:lean higher education
1387:Labor cost reduction
1207:Voice of the customer
1056:cycle time management
991:Westinghouse Electric
497:Manufacturing methods
355:Too connected to fail
220:Cash conversion cycle
169:Management accounting
91:Investment management
3805:Page, Julian (2003)
3749:Lubben, R. T. 1988.
3553:. February 8, 2011.
2760:. inboundlogistics.
2584:Sepheri, M., p. 277.
2425:New York: Free Press
1858:Plenert, G. (2007),
1472:17 days to 30 hours
1448:Quality improvement
1434:Production increase
1420:WIP stock reduction
1371:Inventory reduction
1287:Value-stream mapping
1029:Rebranding as "lean"
431:Supply chain finance
365:Volatility (finance)
250:Exchange traded fund
240:Economic value added
210:Capital appreciation
164:Fundamental analysis
52:Financial management
4043:Production leveling
3219:. February 3, 2022.
3037:, pp. 123–128.
2421:Harmon, R.L. 1993.
2364:Thomas, P.R. 1991.
1667:Efficiency Movement
999:Deere & Company
525:Agile manufacturing
416:Statistical finance
386:Factoring (finance)
335:Sustainable finance
4079:Lean manufacturing
4003:Muda - Over burden
3981:Lean manufacturing
3672:. New York: Wiley.
3458:. April 22, 2020.
3055:on April 14, 2008.
2725:Pederson, Joseph.
2476:"Shining examples"
2338:Kinni, T.B. 1996.
2036:American Machinist
1647:A3 problem solving
1572:computer science.
1323:lean manufacturing
706:by only supplying
680:Lean manufacturing
520:Lean manufacturing
426:Structured product
255:Financial analysis
174:Structured finance
96:Managerial finance
4089:Freight transport
4066:
4065:
4058:Plan–do–check–act
4008:Mura - Unevenness
3205:978-0-9860419-1-4
3173:978-0-8144-1057-8
3024:. November 60–89.
2737:on April 27, 2014
2731:the business dude
2699:978-0-07-282403-2
2639:978-0-9541244-5-8
2603:978-0-7432-4927-0
2548:Jaiswal, Vishal.
2537:978-0-07-149217-1
2342:. New York: Wiley
2136:. November, p 62.
1741:978-0-915299-14-0
1606:COVID-19 pandemic
1599:geomagnetic storm
1506:
1505:
1423:22 days to 1 day
1363:Computer Systems
1319:JIT manufacturing
1248:Waste of skills (
1128:scientific method
979:Mesabi, Minnesota
692:production system
677:
676:
467:
466:
411:Position of trust
391:Financial analyst
315:Return on capital
215:Capital structure
111:Wealth management
36:Corporate finance
16:(Redirected from
4111:
4053:5S (methodology)
3974:
3967:
3960:
3951:
3950:
3934:
3932:
3930:
3901:
3899:
3897:
3837:
3740:
3727:
3706:
3685:
3656:Zero Inventories
3607:
3606:
3604:
3602:
3591:Industryweek.com
3582:
3576:
3573:
3567:
3566:
3564:
3562:
3543:
3534:
3533:
3531:
3529:
3509:
3503:
3502:
3500:
3498:
3478:
3472:
3471:
3469:
3467:
3453:
3446:
3440:
3439:
3437:
3435:
3416:
3410:
3409:
3407:
3405:
3394:science.nasa.gov
3386:
3380:
3379:
3373:
3365:
3363:
3361:
3341:
3335:
3334:
3328:
3320:
3318:
3316:
3282:
3258:
3252:
3251:
3245:
3243:
3227:
3221:
3220:
3213:
3207:
3196:
3190:
3189:
3187:
3185:
3157:
3151:
3150:
3148:
3146:
3140:
3123:
3112:
3106:
3088:
3082:
3081:
3063:
3057:
3056:
3044:
3038:
3031:
3025:
3022:Management Today
3018:
3012:
3005:
2999:
2992:
2986:
2979:
2973:
2972:
2967:
2965:
2937:
2931:
2930:
2924:
2916:
2914:
2912:
2884:
2878:
2877:
2875:
2873:
2845:
2839:
2832:
2826:
2819:
2813:
2806:
2800:
2793:
2787:
2780:
2774:
2773:
2771:
2769:
2753:
2747:
2746:
2744:
2742:
2722:
2716:
2715:
2713:
2711:
2683:
2677:
2676:
2674:
2650:
2644:
2643:
2630:The Lean Toolbox
2625:
2619:
2612:
2606:
2605:, March 1, 2003)
2591:
2585:
2582:
2576:
2575:
2569:
2561:
2559:
2557:
2545:
2539:
2529:
2523:
2522:
2520:
2518:
2498:
2492:
2491:
2489:
2487:
2472:
2466:
2463:
2457:
2454:
2448:
2441:
2435:
2432:
2426:
2419:
2413:
2410:
2404:
2397:
2391:
2388:
2382:
2375:
2369:
2362:
2356:
2349:
2343:
2336:
2330:
2323:
2317:
2310:
2304:
2303:
2297:
2289:
2287:
2285:
2279:
2272:
2264:
2258:
2251:
2242:
2241:
2233:
2227:
2220:
2214:
2211:
2205:
2198:
2192:
2185:
2179:
2172:
2166:
2159:
2150:
2143:
2137:
2130:
2124:
2123:
2117:
2115:
2109:
2094:
2086:
2080:
2079:
2069:
2045:
2039:
2038:, July, 120–123.
