Lean Frontiers: Are they differences in getting middle management on board from getting executive management support?
Are there differences in getting middle management from executive management on board for 1) developing the lean enterprise and 2) direct engagement on their part? What are the differences, if any?
Posted on 9 mai 2015
Archives by Tag 'capital'
Jeff Liker

Dan Jones: Lean Saves Capital

By Jeff Liker, - Last updated: samedi, avril 2, 2011
Lean is undoubtedly about doing more with less, including less capital. Saving capital may be one of the early consequences of lean but a full realisation of the potential for designing capital saving equipment and systems only comes much later along the lean journey. Quite rightly early lean efforts are initially focused on improving customer satisfaction by performing every action right first time on time. This in turn allows many activities to be eliminated and the remaining steps to be linked together, saving cash tied up in unnecessary inventories and reducing costs by using less people. Very often this also ...

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Art Smalley

Art Smalley: Toyota and Capital Investment

By Art Smalley, - Last updated: dimanche, mars 20, 2011
In the previous post I responded to a question about capital investment and the Ohira plant of Central Motors (a Toyota affiliated company producing the Yaris) that is gaining some attention in the press. There are few specifics known about the facility.  Only snippets of news are leaking out in the press or from site visits. I made a few observations about the reports on the facility but instead of pontificating about a facility I have never even seen in person I will opt to speak more in general terms about Toyota and its capital investment decisions. The following is ...

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Jamie Flinchbaugh

Capital is a resource of last resort

By Jamie Flinchbaugh, - Last updated: mardi, mars 15, 2011
The question asked was “what is the lean approach to capital?” In some ways, this is the wrong question. The reason is that the lean organization and the lean thinker is not looking to put capital to work. Capital is just a solution to a problem. Capital is not just another budget line item that must be consumed and deployed. It starts with the ideal state. When a team has a vision of the ideal state for a process, it seeks any solution that gets it closer to that solution. When a team lacks such a vision, it reaches and grasps. ...

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Mark Graban

Mark Graban: The lean approach to capital expenditure, inspired by Toyota’s philosophy and practices, is also thankfully being applied in healthcare

By Mark Graban, - Last updated: vendredi, mars 11, 2011
The traditional approach to increasing capacity (beds and equipment) in healthcare is "more, more, more." More space, more money, more people. This is one reason for our rapidly increasing healthcare costs. Hospitals don't always do a good job of maximizing the use of existing resources - they often just build more space instead of improving flow, reducing variation, and reducing hospital length of stay. I remember meeting a Chief Medical Officer at a hospital in Puerto Rico. They had long patient delays in the emergency department and the CMO, through her political power, forced through the construction of 9 more E.D. ...

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The Lean Edge

The Lean Edge: What is the lean approach to capital expenditure?

By The Lean Edge, - Last updated: vendredi, mars 11, 2011
"What is the lean approach to capital expenditure? As Toyota announces a new plant in high-cost Japan, it also claims that the overall investment is 40% lower than an existing equivalent size plant. How is this possible? What is the impact of lean on the investment cycle?"
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