Lean enterprises

Rother, M, and Shook, J. (2003). Learning to see value-stream mapping to create value and eliminate muda. Brookline The Lean Enterprise Institute. 

Shook, J. (2008). Managing to learn - using the A3 management process to solve problems, gain agreement, mentor and lead. Lean Enterprise Institute. 

Lean enterprise A term coined by James Womack and Daniel Jones to extend the idea of lean manufacturing along the supply chain, including production partners. The lean enterprise is operationally synchronized with end-user demand. (Womack and Jones were the originators of lean terminology.) (Adapted from APICS Dictionary, 10th edition)... 

Ayers, James B., Backbone of the Lean Enterprise, SME Technical Pap>er TP04PUB138, Detroit Society of Manufacturing Engineers, 2004. 

Womack, James P. and Jones, Daniel T., From lean production to the lean enterprise, Harvard Business Review, March-April 1994, pp. 93-103. 

Kennedy MN, Ward A (2003) Product development for the lean enterprise. Oaklea Press, Richmond... 

Ward A (2007) Lean product and process development. Lean Enterprise Institute, Cambridge... 

Japanese production and contracting methods. Distilling what they took to be the essentials of Japanese practice academics developed what they have collectively described as the lean manufacturing, lean enterprise and lean supply models (Lamming 1993 Hines, 1994 Womack Jones, 1996). 

Rother, Mike, and John Shook. Learning to See Value Stream Mapping to Create Value and Eliminate Muda. Cambridge, MA Lean Enterprise Institute, 2003. 

Murman, E., Allen, T., Bozdogan, K., et al. 2002. Lean Enterprise Value Lnsights from MTT s Lean Aerospace Lnitiative. Palgrave/Macmillan, New York. 

Also not recommendable is the frequently practiced limitation of the number of simulated parts and workplaces. This method assumes that you know precisely who the bottleneck candidates are and that you want to keep them. This means all other resources must be consciously over-sized and remain so. This in turn is simple profit-consuming contravening of the efficiency rule. The intentional oversupply of resources that cannot be simulated burdens the output of the enterprise to such an extent that this route can never lead to a profitable, lean enterprise. 

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