ARTICLE DESCRIPTION: Whilst the attention in recent times has moved away from the old battleground of MRP vs JIT to the new conflict between Lean and Agile we remain in danger of perpetuating one of the greatest failings of our profession. We are also continuing to give insufficient credence to one of our basic truths.

MORE INFO: Lean, Agile - and Simple Whilst the attention in recent times has moved away from the old battleground of MRP vs JIT to the new conflict between Lean and Agile we remain in danger of perpetuating one of the greatest failings of our profession. We are also continuing to give insufficient credence to one of our basic truths. We can choose to approach all improvement exercises under the banner of a particular set of jargon if we feel this to be appropriate within our business. We can introduce all change as Kaizen; we can seek to achieve Kaikaku rather than progressive improvement; we can look to make all our activities Lean or Agile. Equally, we can change the way we do things and call it Business Process Re-engineering, in which we would hope these days to introduce a considerable degree of Innovation. One of the authors of this paper presented a case study at, the then, BPICS Conference in which a BPR project was launched as the latest phase in that company’s TQM programme.

PUBLISHER: Institute of Operations Management

Page number: 19 Word count: 5325

Vol 29 - No 04 - June 2003

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Business Performance Improvement