2032:
2026:
2025:
2019:
2011:
2009:
2007:
2001:
1994:
1986:
1980:
1979:
1977:
1975:
1947:
1941:
1940:
1938:
1936:
1908:
1902:
1901:
1899:
1897:
1869:
1863:
1856:
1850:
1849:
1848:
1846:
1818:
1812:
1811:
1810:
1808:
1780:
1774:
1773:
1765:
1759:
1752:
1746:
1745:
1727:
1721:
1719:
1709:
1403:Space reduction
1352:
1351:
1036:coined the term
1003:Black and Decker
995:General Electric
975:Portland, Oregon
971:Omark Industries
758:
669:
662:
655:
505:Batch production
492:
482:Machine industry
469:
468:
459:
452:
445:
406:Investor profile
305:Over-the-counter
285:Investor profile
270:Growth investing
265:Financial system
245:Equity (finance)
132:Enterprise value
76:Corporate action
46:
32:
31:
21:
4119:
4118:
4114:
4113:
4112:
4110:
4109:
4108:
4069:
4068:
4067:
4062:
3984:
3978:
3941:
3928:
3926:
3919:
3895:
3893:
3886:
3834:
3819:
3730:
3724:
3709:
3688:
3675:
3616:
3611:
3610:
3600:
3598:
3583:
3579:
3574:
3570:
3560:
3558:
3551:Brighthubpm.com
3545:
3544:
3537:
3527:
3525:
3510:
3506:
3496:
3494:
3479:
3475:
3465:
3463:
3456:Financial Times
3448:
3447:
3443:
3433:
3431:
3426:. May 1, 2020.
3418:
3417:
3413:
3403:
3401:
3388:
3387:
3383:
3367:
3366:
3359:
3357:
3342:
3338:
3322:
3321:
3314:
3312:
3280:10.1.1.1030.231
3259:
3255:
3241:
3239:
3228:
3224:
3215:
3214:
3210:
3197:
3193:
3183:
3181:
3174:
3158:
3154:
3144:
3142:
3138:
3132:
3121:
3113:
3109:
3099:Wayback Machine
3090:Hanna, Julia. "
3089:
3085:
3078:
3064:
3060:
3045:
3041:
3035:Mortimer (1986)
3032:
3028:
3019:
3015:
3006:
3002:
2993:
2989:
2980:
2976:
2963:
2961:
2954:
2938:
2934:
2918:
2917:
2910:
2908:
2901:
2885:
2881:
2871:
2869:
2862:
2846:
2842:
2833:
2829:
2820:
2816:
2807:
2803:
2794:
2790:
2781:
2777:
2767:
2765:
2754:
2750:
2740:
2738:
2723:
2719:
2709:
2707:
2700:
2684:
2680:
2651:
2647:
2640:
2626:
2622:
2613:
2609:
2597:, 2nd Edition,
2592:
2588:
2583:
2579:
2563:
2562:
2555:
2553:
2546:
2542:
2530:
2526:
2516:
2514:
2499:
2495:
2485:
2483:
2474:
2473:
2469:
2464:
2460:
2455:
2451:
2442:
2438:
2433:
2429:
2420:
2416:
2411:
2407:
2398:
2394:
2389:
2385:
2376:
2372:
2363:
2359:
2350:
2346:
2337:
2333:
2324:
2320:
2311:
2307:
2291:
2290:
2283:
2281:
2277:
2270:
2268:"Archived copy"
2266:
2265:
2261:
2252:
2245:
2234:
2230:
2221:
2217:
2212:
2208:
2199:
2195:
2186:
2182:
2173:
2169:
2160:
2153:
2144:
2140:
2131:
2127:
2113:
2111:
2107:
2092:
2088:
2087:
2083:
2046:
2042:
2033:
2029:
2013:
2012:
2005:
2003:
1999:
1992:
1990:"Archived copy"
