2012
DOI: 10.1108/09696471211219930
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Abstract: PurposeThis paper aims to explore the lean production paradigm as promoter of workers' creativity and thinking potential, and recognize this human potential as a fundamental asset for companies' growth and success, being a major factor to face the disturbing and unpredictable needs of current markets, providing companies with the necessary agility. The authors believe these thinkers are the base for an agile company and learning organization.Design/methodology/approachThe objectives were achieved through a dee… Show more

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Cited by 147 publications
(64 citation statements)
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References 33 publications
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“…Hasil kajian ini juga disokong oleh beberapa kajian lepas yang telah mengesyorkan faktor pembangunan pemikiran (Bagley & Lewis 2008;Balle & Regneir 2007;Hines & Lethbridge 2008) sebagai faktor kejayaan yang utama dalam Pemikiran Lean. Pembangunan pemikiran telah dititikberatkan sejak amalan Toyota Production System (TPS) lagi (Alves et al 2012). Kesinambungan dari kepentingan pemikiran dalam TPS, Womack dan Jones (2003) telah memperkenalkan 'Pemikiran Lean' (Lean Thinking) yang menghuraikan kepentingan pembangunan pemikiran kreatif bagi mengenal pasti nilai dari perspektif pelanggan, memahami semua aktiviti dalam proses, meminimumkan gangguan semasa proses, mengikut permintaan pelanggan dan berusaha untuk kesempurnaan dengan matlamat pembaziran sifar sebagai strategi penambahbaikan operasi.…”
Section: Perbincangan Dan Kesimpulanunclassified
“…Hasil kajian ini juga disokong oleh beberapa kajian lepas yang telah mengesyorkan faktor pembangunan pemikiran (Bagley & Lewis 2008;Balle & Regneir 2007;Hines & Lethbridge 2008) sebagai faktor kejayaan yang utama dalam Pemikiran Lean. Pembangunan pemikiran telah dititikberatkan sejak amalan Toyota Production System (TPS) lagi (Alves et al 2012). Kesinambungan dari kepentingan pemikiran dalam TPS, Womack dan Jones (2003) telah memperkenalkan 'Pemikiran Lean' (Lean Thinking) yang menghuraikan kepentingan pembangunan pemikiran kreatif bagi mengenal pasti nilai dari perspektif pelanggan, memahami semua aktiviti dalam proses, meminimumkan gangguan semasa proses, mengikut permintaan pelanggan dan berusaha untuk kesempurnaan dengan matlamat pembaziran sifar sebagai strategi penambahbaikan operasi.…”
Section: Perbincangan Dan Kesimpulanunclassified
“…Assim, é necessário tornar o local de trabalho mais confortável e atrativo, adotando-se melhores práticas de trabalho e promovendo a criatividade através do envolvimento de todos os colaboradores na melhoria dos seus postos de trabalho (Alves, Carvalho & Sousa, 2012).…”
Section: Introductionunclassified
“…In this sense, learning at all levels of the organization is a key element in LM (Tortorella & Fogliatto, 2014), being mainly developed based on a "learning by doing" system following a structured and scientific method. This learning system has been followed by many manufacturing and service companies that are under lean implementation, transforming employees in truly active thinkers and learners (Alves et al, 2012).…”
Section: Teaching and Learning Of Lean Manufacturingmentioning
confidence: 99%