To be Lean, in process improvement speak, is to maximize customer value by eliminating waste. This means that an organization can create more value for customers with fewer resources if they can understand customer value and focus key processes to continually improve.
Although it’s not exactly a new problem within industry in the United States, there has been a definite uptick in the overall attention being given to the “lack of qualified personnel” issue we are experiencing.
Paul W. Critchley saw the power of lean as a plant manager at a growing medical device company. As the orders increased, every day the two-person shipping department struggled to make deadlines, getting in at 6:30 a.m. and rushing all day in order to make the UPS truck deadline at 5 p.m.