The actual market competition requires companies increasing quality and reducing cost by reducing any type of waste. The Toyota System production is based on two pillars: increase efficiency and reduce waste since the beginning of the process by developing details plan and activities focusing on long term results. Despite the fact of the simplicity definition of lead thinking, in practice developing lean thinking techniques is a challenging activity for companies especially in these competitive markets that requires quality, speed and customize products (Marutschke, 2012).
• Lean thinking and performance:
Companies, thinking on lean techniques, believe that utilization of ...view middle of the document...
Evaluating Toyota case today, it is possible to evaluate the new metrics and procedures that the company considers for (Toyota, 2014):
1. Toyota Market Production by Regions,
2. Toyota Environmental Index,
3. Toyota Quality First focus on Product Strategy in appearance and environment requirements,
4. Lexus as Global Premium brand,
5. Measurement of maximizing productivity in existing plants,
6. Measurement of new communities and join venture activities (smart centers)
7. Measurement of operating profit growing with sustainable solid profitability.
Companies that evaluating transition from actual operations to lean thinking needs carefully evaluation of performance index that allows measurement of quality and cost looking for growing with optimize use of available resources.
During 70 companies experiences the benefits of batch activities. Either today developing programs we use batch processing for all computers routines allowing time reduction on processing documents. But lean thinking changed that concept because significant waste of products during manufacturing generates losses on inventory valuation impacting net revenues.
But still countries are facing batch processing problems. For example China manufacturing is facing batch processing problems because decoupling points generates significant inventory in parts production with no immediate market reducing companies’ capacity on cash generation and increasing inventory cost evidencing how complex is the lean thinking implementation.
The Lantech experience on dealing with Lean Thinking allows the conclusion of how important is a follow up system and to manage problem solving at the right company level for developing the solution that covers the whole process with the right measurement (Lancaster, 2010).
• Lean at services companies:
Today as services providers, lean concepts permit to be focus offering value services, optimization of employee’s time, improve procedures looking for reducing lead time and increase efficiency...