1988:
1987:
1983:
1973:
1971:
1964:
1948:
1944:
1934:
1932:
1925:
1909:
1905:
1895:
1893:
1886:
1870:
1866:
1857:
1853:
1844:
1842:
1835:
1819:
1815:
1806:
1804:
1797:
1781:
1777:
1766:
1762:
1753:
1749:
1742:
1728:
1724:
1710:
1706:
1701:
1696:
1642:
1586:precarious work
1578:
1545:
1543:lean CFP driven
1513:Main articles:
1511:
1335:
1300:
1274:
1198:
1090:
1047:
1031:
1011:Harley-Davidson
987:Hewlett-Packard
948:
924:Kiichiro Toyoda
882:Shop Management
851:
801:Fredrick Taylor
798:
673:
623:Process control
515:Flow production
463:
396:Financial asset
350:Too big to fail
340:Systematic risk
235:Economic bubble
225:Cost of capital
28:
23:
22:
15:
12:
11:
5:
4117:
4107:
4106:
4101:
4096:
4091:
4086:
4081:
4064:
4063:
4061:
4060:
4055:
4050:
4045:
4040:
4035:
4030:
4025:
4020:
4015:
4010:
4005:
4000:
3995:
3989:
3986:
3985:
3977:
3976:
3969:
3962:
3954:
3948:
3947:
3940:
3939:External links
3937:
3936:
3935:
3917:
3902:
3884:
3869:
3855:
3848:
3841:
3838:
3832:
3817:
3810:
3803:
3788:
3774:
3767:
3761:
3754:
3747:
3741:
3728:
3722:
3707:
3686:
3673:
3666:
3659:
3652:
3638:
3631:
3624:
3615:
3612:
3609:
3608:
3577:
3568:
3535:
3504:
3473:
3441:
3411:
3381:
3336:
3253:
3222:
3208:
3191:
3172:
3152:
3130:
3107:
3083:
3076:
3058:
3039:
3026:
3013:
3000:
2987:
2974:
2952:
2932:
2899:
2879:
2860:
2840:
2838:. Tebbo, p 32.
2827:
2814:
2801:
2788:
2775:
2748:
2717:
2698:
2678:
2645:
2638:
2620:
2607:
2586:
2577:
2540:
2524:
2493:
2467:
2458:
2449:
2436:
2427:
2414:
2405:
2392:
2383:
2370:
2357:
2344:
2331:
2318:
2305:
2259:
2243:
2228:
2215:
2206:
2193:
2180:
2167:
2151:
2138:
2125:
2081:
2060:(6): 553–564.
2040:
2027:
1981:
1962:
1942:
1923:
1903:
1884:
1864:
1851:
1833:
1813:
1795:
1775:
1760:
1747:
1740:
1722:
1703:
1702:
1700:
1697:
1695:
1694:
1689:
1684:
1679:
1674:
1669:
1664:
1659:
1654:
1649:
1643:
1641:
1638:
1577:
1574:
1531:lean Six Sigma
1510:
1507:
1504:
1503:
1500:
1498:
1496:
1494:
1490:
1489:
1487:
1485:
1483:
1480:
1476:
1475:
1473:
1470:
1467:
1465:
1461:
1460:
1457:
1454:
1451:
1449:
1445:
1444:
1442:
1440:
1438:
1435:
1431:
1430:
1428:
1426:
1424:
1421:
1417:
1416:
1413:
1410:
1407:
1404:
1400:
1399:
1396:
1394:
1391:
1388:
1384:
1383:
1381:
1378:
1375:
1372:
1368:
1367:
1364:
1361:
1358:
1355:
1334:
1331:
1299:
1296:
1273:
1272:Implementation
1270:
1269:
1268:
1265:
1262:
1259:
1256:
1253:
1246:
1235:The Toyota Way
1227:
1226:
1223:
1220:
1217:
1210:
1197:
1194:
1193:
1192:
1189:
1186:
