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The techniques and tools of "Lean" are being used by more and more organizations around the world to improve the quality of their output while simultaneously effecting a reduction in costs. Although the genesis and implementation of these techniques and tools is more biased towards manufacturing concerns, however, they are also used with equal advantages in service sectors…
(Womack and Jones, 1996).
USA was the first country where the concept of "Lean" has been adopted in service or non-manufacturing concerns. (Womack and Jones, 1996). The advantages and benefits are now known and accepted by almost all top managers. However, there is still a bit of a hesitation in implementing "Lean" in service and non-manufacturing organizations. The reason is not that they do not want to implement the change but rather because they are unaware of the process involved.
This paper seeks to describe the modalities and implications of implementing "Lean" in service and non-manufacturing organizations with a reference to the concept of Kaizen as a Continuous Improvement (CI) agent.
Simply stated, Lean thinking is about achieving more with less. It is not about 'sweating the assets' but about carefully analyzing how best to achieve a given result with the purpose of utilizing resources to their best advantage. In broad terms Lean is usually defined as elimination of waste and things that do not add any value as defined by the customer.
It is also pertinent to note at this stage that "Lean" principles are alternatively kno ...
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