Since the “discovery” of LEAN management in the Toyota Production System (TPS), it has been widely accepted that LEAN provides a simple framework to improve processes on the shop floor and in offices.
The focus on value creation and a quick and constant flow of material and information by reducing “waste” (in particular defects, waiting, unnecessary transportation of material, unnecessary motion of workers, unnecessary processing) in the process is a powerful approach to engage in a dialogue about process improvement on all levels of an organization.