What does the Lean Methodology consist of?
Posted: Tue Feb 18, 2025 4:29 am
The Lean Methodology was born in the automotive sector, more specifically at Toyota, which developed the “Toyota Production System” in the late 1940s. The term “Lean Methodology” – the word is English and means “lean”, to designate a system without waste – was created by the American John Krafcik, also linked to the automotive industry, in an article entitled “Triumph of the Lean Production System”, in 1988.
However, it became known worldwide after the uganda whatsapp data of the book The Machine that Changed the World , in 1990, the result of five years of research by the Massachusetts Institute of Technology (MIT), which concluded that the Japanese system was more effective and efficient than traditional mass production.
The basis of the Lean methodology
The so-called “Lean production” defines that waste does not bring any value that the customer is willing to pay for. Therefore, if time or human and physical resources are wasted in a process, it is necessary to change that process so that this does not happen. Therefore, the Lean Methodology is a way of optimizing the people and resources of the organization with the aim of creating value for the customer.
Related article: Why do large global companies use the Agile methodology?
Although the methodology was created within the automotive industry, from the 1990s onwards it spread to other sectors that are directly or indirectly linked to the production and sale of services. The focus is always on customer satisfaction through effective management of all available resources, so that there is no waste.
The principles of Lean methodology
This methodology is based on two guiding principles: continuous improvement and valuing people. As for the first, the idea is that organizations are always in a process of permanent learning. They aim to get to know their customers and learn about what they want and what they need, in order to eliminate what they don't want, optimizing the production flow.
Regarding the second principle, that of valuing people, this methodology presupposes a cultural change, changes in habits and the repetition of the same. In other words, it requires a leadership method where people are given more autonomy, multiple training and where leaders monitor and track the results of their teams, providing information so that workers know, at all times, whether they are on the right track.
However, it became known worldwide after the uganda whatsapp data of the book The Machine that Changed the World , in 1990, the result of five years of research by the Massachusetts Institute of Technology (MIT), which concluded that the Japanese system was more effective and efficient than traditional mass production.
The basis of the Lean methodology
The so-called “Lean production” defines that waste does not bring any value that the customer is willing to pay for. Therefore, if time or human and physical resources are wasted in a process, it is necessary to change that process so that this does not happen. Therefore, the Lean Methodology is a way of optimizing the people and resources of the organization with the aim of creating value for the customer.
Related article: Why do large global companies use the Agile methodology?
Although the methodology was created within the automotive industry, from the 1990s onwards it spread to other sectors that are directly or indirectly linked to the production and sale of services. The focus is always on customer satisfaction through effective management of all available resources, so that there is no waste.
The principles of Lean methodology
This methodology is based on two guiding principles: continuous improvement and valuing people. As for the first, the idea is that organizations are always in a process of permanent learning. They aim to get to know their customers and learn about what they want and what they need, in order to eliminate what they don't want, optimizing the production flow.
Regarding the second principle, that of valuing people, this methodology presupposes a cultural change, changes in habits and the repetition of the same. In other words, it requires a leadership method where people are given more autonomy, multiple training and where leaders monitor and track the results of their teams, providing information so that workers know, at all times, whether they are on the right track.