Varia Ranah - Sorotan Ilmiah Perkhidmatan Awam

456 Varia Ranah: Sorotan Ilmiah Perkhidmatan Awam 1984; Sugimori et al., 1977), and Single-Minute Exchange of Dies (SMED) (Shingo and Dillon, 1989), but none of them considered the whole management system at Toyota (Holweg, 2007). Therefore, Womack et al. (1990) set a starting point for viewing Lean as a concept, and the research has continued to develop the knowledge of the principles and practices behind Toyota’s success. In a subsequent volume, Lean Thinking (1996), James P. Womack and Daniel T. Jones distilled these lean principles even further to five: a) Specify the value desired by the customer; b) Identify the value stream for each product providing that value and challenge all the wasted steps currently necessary to provide it; c) Make the product flow continuously through the remaining value- added steps; d) Introduce pull between all steps where continuous flow is possible; and e) Manage toward perfection so that the number of steps and the amount of time and information needed to serve the customer continually falls. In 2001, Toyota documented the guiding values of their management system, respect for people and continuous improvement, each of which is associated with certain principles (Toyota Way 2001, 2014). Womack and Jones recommend that managers and executives embarked on lean transformations think about three fundamental business issues that should guide the change process of the entire organisation: a) Purpose: What customer problems will the organisation solve to achieve its own purpose of prospering? b) Process: How will the organisation assess each major value stream to make sure each step is valuable, capable, available, adequate, flexible, and that all the steps are linked by flow, pull, and levelling?