1183:
1180:
1177:
1174:
1171:
1168:
1165:
1162:
1159:
1156:
1153:
1150:
1147:
1132:
1131:
1124:
1121:
1118:
1107:
1106:
1103:
1100:
1097:
1089:
1086:
1076:quick response
1046:
1043:
1030:
1027:
1019:General Motors
947:
944:
936:The Toyota Way
907:cites reading
902:
901:
898:
869:
868:
865:
862:
859:
850:
847:
797:
794:
751:The Toyota Way
675:
674:
672:
671:
664:
657:
649:
646:
645:
644:
643:
638:
633:
625:
624:
620:
619:
618:
617:
614:
609:
604:
599:
591:
590:
586:
585:
584:
583:
578:
573:
568:
563:
558:
553:
548:
543:
535:
534:
530:
529:
528:
527:
522:
517:
512:
510:Job production
507:
499:
498:
494:
493:
485:
484:
478:
477:
476:of articles on
465:
464:
462:
461:
454:
447:
439:
436:
435:
434:
433:
428:
423:
418:
413:
408:
403:
398:
393:
388:
380:
379:
378:Related topics
375:
374:
373:
372:
367:
362:
357:
352:
347:
342:
337:
332:
327:
322:
317:
312:
307:
302:
297:
292:
287:
282:
277:
272:
267:
262:
260:Financial risk
257:
252:
247:
242:
237:
232:
227:
222:
217:
212:
207:
205:Bond (finance)
202:
197:
195:Angel investor
189:
188:
184:
183:
182:
181:
176:
171:
166:
161:
160:
159:
154:
149:
144:
134:
129:
121:
120:
116:
115:
114:
113:
108:
103:
98:
93:
88:
86:Financial plan
83:
78:
73:
68:
63:
55:
54:
48:
47:
39:
38:
26:
9:
6:
4:
3:
2:
4116:
4105:
4102:
4100:
4097:
4095:
4092:
4090:
4087:
4085:
4084:Manufacturing
4082:
4080:
4077:
4076:
4074:
4059:
4056:
4054:
4051:
4049:
4046:
4044:
4041:
4039:
4036:
4034:
4031:
4029:
4026:
4024:
4021:
4019:
4016:
4014:
4011:
4009:
4006:
4004:
4001:
3999:
3996:
3994:
3991:
3990:
3987:
3982:
3975:
3970:
3968:
3963:
3961:
3956:
3955:
3952:
3946:
3943:
3942:
3924:
3920:
3918:9780892563500
3914:
3910:
3909:
3903:
3891:
3887:
3885:9781471111006
3881:
3877:
3876:
3870:
3868:
3867:0-9712436-3-8
3864:
3861:, PCS Press,
3860:
3856:
3853:
3849:
3846:
3842:
3839:
3835:
3833:9780915299171
3829:
3826:. CRC Press.
3825:
3824:
3818:
3815:
3811:
3808:
3804:
3801:
3800:0-915299-20-8
3797:
3793:
3789:
3787:
3786:0-915299-14-3
3783:
3779:
3775:
3772:
3768:
3766:
3762:
3759:
3755:
3752:
3748:
3746:
3742:
3738:
3734:
3729:
3725:
3723:9781563272288
3719:
3716:. CRC Press.
3715:
3714:
3708:
3704:
3700:
3696:
3692:
3687:
3683:
3679:
3674:
3671:
3667:
3664:
3660:
3657:
3653:
3651:
3650:0-88427-062-9
3647:
3643:
3639:
3636:
3632:
3629:
3625:
3622:
3618:
3617:
3596:
3592:
3588:
3581:
3572:
3556:
3552:
3548:
3542:
3540:
3528:September 30,
3523:
3519:
3515:
3508:
3492:
3488:
3484:
3481:Evans, Dave.
