Lean thinking is a business methodology that aims to enhance value and minimize waste in organizational processes, derived from the study of Toyota's production system. It focuses on core concepts such as value, value streams, and employee engagement to create a sustainable enterprise that aligns customer and employee satisfaction. By training individuals to identify and eliminate waste in their roles, lean thinking seeks to foster a culture of continuous improvement and efficiency.

1. Lean Thinking

2. Prepared By
Manu Melwin Joy
Assistant Professor
SCMS School of Technology and Management
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com
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3. Lean Thinking
• Lean thinking is a business
methodology that aims to
provide a new way to think
about how to organize
human activities to deliver
more benefits to society
and value to individuals
while eliminating waste.

4. Lean Thinking
• The term lean thinking was
coined by James P. Womack
and Daniel T. Jones to
capture the essence of their
in-depth study of Toyota’s
fabled Toyota Production
System.

5. Lean Thinking
• Lean thinking is a new way of
thinking any activity and
seeing the waste
inadvertently generated by
the way the process is
organized by focusing on the
concepts of:
– Value,
– Value streams,
– Flow,
– Pull,
– Perfection.

6. Lean Thinking
• The aim of lean thinking is to
create a lean enterprise, one
that sustains growth by
aligning customer satisfaction
with employee satisfaction,
and that offers innovative
products or services
profitably while minimizing
unnecessary over-costs to
customers, suppliers and the
environment.

7. Lean Thinking
• The basic insight of lean thinking
is that if you train every person
to identify wasted time and
effort in their own job and to
better work together to improve
processes by eliminating such
waste, the resulting enterprise
will deliver more value at less
expense while developing every
employee’s confidence,
competence and ability to work
with others.

8. Lean Thinking
• The basic insight of lean thinking
is that if you train every person
to identify wasted time and
effort in their own job and to
better work together to improve
processes by eliminating such
waste, the resulting enterprise
will deliver more value at less
expense while developing every
employee’s confidence,
competence and ability to work
with others.

9. Lean Thinking
• The masters in lean thinking
would challenge line
managers to look differently
at their own jobs by
focusing on:
– Work place.
– Value through built in quality.
– Value streams through
understanding takt time

10. The workplace
• Going and seeing firsthand
work conditions in practice,
right now, and finding out the
facts for oneself rather than
relying on reports and
boardroom meeting.
• The management revolution
brought by lean thinking can
be summed up by describing
jobs in terms of Job = Work +
Kaizen

11. Value through built-in quality
• Built-in quality means to
stop at every doubtful part
and to train yourself and
others not to pass on
defective work, not to do
defective work and not to
accept defective work by
stopping the process and
reacting immediately
whenever things go wrong.

12. Value streams through understanding
"takt" time:
• By calculating the ratio of
open production time to
averaged customer demand
one can have a clear idea of
the capacity needed to offer a
steady flow of products. This
“takt” rhythm, be it a minute
for cars, two months for
software projects or two
years for a new book leads to
creating stable value streams.