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History of lean (page4/7) – The repercussions of lean
Those principles applied by the Japanese (first by necessity) led them to understand that producing just enough allows to have a low production cost at the end. We will underline in the following of this article that they were not the first to have discovered this law.
Another observation is that those principles also have repercussions on the quality level of the products. In fact, mass production implies to store pieces which defects can only be noticed too late. This creates a loss of reactivity to lead the appropriate corrective actions.
At the contrary, producing only what is necessary allows to limit faulty stock or obsolete products in stock. In addition to this, if all efforts are made to immediately notice mistakes (for instance with the implementation of mistake-proofings), it encourages reactivity to find a solution to the problem source.
The most completed and cited as an example LEAN system really is TOYOTA’s. TOYOTA is today known as the leader of car production thanks to the implementation of those principles which could be integrated to the business’ global progress process: TPS (Toyota Productive System).
As the interest of this production process was progressively recognized, other constructors adhered to its principles in order to integrate them to their production systems.
Since then, acronyms have appeared in our businesses: VPS (Valeo Production System), CPS (Caterpilar Productive System), and a lot more. (See next articles)