3477:
3461:
3457:
3452:
3445:
3429:
3425:
3421:
3415:
3399:
3395:
3391:
3385:
3377:
3371:
3355:
3351:
3347:
3340:
3332:
3326:
3310:
3306:
3302:
3298:
3294:
3290:
3286:
3281:
3276:
3272:
3268:
3264:
3257:
3250:
3237:
3233:
3226:
3218:
3212:
3206:
3202:
3195:
3184:September 24,
3179:
3175:
3169:
3165:
3164:
3156:
3137:
3133:
3127:
3120:
3119:
3111:
3104:
3100:
3096:
3093:
3087:
3079:
3077:9783954662241
3073:
3069:
3062:
3054:
3050:
3043:
3036:
3030:
3023:
3017:
3010:
3004:
2997:
2991:
2984:
2978:
2971:
2959:
2955:
2953:9781563272288
2949:
2945:
2944:
2936:
2928:
2922:
2906:
2902:
2900:9780872636477
2896:
2892:
2891:
2883:
2867:
2863:
2861:9781416554523
2857:
2853:
2852:
2844:
2837:
2831:
2824:
2818:
2811:
2805:
2798:
2792:
2785:
2779:
2763:
2759:
2752:
2736:
2732:
2728:
2721:
2705:
2701:
2695:
2691:
2690:
2682:
2673:
2668:
2664:
2660:
2659:Procedia CIRP
2656:
2649:
2641:
2635:
2631:
2624:
2617:
2611:
2604:
2600:
2596:
2595:Lean Thinking
2590:
2581:
2573:
2567:
2551:
2544:
2538:
2534:
2528:
2512:
2508:
2504:
2497:
2481:
2477:
2471:
2462:
2453:
2446:
2440:
2431:
2424:
2418:
2409:
2402:
2396:
2387:
2380:
2374:
2367:
2361:
2354:
2348:
2341:
2335:
2328:
2322:
2315:
2309:
2301:
2295:
2276:
2269:
2263:
2256:
2250:
2248:
2239:
2232:
2225:
2219:
2210:
2203:
2197:
2190:
2184:
2177:
2171:
2164:
2158:
2156:
2148:
2142:
2135:
2129:
2122:
2106:
2102:
2098:
2091:
2085:
2077:
2073:
2068:
2063:
2059:
2055:
2051:
2044:
2037:
2031:
2023:
2017:
1998:
1991:
1985:
1969:
1965:
1963:0-915299-03-8
1959:
1955:
1954:
1946:
1930:
1926:
1924:0-915299-15-1
1920:
1916:
1915:
1907:
1891:
1887:
1885:9781466505384
1881:
1877:
1876:
1868:
1861:
1855:
1840:
1836:
1834:9780892563500
1830:
1826:
1825:
1817:
1802:
1798:
1796:9781471111006
1792:
1788:
1787:
1779:
1771:
1764:
1757:
1751:
1743:
1737:
1734:. CRC Press.
1733:
1726:
1717:
1711:According to
1708:
1704:
1693:
1690:
1688:
1685:
1683:
1680:
1678:
1675:
1673:
1670:
1668:
1665:
1663:
1660:
1658:
1655:
1653:
1650:
1648:
1645:
1644:
1637:
1633:
1629:
1627:
1622:
1618:
1616:
1612:
1607:
1602:
1600:
1596:
1590:
1587:
1582:
1573:
1569:
1567:
1561:
1559:
1553:
1551:
1550:lean hospital
1544:
1540:
1539:lean thinking
1536:
1532:
1528:
1524:
1520:
1519:lean dynamics
1516:
1515:lean services
1501:
1499:
1497:
1495:
1492:
1491:
1488:
1486:
1484:
1481:
1478:
1477:
1474:
1471:
1468:
1466:
1463:
1462:
1458:
1455:
1452:
1450:
1447:
1446:
1443:
1441:
1439:
1436:
1433:
1432:
1429:
1427:
1425:
1422:
1419:
1418:
1414:
1411:
1408:
1405:
1402:
1401:
1397:
1395:
1392:
1389:
1386:
1385:
1382:
1379:
1376:
1373:
1370:
1369:
1365:
1362:
1360:Fort Collins
1359:
1356:
1354:
1353:
1350:
1346:
1342:
1341:empowerment.
