Varia Ranah - Sorotan Ilmiah Perkhidmatan Awam

457 Varia Ranah: Sorotan Ilmiah Perkhidmatan Awam c) People: How can the organisation ensure that every important process has someone responsible for continually evaluating that value stream in terms of business purpose and lean process? How can the people involved in the value stream be actively engaged in operating it correctly and continually improving it? It is important to align the purpose, process, and people when developing a lean organisation. In a Lean organisation, problems are opportunities for meaningful learning rather than errors to be swept under the rug. Managers act as coaches and help others get comfortable with identifying problems and practice continuous improvement on a daily basis. Lean leaders also create an environment that is engaging and conducive to learning. They are hands-on and work with their team on the factory floor to utterly understand problems. Lean was previously seen as a collection of tools and techniques, but it is now widely recognised as a fundamental business philosophy. According to Diekmann, “Lean cannot be reduced to a set of rules or tools. It must be approached as a system of thinking and behaviour that is shared throughout the value stream.” Lean thinking is no longer limited to the manufacturing industry. It has been modified and applied to several other industries, such as the construction industry, healthcare, software, and many more. It has been shown that organisations that consistently practice Lean are more innovative and competitive, which in turn allows them to be more profitable and sustainable. THE UNDERSTANDING OF LEAN THROUGH THE SUCCESS OF TOYOTA COMPANY Toyota, the leading lean example in the world, stands poised to become one of the largest automakers in the world in terms of overall sales. Its dominant In a Lean organisation, problems are opportunities for meaningful learning rather than errors to be swept under the rug