By now, the concepts of Lean Thinking and its benefits to manufacturers and consumers have been well documented. Elimination of batch flow, drastic reduction of inventory, conservation of space, and eradication of waste have created an improved ability to meet demand. It is reasonable to conclude that higher productivity figures reported monthly by the U.S. government must be attributed in some part to the adoption of Lean principles. It is clear in complex economic times that Lean Thinking is achieving remarkable results in the manufacturing sector. Understandably, new interest in this method of business effectiveness (i.e., matching output to demand and improving business agility) is migrating to other sectors as well. Shrinking budgets and tight margins have forced companies, regardless of size or sector, to do more with less. Late to the party are service companies involved in healthcare, insurance, banking and others. Lean Thinking now is being explored by these companies and seriously considered as a better way of doing business.
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