1338:
1330:
1328:
1324:
1320:
1315:
1313:
1309:
1305:
1295:
1292:
1288:
1284:
1281:
1278:
1266:
1263:
1260:
1257:
1254:
1251:
1247:
1244:
1243:Lean services
1240:
1239:
1238:
1236:
1231:
1224:
1221:
1218:
1215:
1211:
1208:
1204:
1203:
1202:
1190:
1187:
1184:
1181:
1178:
1175:
1172:
1169:
1166:
1163:
1160:
1157:
1154:
1151:
1148:
1145:
1144:
1143:
1140:
1136:
1129:
1125:
1122:
1119:
1116:
1115:
1114:
1111:
1104:
1101:
1098:
1095:
1094:
1093:
1085:
1083:
1082:
1077:
1071:
1069:
1065:
1061:
1057:
1053:
1042:
1039:
1035:
1026:
1022:
1020:
1016:
1012:
1006:
1004:
1000:
996:
992:
988:
984:
980:
976:
972:
968:
963:
961:
956:
954:
943:
939:
937:
933:
929:
925:
921:
917:
912:
910:
906:
905:Shigeo Shingo
899:
896:
895:
894:
892:
891:
885:
883:
879:
873:
866:
863:
860:
857:
856:
855:
846:
844:
843:Lean Thinking
840:
836:
832:
831:
826:
822:
818:
814:
810:
809:Shigeo Shingo
806:
802:
793:
789:
786:
782:
778:
774:
769:
766:
762:
757:
752:
748:
744:
740:
735:
733:
729:
725:
721:
717:
713:
709:
705:
701:
697:
693:
689:
688:manufacturing
685:
681:
670:
665:
663:
658:
656:
651:
650:
648:
647:
642:
639:
637:
634:
632:
629:
628:
627:
626:
622:
621:
615:
613:
610:
608:
605:
603:
600:
598:
595:
594:
593:
592:
588:
587:
582:
579:
577:
574:
572:
569:
567:
564:
562:
559:
557:
554:
552:
549:
547:
544:
542:
539:
538:
537:
536:
532:
531:
526:
523:
521:
518:
516:
513:
511:
508:
506:
503:
502:
501:
500:
496:
495:
491:
487:
486:
483:
480:
479:
475:
471:
470:
460:
455:
453:
448:
446:
441:
440:
438:
437:
432:
429:
427:
424:
422:
419:
417:
414:
412:
409:
407:
404:
402:
399:
397:
394:
392:
389:
387:
384:
383:
382:
381:
377:
376:
371:
370:Watered stock
368:
366:
363:
361:
358:
356:
353:
351:
348:
346:
345:Systemic risk
343:
341:
338:
336:
333:
331:
328:
326:
323:
321:
318:
316:
313:
311:
308:
306:
303:
301:
298:
296:
293:
291:
288:
286:
283:
281:
278:
276:
273:
271:
268:
266:
263:
261:
258:
256:
253:
251:
248:
246:
243:
241:
238:
236:
233:
231:
230:Eco-investing
228:
226:
223:
221:
218:
216:
213:
211:
208:
206:
203:
201:
198:
196:
193:
192:
191:
190:
186:
185:
180:
177:
175:
172:
170:
167:
165:
162:
158:
155:
153:
150:
148:
145:
143:
140:
139:
138:
135:
133:
130:
128:
125:
124:
123:
122:
118:
117:
112:
109:
107:
104:
102:
99:
97:
94:
92:
89:
87:
84:
82:
79:
77:
74:
72:
69:
67:
66:Business plan
64:
62:
59:
58:
57:
56:
53:
50:
49:
45:
41:
40:
37:
34:
33:
30:
19:
3980:
3927:. Retrieved
3907:
3894:. Retrieved
3874:
3858:
3851:
3844:
3822:
3813:
3806:
3791:
3777:
3770:
3764:
3757:
3750:
3744:
3736:
3732:
3712:
3697:(5): 39–46.
3694:
3690:
3681:
3677:
3669:
3662:
3655:
3641:
3634:
3627:
3620:
3599:. Retrieved
3590:
3580:
3571:
3559:. Retrieved
3550:
3526:. Retrieved
3518:newstatesman
3517:
3507:
3495:. Retrieved
3486:
3476:
3464:. Retrieved
3455:
3444:
3432:. Retrieved
3423:
3414:
3402:. Retrieved
3393:
3384:
3358:. Retrieved
3349:
3339:
3325:cite journal
3313:. Retrieved
3270:
3266:
3256:
3247:
3240:. Retrieved
3225:
3211:
3194:
3182:. Retrieved
3162:
3155:
3143:. Retrieved
3117:
3110:
3102:
3086:
3067:
3061:
3053:the original
3042:
3029:
3021:
3016:
3008:
3003:
2995:
2990:
2982:
2977:
2969:
2962:. Retrieved
2942:
2935:
2909:. Retrieved
2889:
2882:
2870:. Retrieved
2850:
2843:
