Introduction
Many Lean books expand the reader’s understanding of the Production System first popularized by Toyota. You may already be familiar with the common ideas of Lean, Six Sigma, and Kaizen, to name a few. These labels represent a system of production whose aim is to increase the bottom line by means of efficiency. Staff must reduce non-value-added work (waste) and increase value-added work.
There are two traditional pillars of a Lean Management System: Continuous Improvement and Respect for People (Figure 0.1). Most books about Lean Production have focused overwhelmingly on Continuous Improvement and fail to treat Respect for People as an equal and interdependent pillar. It is overlooked or understated, ...
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