Abstract

The paper analyses differences between “lean” and its sister concept “Toyota management system (TMS)” by drawing out deep-rooted theories of production within these two streams of literature. The paper argues that such deep-rooted beliefs should be the first target for organizational transformation as these beliefs provide an important contextual layer for any attempts to transfer organizational practices from one organization to another. Examples of implications in relation to translation are sketched out.

Keywords

Lean TPS/TMS translation theory production philosophy 

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Copyright information

© IFIP International Federation for Information Processing 2012

Authors and Affiliations

  • Rikke V. Matthiesen
    • 1
  1. 1.Center for Industrial ProductionAalborg UniversityAalborgDenmark

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