2835:
2830:
2822:
2817:
2809:
2804:
2796:
2791:
2783:
2778:
2768:February 22,
2766:. Retrieved
2751:
2739:. Retrieved
2735:the original
2730:
2720:
2708:, retrieved
2688:
2681:
2662:
2658:
2648:
2629:
2623:
2615:
2610:
2594:
2589:
2580:
2554:. Retrieved
2543:
2527:
2517:February 20,
2515:. Retrieved
2506:
2496:
2484:. Retrieved
2470:
2461:
2452:
2444:
2439:
2430:
2422:
2417:
2408:
2400:
2395:
2386:
2378:
2373:
2365:
2360:
2352:
2347:
2339:
2334:
2326:
2321:
2313:
2308:
2284:February 10,
2282:. Retrieved
2262:
2254:
2237:
2231:
2223:
2218:
2209:
2201:
2196:
2188:
2183:
2175:
2170:
2162:
2146:
2141:
2133:
2128:
2119:
2112:. Retrieved
2100:
2096:
2084:
2057:
2053:
2043:
2035:
2030:
2004:. Retrieved
1984:
1972:. Retrieved
1952:
1945:
1933:. Retrieved
1913:
1906:
1894:. Retrieved
1874:
1867:
1859:
1854:
1843:, retrieved
1823:
1816:
1805:, retrieved
1785:
1778:
1769:
1763:
1755:
1750:
1731:
1725:
1715:
1707:
1672:Just In Case
1634:
1630:
1623:
1619:
1611:panic buying
1603:
1591:
1583:
1579:
1570:
1562:
1554:
1549:
1546:
1347:
1343:
1339:
1336:
1326:
1322:
1318:
1316:
1301:
1285:
1282:
1279:
1275:
1232:
1228:
1214:value stream
1199:
1141:
1137:
1133:
1112:
1108:
1091:
1081:fast fashion
1079:
1075:
1072:
1067:
1066:, flow, and
1063:
1059:
1055:
1051:
1048:
1037:
1034:John Krafcik
1032:
1023:
1007:
989:, Motorola,
982:
966:
964:
957:
953:Taiichi Ohno
949:
940:
916:Taiichi Ohno
913:
908:
903:
888:
886:
881:
874:
870:
852:
842:
839:Daniel Jones
835:James Womack
828:
825:John Krafcik
820:
813:Taiichi Ohno
799:
790:
785:Daniel Jones
781:James Womack
777:John Krafcik
772:
770:
765:raw material
736:
722:, flow, and
712:productivity
699:
679:
678:
519:
310:Pension fund
295:Market trend
275:Growth stock
29:
3739:(1): 32–37.
3684:(9): 42–48.
3273:(1): 1–22.
2665:: 565–570.
2134:Infosystems
1374:2.8 months
1088:Methodology
914:Shingo and
745:called the
360:Toxic asset
330:Super angel
325:Speculation
290:Market risk
157:engineering
4073:Categories
3929:October 2,
3896:October 2,
3614:References
3424:ABC.net.au
3166:. AMACOM.
3131:0755960564
2710:January 5,
2632:. PICSIE.
1974:October 2,
1935:October 2,
1845:October 2,
1807:October 2,
1456:80% scrap
1366:Vancouver
1289:(VSM) and
1015:Apple Inc.
805:Henry Ford
724:throughput
187:Investment
142:accounting
119:Accounting
4094:Inventory
4038:Poka-yoke
4028:Five whys
3998:Takt time
3370:cite news
3297:0003-1224
3275:CiteSeerX
2921:cite book
2741:April 27,
2076:0020-7543
1692:Takt time
1595:shortages
1576:Criticism
1250:Six Sigma
771:The term
761:inventory
732:marketing
696:customers
612:IEC 62264
571:Six Sigma
137:Financial
3923:Archived
3890:Archived
3642:The Race
3595:Archived
3555:Archived
3522:Archived
3491:Archived
3460:Archived
3428:Archived
3398:Archived
3354:Archived
3309:Archived
3305:29915373
3236:Archived
3178:Archived
3145:June 13,
3136:Archived
3095:Archived
2958:Archived
2905:Archived
2866:Archived
2762:Archived
2727:"Author"
2704:archived
2566:cite web
2511:Archived
2486:June 13,
2480:Archived
2294:cite web
2275:Archived
2105:Archived
2016:cite web
1997:Archived
1968:Archived
1929:Archived
1890:Archived
1839:archived
1801:archived
1640:See also
1357:Greeley
1304:Motorola
893:(1911):
845:(1996).
