Abstract
Based on the method developed in Sect. 6.2, its step-by-step application to different production typologies is exhibited. Each step is explained, based on real cases from our personal experience. The purpose of these examples is to support the reader more into comprehending how the method can be applied to deal with particular situations and less to give recipes for specific problems. The journey of lean flow is an exciting adventure for anyone who decides to follow it. It was for me personally an experience and every time it happens, I always learn something new, thus becoming a valuable means for its next implementation. The saying, ‘One is never too old to learn permanently from new situations is completely true and I wish to confirm that on this journey there is no chance of reaching saturation or falling into a rut’.
Practice without theory is blind, while theory without practice is empty
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Notes
- 1.
A business term referring to the expense required to attain materials. In setting a purchasing strategy, a company must decide what the maximum cost of acquisition will be, which effectively determines the highest amount the company is willing to spend to attain each part.
- 2.
Costs incurred as a result of an inventory position. These costs can include financial costs, such as the interest costs on loans used to purchase materials, and economic costs, such as the opportunity costs associated with taking the initial position.
- 3.
These four elements correspond to the primordial substances introduced by: Thales (water), Heraclitus (fire), the Pythagorean school (air and earth).
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Tsigkas, A.C. (2013). Lean Factory. In: The Lean Enterprise. Springer Texts in Business and Economics. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-29402-0_8
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DOI: https://doi.org/10.1007/978-3-642-29402-0_8
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