There is a serious debate within the lean community as to whether lean is a strategy or an operational tactic. I believe that the roots of this debate go back to when those of us in the U.S. were first exposed to Toyota and the concepts, principles, and practices that enabled the company to emerge from an almost-bankrupt post World War II company to a serious (and eventually leading) competitor in the automotive industry.
Read further @: “People who can’t change their minds can’t change anything else”
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