ABSTRACT
The central idea of Lean is often formulated as maximising customer value while minimising waste. To get operators to understand the impact of this formula on their daily work, early Lean theorists in the 1990s distinguished three types of activities in production operations. Conversely, in a bid to save money, support functions face budget cuts, and can then no longer provide the service levels required. As a result, engineering working conditions deteriorate, leading to delays and quality problems. Knowledge is often considered as a commodity or material to be managed. Thus, ‘knowledge management’ would make it possible to create, detect, organise, capture, share, and reuse knowledge within an organisation. The primary objective of engineering is to design and develop good products that will solve customers’ problems without creating new ones. The most severe waste in engineering undermines this objective and can be found in two distinct places: on the customer side and on the company side.