739:post-war
474:a series
472:Part of
147:analysis
71:Clawback
3561:May 20,
3497:May 21,
3466:May 21,
3434:May 21,
3404:June 1,
3360:June 1,
3350:Reuters
3315:June 1,
3242:June 1,
2964:June 1,
2911:June 1,
2872:May 24,
2114:June 1,
2006:June 1,
1558:Lean IT
796:History
152:analyst
4023:Kanban
3915:
3882:
3865:
3830:
3798:
3784:
3733:Target
3720:
3648:
3601:May 1,
3487:Forbes
3303:
3295:
3277:
3203:
3170:
3128:
3074:
3009:Target
2950:
2897:
2858:
2797:Target
2784:Target
2696:
2636:
2601:
2556:May 6,
2535:
2097:Target
2074:
1960:
1921:
1896:May 5,
1882:
1831:
1793:
1738:
1682:Kanban
1677:Kaizen
1662:CONWIP
1541:, and
1312:kanban
1298:Naming
1001:, and
928:Kaizen
920:Toyota
817:Toyota
743:Toyota
704:demand
684:method
602:ISA-95
597:ISA-88
320:Shares
300:Option
3983:tools
3301:S2CID
3139:(PDF)
3122:(PDF)
2278:(PDF)
2271:(PDF)
2108:(PDF)
2093:(PDF)
2000:(PDF)
1993:(PDF)
1699:Notes
1437:100%
728:value
720:cycle
708:goods
682:is a
641:SCADA
616:B2MML
401:Hedge
200:Asset
3931:2020
3913:ISBN
3898:2020
3880:ISBN
3863:ISBN
3828:ISBN
3796:ISBN
3782:ISBN
3718:ISBN
3646:ISBN
3603:2015
3563:2020
3530:2020
3499:2020
3468:2020
3436:2020
3406:2021
3376:link
3362:2021
3331:link
3317:2021
3293:ISSN
3244:2021
3201:ISBN
3186:2016
3168:ISBN
3147:2017
3126:ISBN
3072:ISBN
2966:2021
2948:ISBN
2927:link
2913:2021
2895:ISBN
2874:2017
2856:ISBN
2770:2017
2743:2014
2712:2014
2694:ISBN
2634:ISBN
2599:ISBN
2572:link
2558:2023
2533:ISBN
2519:2013
2488:2017
2300:link
2286:2020
2116:2021
2072:ISSN
2022:link
2008:2021
1976:2020
1958:ISBN
1937:2020
1919:ISBN
1898:2019
1880:ISBN
1847:2020
1829:ISBN
1809:2020
1791:ISBN
1736:ISBN
1604:The
1502:20%
1482:50%
1469:50%
1415:40%
1412:33%
1409:30%
1406:50%
1398:50%
1393:15%
1390:30%
1380:75%
1377:75%
1038:Lean
837:and
821:Lean
811:and
803:and
783:and
773:Lean
756:muda
3699:doi
3695:110
3285:doi
3101:”.
2667:doi
2062:doi
1308:IBM
1005:".
983:Inc
967:Inc
841:in
823:by
763:of
686:of
636:DCS
631:PLC
607:ERP
576:TQM
566:TOC
561:QRM
556:VDM
551:TPM
546:RCM
541:PLM
4075::
3921:.
3888:.
3735:.
3693:.
3682:20
3680:.
3593:.
3589:.
3549:.
3538:^
3520:.
3516:.
3489:.
3485:.
3454:.
3422:.
3396:.
3392:.
3372:}}
3368:{{
3352:.
3348:.
3327:}}
3323:{{
3307:.
3299:.
3291:.
3283:.
3271:74
3269:.
3265:.
3246:.
3176:.
3134:.
2968:.
2956:.
2923:}}
2919:{{
2903:.
2864:.
2729:.
2702:,
2663:17
2661:.
2657:.
2568:}}
2564:{{
2509:.
2505:.
2296:}}
2292:{{
2273:.
2246:^
2154:^
2118:.
2101:17
2099:.
2095:.
2070:.
2058:15
2056:.
2052:.
2018:}}
2014:{{
1995:.
1966:.
1927:.
1888:.
1837:,
1799:,
1537:,
1533:,
1529:,
1525:,
1521:,
1517:,
1291:5S
1084:.
1070:.
1062:,
1058:,
1021:.
997:,
993:,
938:.
581:ZD
3973:e
3966:t
3959:v
3933:.
3900:.
3836:.
3809:.
3802:.
3760:.
3737:7
3726:.
3705:.
3701::
3605:.
3565:.
3532:.
3501:.
3470:.
3438:.
3408:.
3378:)
3333:)
3319:.
3287::
3188:.
3149:.
3080:.
2929:)
2915:.
2876:.
2772:.
2745:.
2714:.
2675:.
2669::
2642:.
2574:)
2560:.
2521:.
2490:.
2302:)
2288:.
2078:.
2064::
2024:)
2010:.
1978:.
1939:.
1900:.
1744:.
1252:)
1245:)
1209:)
668:e
661:t
654:v
458:e
451:t
444:v
20:)
Text is available under the Creative Commons Attribution-ShareAlike License. Additional terms may apply.