ABSTRACT
Lean is not a standalone system. It needs to be seen as part of a broader operational excellence strategy that can consist of process, change, performance, and project management. This chapter describes the different voices a company can tape from. The voice of the business can be derived from mainly the financial figures such as sales, purchases, labor costs, market value, and taxes. According to Toyota Production System, the two technical pillars of Lean are Just in Time and Jidoka ("built-in quality" in Japanese). The chapter also describes the most important Lean tools to help with the Lean transformation. Companies are moving to formal approaches such as Lean and W. Edwards Deming's Plan–Do–Check Act cycle. Continuous improvement helps to streamline workflows and constantly improve the way to add value to the customer, saving time and money. The chapter then describes the main continuous improvement tools.
