Lean thinking according to Womack and Jones (2003)
| 1. Define customer value | Define value in terms of specific products and capability offered at specific prices to specific customers |
| 2. Identify the value stream | Identify the entire value stream for each product and remove all waste from the process |
| 3. Make it flow | Make the remaining value-creating steps flow by fighting against departmentalized batch thinking, and focusing on the product and its needs rather than the organization or equipment |
| 4. Pull back from customer | Do less forecasting and let the customer pull the product as it is needed, rather than pushing often unwanted products onto the customer |
| 5. Striving for excellence | There is no end to the process of reducing effort, time, space, cost, and mistakes while offering a product which is more what the customer wants |
| 1. Define customer value | Define value in terms of specific products and capability offered at specific prices to specific customers |
| 2. Identify the value stream | Identify the entire value stream for each product and remove all waste from the process |
| 3. Make it flow | Make the remaining value-creating steps flow by fighting against departmentalized batch thinking, and focusing on the product and its needs rather than the organization or equipment |
| 4. Pull back from customer | Do less forecasting and let the customer pull the product as it is needed, rather than pushing often unwanted products onto the customer |
| 5. Striving for excellence | There is no end to the process of reducing effort, time, space, cost, and mistakes while offering a product which is more what the customer wants |
Note:
The five-step Lean process is also called the product value stream
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