Lean Processes Definition
The term “lean” was first coined by John Krafcik in an article for the MIT Sloan Management Review in 1988. Krafcik was describing the Toyota Production System, which had been developed by Taiichi Ohno and Eiji Toyoda. The system was designed to eliminate waste in manufacturing, and it quickly became the gold standard for efficiency in the automotive industry.
In the decades since, lean principles have been applied to a wide variety of businesses and organizations, from hospitals to software development companies. The basic idea is always the same: identify and eliminate waste in order to improve efficiency.
There are many different definitions of lean processes, but they all share certain common elements. Lean processes are typically characterized by:
A focus on customer value: Lean processes are designed with the customer in mind. Every step in the process should add value from the customer’s perspective.
Continuous improvement: Lean is an ongoing journey, not a destination. There is always room for improvement, and lean processes are constantly evolving as new ways to eliminate waste are identified.
Elimination of waste: Lean processes are designed to eliminate anything that does not add value from the customer’s perspective. This includes things like excessive inventory, unnecessary steps in a process, or waiting time between steps.
Respect for people: Lean processes rely on empowered employees who are able to make decisions and take action without having to go through layers of bureaucracy.
