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The lenses of lean: Visioning the science and practice of efficiency
dc.contributor.authorHopp, Wallace J.
dc.contributor.authorSpearman, Mark S.
dc.date.accessioned2021-08-03T18:14:13Z
dc.date.available2022-08-03 14:14:12en
dc.date.available2021-08-03T18:14:13Z
dc.date.issued2021-07
dc.identifier.citationHopp, Wallace J.; Spearman, Mark S. (2021). "The lenses of lean: Visioning the science and practice of efficiency." Journal of Operations Management 67(5): 610-626.
dc.identifier.issn0272-6963
dc.identifier.issn1873-1317
dc.identifier.urihttps://hdl.handle.net/2027.42/168439
dc.description.abstractThere is a significant gap between the descriptions of Lean used by industry practitioners and the various bodies of academic research that have studied the theory and application of Lean. There is also a gap between applied research on Lean and basic research in the mathematical, physical and social sciences. As a result, Lean practice is based largely on trial‐and‐error experience while potentially valuable research results remain locked away unused in archival journals. This paper attempts to close these gaps by describing four “Lenses of Lean,” each of which aligns with a practical perspective and rests on a distinct body of conceptual research. Our hope is that this framework will provide a useful construct for Lean training and implementation and will also spur academic research that is relevant to advancing Lean practice.
dc.publisherWiley Periodicals, Inc.
dc.subject.otherefficiency
dc.subject.otherfactory physics
dc.subject.otherlean
dc.subject.otheroperations management
dc.titleThe lenses of lean: Visioning the science and practice of efficiency
dc.typeArticle
dc.rights.robotsIndexNoFollow
dc.subject.hlbsecondlevelIndustrial and Operations Engineering
dc.subject.hlbtoplevelEngineering
dc.description.peerreviewedPeer Reviewed
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/168439/1/joom1115.pdf
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/168439/2/joom1115_am.pdf
dc.identifier.doi10.1002/joom.1115
dc.identifier.sourceJournal of Operations Management
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dc.working.doiNOen
dc.owningcollnameInterdisciplinary and Peer-Reviewed


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