LEAN MANAGEMENT SYSTEMS

Lean Management Systems

The Role Of Lean Management Systems In Meeting Global Operations Management Challenges

The high level of competitiveness in markets require different overall companies meet the needs and requirements of customers and consumers, controlling and reconfiguring the same time the processes internally in a way to deliver to those customers with the highest value added per unit money received. This has been fixed as target strategic continuous improvement of processes, to eliminate or minimize those activities that generate added value for the customer. Hence the concept of enterprise lean, lacking business or obesity. It is considered a company that heavily obese of processes, activities and functions that do not generate value for external customers hinder the operations, making them unreliable, hampering their normal development, reducing customer satisfaction, making slow decision making and damaging levels of profitability. This excess of activities and processes, many of them irrelevant and lacking in quality motivate the producers of goods, both excess inventory as products and completed the process. To change from one business to another requires above all a change of mentality, which requires a change in approach. On the one hand, focus on consumer requirements, on the other taking into consideration the facts in a third aspect to think about role of internal processes, and as the last question and the obligation-imposed discipline of improvement continuous in both processes and the products and services. Think of consumer requirements involves focusing on improving those activities that add value for them, and eliminate those that do not generate it (Bodek, 2004).

The thinking lean is a method of handling a highly developed organization to improve productivity, the efficiency and quality of their products and services. Japanese and American specialists in the management developed the ideas and methods over the last half century. These techniques of management have been employed in the industry, aerospace (Boeing) and automotive (Toyota) among others. Companies that adhere to this form of management have become classified as "Production Class World "or" High Performance Manufacturing. (Toyota, 1988) "

Lean manufacturing is derived from the Toyota Production System was developed in 1950 to eliminate waste in the organization. Lean manufacturing over the years evolved into a competitive advantage for Toyota, with a capacity for higher quality coaches, staff and fewer hours with fewer defects than competing manufacturers (Womack & Jones, 2006). Lean Management has four key benefits to the organization. First is the result of increases in productivity within the organization, because the same workers to make better use of existing resources levels. Second, the work improved the delivery of higher standards of work in less time. Thirdly, the quality increases due to the reduction of errors. Finally, the greater satisfaction improves employee motivation and stable workforce (Smith, 2000).

Lean manufacturing began in the theoretical and practical with the system “Just in Time "implemented in the company car Toyota Japan. This system was the product of the work done by Taichi Ohno, Ishikawa, Shigeo Singo, Karatsu, Mizuno and others Taguchi Nippon ...