Business Processes

  Lean Production



Lean Production Ten3 Business e-Coach at Ten3 Business e-Coach at Creating Customer Value Lean Production / Lean Manufacturing - Doing More With Less

The Seven Wastes To Be Eliminated

  1. Overpoduction and early production – producing over customer requirements, producing unnecessary materials / products

  2. Waiting – time delays, idle time (time during which value is not added to the product)

  3. Transportation – multiple handling, delay in materials handling, unnecessary handling

  4. Inventory – holding or purchasing unnecessary raw materials, work in process, and finished goods

  5. Motion – actions of people or equipment that do not add value to the product

  6. Over-processing – unnecessary steps or work elements / procedures (non added value work)

  7. Defective units – production of a part that is scrapped or requires rework... More

Lean Production

The Toyota Way: 14 Principles

7 Principles of Toyota Production System (TPS)

Toyota's 10 Management Principles

13 Tips for Transitioning Your Company To a Lean Enterprise

5 Elements of Enabling a Lean Approach

10 Commandments of Improvement

3 Broad Types of Waste

7 Wastes To Be Eliminated


Just-in-Time (JIT)

TPS-Lean Six Sigma

Glossary – Kaizen & Lean Production

Lean Manufacturing Quotes

Kaizen    Free Micro-course

Kaizen Mindset

Successful Implementation of Kaizen Strategy: 7 Conditions

Quick and Easy Kaizen

Kaizen vs Kaikaku and 10 Kaikaku Commandments

Case Studies

Toyota Production System (TPS)

Canon Production System (CPS)

Gold Seal Engineering Ltd. (India)

Rojee Tasha Stamping Ltd. (India)

Thara Engineering (India)

Three Small- and Medium-sized Firms (USA)

Business Processes

Enterprise-wide Business Process Management (EBPM)

Cross-functional Management (CFM)

Continuous Improvement Firm (CIF)

3 Basic Principles of Continuous Improvement

Efficiency Improvement

9 Waste Categories and 6 Guidelines of the Canon's Suggestion System

Five Ss at Canon

Continuous Improvement Quotes

Suggestion Systems

Japanese-style Suggestion System

Fun4Biz Suggestion System

Quality Management

Total Quality Management (TQM)

Kaizen and TQM

Deming's 14 Point Plan for Total Quality Management (TQM)

Value Chain Management

Supply Chain Management

Service-Profit Chain



Smart & Fast Mini-courses

  1. Synergizing Value Chain,

  2. Continuous Improvement Firm

What is Lean Production?

Lean is about doing more with less: less time, inventory, space, labor, and money. "Lean manufacturing", a shorthand for a commitment to eliminating waste, simplifying procedures and speeding up production. The idea is to pull inventory through based on customer demand.

Lean Manufacturing (also known as the Toyota Production System) is, in its most basic form, the systematic elimination of waste – overproduction, waiting, transportation, inventory, motion, over-processing, defective units – and the implementation of the concepts of continuous flow and customer pull.

Five areas drive lean manufacturing/production:

  1. cost

  2. quality

  3. delivery

  4. safety, and

  5. morale.

Just as mass production is recognized as the production system of the 20th century, lean production is viewed as the production system of the 21st century. In fact, the processes involved in lean are ideal for any business whose inventory accumulates in buffer stocks.

A Management Philosophy

Toyota perfected lean manufacturing in the 1990s, and now the concept is being put to use in other areas, such as organizational structures, distribution and logistics. Though books have been written detailing the steps to achieving lean manufacturing and many manufacturers have tried to emulate Toyota's success, few have actually done so. Why? Because they have failed to adopt lean manufacturing as a management philosophy that encompasses the entire organization. Instead, they see it only as a departmental solution.

 Case in Point   Toyota Production System

Toyota’s global competitive advantage is based on a corporate philosophy known as the Toyota Production System. The system depends in part on a human resources management policy that stimulates employee creativity and loyalty but also on a highly efficient network of suppliers and components manufacturers... More

Kaizen Strategy: 7 Conditions for Successful Implementation


 Case in Point   IBM

IBM regularly compare part counts, bills of materials, standard versus custom part usage, and estimated processing costs by tearing down competitor products as soon as the latter are available.

"Through such tear-downs during the heyday of the dot matrix printer, IBM learned that the printer made by the Epson, its initial supplier, was exceedingly complicated with more than 150 parts. IBM launched a team with a simplification goal and knocked the part count down to 62, cutting assembly from thirty minutes to only three."1

3 Strategies of Market Leaders

Basic Elements of Lean Manufacturing

The basic elements are waste elimination, continuous one piece workflow, and customer pull. When these elements are focused in the areas of cost, quality and delivery, this forms the basis for a lean production system.

The lean production concept was to a large extent inspired by the Kaizen – the Japanese strategy of continuous improvement. Employee empowerment and promotion among them of a way of thinking oriented at improving processes, imitation of customer relationships, fast product development and manufacturing, and collaboration with suppliers are the key strategies of leading lean companies.


Lean techniques are applicable not only in manufacturing, but also in service-oriented industry and service environment. Every system contains waste, i.e. something that does not provide value to your customer. Whether you are producing a product, processing a material, or providing a service, there are elements which are considered 'waste'. The techniques for analyzing systems, identifying and reducing waste, and focusing on the customer are applicable in any system, and in any industry.

Lean thinking may also be applied for getting rid of bureaucracy in your home office. To run your home office more effectively and faster you may need just as little as 10% of its current staff. Only executives who have a direct involvement with finding, keeping, or growing customers as well as key support staff – accountants, tax, legal and human resources people – should stay.

Others can be rehabilitated by sending to an operating unit.


More in the mini-course

Continuous Improvement Firm (CIF)