Everyone develop a universal and straightforward method of successfully

Everyone wants to live well and be successful. We all have goals that we want to achieve: stable and fulfilling careers, friendly communities and some free personal time to pursue the hobbies. However, the severe side effects of the system that we have created – unstable work environment, suppressed feelings of unfairness and inequality, financial anxieties – are preventing the system from delivering these goals. Many companies today have become disillusioned with sales in the marketplace as old markets become saturated and new ones must be found. Value of manufacturing has become diminished as anyone now can quickly copy the product or digitally disrupt its usage. Jobs are more frequently seen as part-time work without any benefits, prospects or respect for employees. So how can companies grow and prosper in this age?I believe the answer lies in re-discovering an approach, created by Toyota back in the 1950s, called Toyota Production System (TPS), also known as Lean Manufacturing (LM). Teruyuki Minoura, a former managing director of global purchasing for Toyota, argues that the TPS approach can overcome any challenge when it is used correctly cite{special_report_toyota}. Mccreary explains that to implement LM successfully, one should not use just one tool from the Lean toolbox, but use many of the tools together to achieve the results cite{mccreary_2009}.This paper reviews existing literature relevant to Lean Tools implementation, Toyota Production System and Lean Thinking approach. The paper aims to introduce a new project, which seeks to develop a universal and straightforward method of successfully implementing Lean Manufacturing in Small and Medium Enterprises (SMEs). For this literature review, I have read and analysed 26 scientific papers, 13 books and 13 online articles. Out of the 26 papers, I have found 17 that included case studies of SMEs worldwide, where LM was tried or successfully implemented. We focus on the SMEs, since they make up more than 90\% of the world’s business cite{gasiorowski_2015} and since this study mainly focuses on a number of SMEs in North England. Some argue that lean implementation is easier in SMEs due to them being more flexible than large corporations. Furthermore, it is much easier to get management support and commitment, compared to large organisations cite{Rose2011}.


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