Choosing the most suitable lean strategy, or not - a research failing | The Oxford Review

Choosing the most suitable lean strategy, or not – a research failing

Research Briefing

Keywords: lean, lean manufacturing, lean design, lean innovation, lean thinking, lean startup, lean six Sigma, lean strategies, lean strategy, research failure

We have just come across what, initially, appeared to be a promising study…

Lean strategies and ideology are now fairly main stream, not just in manufacturing; they have spread across other sectors, such as finance, health and the service sectors, for example. The process of lean really came to prominence in the late 1980s, as a result of Toyota’s production and business optimisation processes. The basic philosophy and principal behind lean is to minimise waste in production processes or to remove nonproductive and redundant activity, whilst at the same time increasing and maximising customer value.

Lean strategies have revolutionised production processes, firstly in automotive engineering and then in aircraft production, IT and general management services. Now, almost 40 years later, there are a range of lean strategies being implemented in organisations around the world.

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Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.

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