The term “Lean” is well known in manufacturing circles and has been adopted across various disciplines including; Lean Healthcare and Lean Accounting to name a couple. A brief description of lean principles in Wikipedia states in part;
“Lean manufacturing or lean production, often simply “lean”, is a systematic method for the elimination of waste (“Muda”) within a manufacturing system. Lean also takes into account waste created through overburden (“Muri”) and waste created through unevenness in work loads (“Mura”). Working from the perspective of the client who consumes a product or service, “value” is any action or process that a customer would be willing to pay for.
Essentially, lean is centered on making obvious what adds value by reducing everything else. Lean manufacturing is a management philosophy derived mostly from the Toyota Production System (TPS) (hence the term Toyotism is also prevalent) and identified as “lean” only in the 1990s. TPS is renowned for its focus on reduction of the original Toyota seven wastes to improve overall customer value, but there are varying perspectives on how this is best achieved. The steady growth of Toyota, from a small company to the world’s largest automaker, has focused attention on how it has achieved this success.”
Today, several organizations have formal Continuous Improvement methods that leverage the “lean” process –but may leave others to chance or perhaps feel it’s not as important. ATS Cloud Workforce Management for Manufacturing was developed with lean thinking from its original inception and as such has many built-in capabilities to support your lean initiatives. “You can’t improve what you don’t track or measure.” This in and of itself is one of the tenets that have shaped the ATS Workforce Management for Manufacturing with a robust database, embedded with sophisticated user dashboards, and business analytics.
For example, users can extrapolate reports in real-time to measure payroll costs, through a set of forecasting tool and workflows–and compare key performance indicators (KPIs) against goals to clearly measure on-going improvements. Now, that’s taking the holistic approach to “Lean Manufacturing.”