All business processes have value added and non-value added components. This holds true whether the process is located at a mass-producing manufacturer, within a job shop, or at a service oriented company such as a health care institution. The lean practitioner’s challenge is to appropriately apply the tools and philosophies of the Toyota Production System (TPS) in order to identify and eliminate these non-values added activities so that overall lead-time is reduced.
Gembutsu has worked with a wide range of companies from fortune 50 global corporations to small job shops. In each case, our goal is to learn the fundamentals and key performance indicators of the current business in order to determine the implementation approach that will result in the most significant improvement to the bottom line.
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