The Design of Lean Manufacturing Systems Using Time‐based Analysis

Discusses time‐based restructuring and benchmarking frameworks which have been developed by the author. These are capable of measuring the value‐adding capability of batch manufacturing organizations and guiding continuous improvements. The need for such frameworks for value‐adding analysis has already been identified. This development pursues a primary goal strategy, namely that organizations exist to add value by converting inputs to outputs, but excessive amounts of stock, complexity and constraints make the system entropic and these negatives must be minimized. Without value‐adding measurement the firm fails to be competitive in many cases because investment, poor resource utilization and inadequate organization are not directed at core objectives which add value and meet customer needs.