Abstract
The paper analyses differences between "lean" and its sister concept "Toyota management system (TMS)" by drawing out deep-rooted theories of production within these two streams of literature. The paper argues that such deep-rooted beliefs should be the first target for organizational transformation as these beliefs provide an important contextual layer for any attempts to transfer organizational practices from one organization to another. Examples of implications in relation to translation are sketched out. © 2012 IFIP International Federation for Information Processing.
Author supplied keywords
Cite
CITATION STYLE
Matthiesen, R. V. (2012). Two distinct theories of production: Lean and Toyota management system. In IFIP Advances in Information and Communication Technology (Vol. 384 AICT, pp. 74–81). Springer New York LLC. https://doi.org/10.1007/978-3-642-33980-6_9
Register to see more suggestions
Mendeley helps you to discover research relevant for your work.
