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2013 | Buch

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The Lean Enterprise

From the Mass Economy to the Economy of One

verfasst von: Alexander C. Tsigkas

Verlag: Springer Berlin Heidelberg

Buchreihe : Springer Texts in Business and Economics

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

The book is divided into three parts.

Part I. The Rising economy of “one” gives an overview of what is changing in the social system of production, it refers to the weakening role of central planning and the rising power of individuation in the value creation chain.

Part II. Lean Enterprise in theory refers to the principles of lean thinking, the transfer of lean philosophy from East to West and discusses the necessary adaptation to the Western way of thinking and practice. It presents a practice proven method for achieving a lean integrated demand and supply chain and analyses in detail the related implementation steps. Criteria for a successful displacement of a company to a lean state are presented.

Part III. Lean Enterprise in practice provides a number of implementation cases in different types of production companies using the method presented in Part II. The goal is to help the reader comprehend how the method can be applied to real lean implementation situations in resolving various issues, ranging from production to the supply chain. A vision of implementation to lean electricity completes the book.

Inhaltsverzeichnis

Frontmatter

The Lean Enterprise

1. The Lean Enterprise

Abstract

New lean thinking and the term open lean enterprise are introduced in this chapter. In the case of old lean, value is created through one-way communication, while with new lean it is created through two-way communication. This distinction completely changes the value creation cycle. In contemporary manufacturing, the customer becomes part of the value creation cycle, production becomes customer-driven and the customer becomes a prosumer. Plato insists, and argues it should be enforced by law, that people should not ask about the price, but simply ask about the value of an object, underlining that value is an absolute quality incorporated into the object. Similarly, Aristotle in ‘Politics’ states that value is the ability to satisfy needs/wants. This is totally compatible with the new concept of new lean thinking: when asking about value, the customer is given the opportunity to get involved in the process and therefore become a stakeholder in the delivery cycle of the product. The focus is on creating value and eliminating waste.

Alexander C. Tsigkas

Rising of the Economy of One

Frontmatter

2. The Displacement of the Economy

Abstract

The economic system governing mass production and mass consumption has reached its sunset. The era of meta-capitalism characterized by the economy of one instead of a mass economy, has appeared as its successor. Wealth creation in meta-capitalism is due to value created by the interaction of individuals with other members of society. In meta-capitalist society, people undertake responsibility for their autonomation – a process coined by the term socionomation. Economics in meta-capitalism is not compatible with those driving mass production and so a new one should be developed, coined by the term socionomics reflecting the new reality. In the new era, growth is displaced to a new topos, where the cost of production is not the differentiating factor and profit must be redefined. This is the way to sustainable growth in a displaced economy.

Alexander C. Tsigkas

3. The Post-Mass Production Factory

Abstract

In the post-mass production enterprise the separation between mental and manual labour is evaporating. Instead of bourgeois ideology, autonomating activity of new knowledge creation will prevail as a new form of a new means of production. The meta-capitalist mode of production will be based on the principle of unite and learn instead of divide and rule a characteristic of a mass production economy. The meta-capitalist enterprise will consist of communities of citizens cooperating to produce goods and services of personal value. In this way knowledge becomes the catalyst in value creation. Such a community is called a value adding community.

Alexander C. Tsigkas

4. Mass Customization

Abstract

An integrated way of thinking as well as the necessary theory is presented for the development of design methods for lean production of mass customized things. Mass customization reunites mental with manual work and gives the means of production back to users. In a mass production factory, the capitalist separation of mental labour from manual labour is seamlessly connected to specific capitalist relations of production. These relations are characterized by the separation and alienation of the immediate producer from the means of production. In contrast, in the factory of mass customized products, the abolition of capitalist relations is a prerequisite and must be replaced by new meta-capitalist relations which will be supported by knowledge, free will and access of producers to the means of production. Knowledge is the result of a process during which through the activation of a specific mechanism leads to the creation of new consciousness. This takes place mainly through the interaction of the user and the topos which will implement the wish. The theory is illustrated via an example from the furniture industry.

Alexander C. Tsigkas

Lean Enterprise in Theory

Frontmatter

5. Basic Principles of Lean Production

Abstract

Lean production as it appears in the literature and the various publications of consulting companies focuses on the avoidance of waste emphasizing that enterprises operate with inherent waste incorporated in their activities. This perception is not readily accepted among those with management responsibility in organizations that have seen growth, very good performance and remarkable profits for several consecutive years. So, why is there is so much noise about lean production and why should a successful company change their mode of operations in order to become lean? Is there perhaps a kind of fashion, a trend of the times that sometimes pushes enterprises without any real reason to follow that trend? This chapter addresses the issue.

Alexander C. Tsigkas

6. Lean Enterprise: A Method

Abstract

The Toyota Way is based on a set of principles developed by the company for its own use, leaving open the path for developing methods to implement the principles. Implementation of TPS worldwide has followed multifarious methods depending on how enterprises believed and promoted solutions based on the principles. It is true that lack of implementation methodologies, in combination with the tooling nature that those principles acquired in the West, has led to the rise of two main schools of lean thinking. The first school was totally based on the principles and tools created by the Japanese of Toyota and their supporters who dogmatically adhered to their way of thinking and practice. The second school developed methods which incorporated the Toyota tools and demonstrated how they could be used to achieve a lean environment. The aim was to adapt both the principles and the tools to Western ways of thinking and practice. This chapter is devoted to the same aim.

Alexander C. Tsigkas

7. Successful Implementation

Abstract

Having carried out multiple lean flow implementations across every type of industry, we have developed several guidelines that will prove invaluable for each and every implementation. These considerations based on experience will provide the implementation teams with points to focus on and the many traps to avoid during the implementation phases. All implementations will involve significant and often radical changes to the production processes and facilities.

Alexander C. Tsigkas

Lean Enterprise in Practice

Frontmatter

8. Lean Factory

Abstract

Based on the method developed in Sect. 6.2, its step-by-step application to different production typologies is exhibited. Each step is explained, based on real cases from our personal experience. The purpose of these examples is to support the reader more into comprehending how the method can be applied to deal with particular situations and less to give recipes for specific problems. The journey of lean flow is an exciting adventure for anyone who decides to follow it. It was for me personally an experience and every time it happens, I always learn something new, thus becoming a valuable means for its next implementation. The saying, ‘One is never too old to learn permanently from new situations is completely true and I wish to confirm that on this journey there is no chance of reaching saturation or falling into a rut’.

Alexander C. Tsigkas

9. The Situation in Europe

Abstract

Ever since engineer Taiichi Ohno designed the famous Toyota Production System a great deal of time has elapsed for Europe, much later than Japan and the US, to discover that there is something to gain if similar techniques were implemented to European industry. Under the pressure of competition, companies are seeking ways to reduce operation costs in order to stay alive in a continuously globalized and competitive economy. The Lean approach has been adopted slowly but steadily by an increasing number of companies in Europe, nowadays at an accelerating pace, although some time ago many companies, some of which no longer exist, rejected the Lean approach as an approach that does not fit European culture. What has changed today for companies to, despite the cultural differences, embrace the Lean way?

Alexander C. Tsigkas

Backmatter

Titel: The Lean Enterprise
verfasst von: Alexander C. Tsigkas
Verlag: Springer Berlin Heidelberg
Electronic ISBN: 978-3-642-29402-0
Print ISBN: 978-3-642-29401-3
DOI: https://doi.org/10.1007/978-3-642-29402-0