Lean as a term is often used interchangeably to refer to a
number of different, interconnected topics, often making it difficult for new practitioners
to understand what exactly is being discussed, debated or taught. To address
this confusion, topics are often broken down into four core components. These
four components are as follows. There is the objective state of being lean (in
other words, the target state of efficiency that a company wishes to achieve).
There is lean as an ongoing process of continuous improvement. There is the set
of methods and tools that make up lean. And there is the philosophy and ongoing
debate that's concerned with the foundation and direction of lean thinking. Fully
understanding each component and how they relate to one another should be a
high priority for any manufacturer.
The objective state of being lean is usually seen as the
pinnacle of the production practice, wherein the company itself has become
operationally lean in all aspects. Successful facilities that have achieved
this state are often examined in case studies that detail their respective
approaches and the relative success of their methods. These case studies
provide a thorough (and some say the most informative) analysis of the
real-world implications of the lean approach.
As you explore these organizations, you'll come to
understand how truly successful manufacturers recognize that there is no one state
of being that stands as a definitive endpoint for this process. What truly
defines success in lean thinking is the achievement of a state of lean continuous improvement, as we'll discuss in our next entry.
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