A1 Refereed original research article in a scientific journal
Lean-tuotanto ja sen johtaminen: onnistuminen, haasteet ja soveltuminen Suomen yrityksiin ja muihin organisaatioihin
Authors: Heikkilä J, Martinsuo M
Publication year: 2015
Journal: Työpoliittinen aikakauskirja
Journal name in source: Työpoliittinen aikakauskirja
Issue: 3
ISSN: 0787-510X
Web address : https://researchportal.tuni.fi/en/publications/70c99dee-92af-4270-a3e7-8c509f7fcd18
Abstract
The so-called Lean development methods are today commonly used in many types of workplaces. Many good success stories are reported but Lean-projects and the tools used in them do not always bring the desired results. The central idea in Lean thinking is the distinction of two types of efficiencies; resource efficiency and flow efficiency. Lean production systems aim at high flow efficiency but achieving it requires high resource flexibility and understanding of the uncertainty inherent in the production system. Lean-management is often related to certain methods and techniques, but they do not alone bring improvement without a holistic managerial philosophy that supports improvement on several levels of the organization{\textquoteright}s activities. Successful application of Lean management implies strategic choices and long-term commitment to organizational learning and development. The popularity of Lean management in Finnish organizations indicates that there is generally room for improvement in the organizations{\textquoteright} operational activities. Lean management provides a structured model for development. It can bring successful results if implemented holistically and with a long-term commitment.
The so-called Lean development methods are today commonly used in many types of workplaces. Many good success stories are reported but Lean-projects and the tools used in them do not always bring the desired results. The central idea in Lean thinking is the distinction of two types of efficiencies; resource efficiency and flow efficiency. Lean production systems aim at high flow efficiency but achieving it requires high resource flexibility and understanding of the uncertainty inherent in the production system. Lean-management is often related to certain methods and techniques, but they do not alone bring improvement without a holistic managerial philosophy that supports improvement on several levels of the organization{\textquoteright}s activities. Successful application of Lean management implies strategic choices and long-term commitment to organizational learning and development. The popularity of Lean management in Finnish organizations indicates that there is generally room for improvement in the organizations{\textquoteright} operational activities. Lean management provides a structured model for development. It can bring successful results if implemented holistically and with a long-term commitment.
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