|
Lean dynamics is a business management practice that emphasizes the same primary outcome as lean manufacturing or lean production of eliminating wasteful expenditure of resources. However, it is distinguished by its different focus of creating a structure for accommodating the dynamic business conditions that cause these wastes to accumulate in the first place. Like lean manufacturing, lean dynamics is a variation on the theme of creating efficiencies and greater value by optimizing flow rather than by maximizing economies of scale.〔Womack, James P. and Jones, Daniel (1997), ''Lean Thinking: Banish Waste and Create Wealth in Your Company'', Simon & Schuster, ISBN 0-7432-4927-5〕〔Liker, Jeffrey (2003), ''The Toyota Way'', McGraw Hill, ISBN 0-07-139231-9〕 As such, it represents an important chapter in the broader discussion of Taylorism,〔Taylor, Frederick Winslow (1911), ''The Principles of Scientific Management'', Norton, ISBN 0-393-00398-1〕 Fordisim,〔Ford, Henry (1927), ''Today and Tomorrow'', Productivity Press, ISBN 0-915299-36-4〕 Alfred Sloan's standard volume methodology,〔Sloan, Alfred P.(1965), ''My Years With General Motors'', Macfadden〕 Peter Drucker's philosophy on the "theory of the business"〔Drucker, Peter (1995), Managing for a Time of Great Change, Truman Talley Books/Dutton, ISBN 0-525-94053-7 〕 and Genichi Taguchi's analysis of loss. Its general philosophy has grown in popularity over recent years, in large part because of the increasingly challenging circumstances faced by the global business world (particularly evident during the 2008–2009 worldwide economic downturn.)〔(Lean as a Solution to Navigating Uncertainty and Crisis'', Ivey Business Journal, March, 2009 )()〕 This need to create greater efficiencies while competing in an environment that demands constant change and innovation seems to be responsible for the emergence of lean dynamics as a recognized business improvement approach.〔(''Going Lean Teaches You How to Live with Change'' ), Six Sigma〕 == Overview == The term "lean" was first coined by a researcher at MIT and later popularized by the best-selling book, ''The Machine that Changed the World'' (1990).〔Womack, James P.,Jones, Daniel T., and Roos, Daniel (1991), ''The Machine That Changed The World: The Story of Lean Production'', Harper Perennial, ISBN 978-0-06-097417-6〕 Those implementing lean principles generally focus on applying lean tools which have been described in a number of references over the past two decades〔Suzaki, Kiyoshi (1987), The New Manufacturing Challenge: Techniques for Continuous Improvement, Free Press, ISBN 0-02-932040-2 〕〔Shingo, Shigeo, A Study of the Toyota Production System: From an Industrial Engineering Viewpoint (1989), Productivity Press, ISBN 0-915299-17-8〕〔Schonberger, Richard (1982), Japanese Manufacturing Techniques, Free Press, ISBN 0-02-929100-3〕 with the focus of seeking out and directly targeting "waste" (its seven forms described by Taiichi Ohno in Toyota Production System 〔Taiichi Ohno (1988), ''Toyota Production System'', Productivity Press, ISBN 0-915299-14-3〕 are well known.) This emphasis can result in greater efficiencies that do not necessarily respond well when business conditions shift. Lean dynamics takes a different approach. Introduced by the book, ''Going Lean'',〔Ruffa, Stephen A. (2008), ''Going Lean: How the Best Companies Apply Lean Manufacturing Principles to Shatter Uncertainty, Drive Innovation, and Maximize Profits'', AMACOM, ISBN 0-8144-1057-X〕 it does not directly target the desired ''outcome'' of waste elimination; instead, it focuses on identifying and addressing sources of "lag", or imbedded disconnects in flowing value through operations, decision-making, information, and innovation that lead to workarounds and amplify disruption when business conditions change. It promotes a different way of structuring the business that creates an inherent "dynamic stability" or greater responsiveness for accommodating shifting business conditions. Companies that are structured in this way show dramatically greater customer value as measured by their quality, innovation, and customer satisfaction; they also sustain greater corporate value as measured by profitability, market capitalization, and growth. Lean dynamics uses the value curve as a data-driven way of directly comparing companies to distinguish lean firms from other industries. Implementation of lean dynamics focuses on driving down the impact that variation〔Deming, W. Edwards, (1982), ''Out of the Crisis'', MIT, ISBN 0-911379-01-0〕 has on loss (based on the loss function from the Taguchi methods often described by the famous business statistician W. Edwards Deming〔Deming, W. Edwards, (1993), ''The New Economics: For Industry, Government, Education'', MIT, ISBN 0-911379-05-3〕), a concept describing the dramatic reduction of value-creating capabilities that traditional management systems display when subjected to sudden shifts in product demand, energy prices, or other conditions that affect operational stability or predictability. Lean dynamics is particularly versatile in that it can be applied to a wide range of manufacturing and service industries. Its methods have been studied for Aerospace and Defense (particularly as applied to procuring hard to get spare parts〔(Grouping: Angioplasty for the Supply Chain )'', (Spring 2003), Air Force Journal of Logistics〕), and medical, and distinguishes the few that stand out during crisis such as airlines, and retail. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Lean dynamics」の詳細全文を読む スポンサード リンク
|