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  • Will You Add? - Three Perspectives on Lean

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    Production – producing with minimal inventory. There is a grain of truth in Dan Jones’ comment above, in th
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    There are at least three different perspectives on Lean. The first was Shigeo Shingo’s industrial engineering perspective.

    There are currently ongoing debates about Shingo’s influence on the Toyota system. The facts are that he taught Industrial Engineering courses at Toyota for over 25 years from 1955 onwards. He taught the people who implemented Lean the engineering principles behind it. He saw Lean in terms of Non-Stock Production – producing with minimal inventory. There is a grain of truth in Dan Jones’ comment above, in tha

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    g perspective.

    There are currently ongoing debates about Shingo’s influence on the Toyota system. The facts are that he taught Industrial Engineering courses at Toyota for over 25 years from 1955 onwards. He taught the people who implemented Lean the engineering principles behind it. He saw Lean in terms of Non-Stock Production – producing with minimal inventory. There is a grain of truth in Dan Jones’ comment above, in th

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    facts are that he taught Industrial Engineering courses at Toyota for over 25 years from 1955 onwards. He taught the people who implemented Lean the engineering principles behind it. He saw Lean in terms of Non-Stock Production – producing with minimal inventory. There is a grain of truth in Dan Jones’ comment above, in th
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    ught the people who implemented Lean the engineering principles behind it. He saw Lean in terms of Non-Stock Production – producing with minimal inventory. There is a grain of truth in Dan Jones’ comment above, in th
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    Production – producing with minimal inventory. There is a grain of truth in Dan Jones’ comment above, in that Toyota have never been too interested in theory, only practice.

    Shingo was a theorist as well as an engineer, and his theory was articulated as far back as 1946. The theory was that manufacturing is a network of process (product flow) and operations and that non-stock production meant focusing on flow not individual operational efficiency. He derived this from Henry Ford’s dictum that the longer anything is in the factory

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