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Question

I cant share the article as it is too long so you have to google it typing "from lean production to lean enterprise" You will find the article online.

Type "from lean production to lean enterprise" on Google and read the article first and answer the question below;

1. Womack describes the lean enterprise as “a group of individuals, functions, and legally separate but operationally synchronized companies.” Is it possible for a single company to be operationally synchronized with many companies? Is being synchronized with only one supplier/customer risky?

2. In the sub-case on Lucas, the authors observe that a lean production organization cannot survive or thrive when its customers use traditional means of production. Does this imply Lean is destined to fail?

3. The needs of the individual, function and company are presented. Are these needs insurmountable? Which of these three do you think would be the most difficult to overcome? Why?

4. It is interesting to examine the three needs in light of the German (function), American (individual), and Japanese (company) traditions. Each has its strengths and weaknesses. The authors’ solution is to develop a new career path, a process-management function, focused on a value stream. Is this plausible? Is it likely? How would the introduction of a new function solve the problem of conflict among functions?

5. The authors state, “It is impossible to implement and sustain a lean value stream with excess people, space, time, and tools.” Does this suggest that the expressed goal of Lean is in fact its biggest impediment to success?

Explanation / Answer

yes , it is possible in following ways :

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