Question: Rewrite These texts briefly WITH the citation reference:

• Lean Thinking (or simply called Lean) (Womack and Jones, 1996a) is that the method that Toyota has applied for creating the products or services (Fujimoto, 1999; Womack et al., 1990; Womack and Jones, 1996b). Lean is additionally considered because the system that supports tools for continuous improvements of their works and adds value to the products or services. it's supported a philosophy that it removes waste that doesn't add value to the products (or services) (Furman and Caplan, 2007). the essential concept of Lean Thinking is to spot and quickly remove waste by using the Kaizen burst, a selected Kaizen activity on a specific process within the value stream (Maurer, 2004). A core value of the TPS is targeted for continuous improvements (Kaizen) of all tasks of the method . Identifying the values and value streams (Rother and Shook, 1999) is that the initiative of Lean Thinking approach. a worth stream map is that the main tool that shows the cycle times of the merchandise line and therefore the flow of all the materials and knowledge .

• Lean thinking in action is that the continuous identification and elimination of waste from the method of organization, leaving only value-added activities within the value stream (Rother and Shook, 1999). In summary, it's the act of identifying and eliminating waste that are the hallmarks of the Lean Thinking paradigm. the method of Lean starts with identifying the values and value streams. the worth may be a capability that's provided to customers at the proper time at an appropriate price, as defined in each case by the customer (Womack and Jones, 1996a). subsequent step of the Lean process after identify the worth stream is that the improvements of the assembly (or service) systems. It refers to any improvement, one-time or continuous, large or small, within the same sense of all types of improvements (i.e. Kaizen).

• Kaizen, which may be a daily process, is that the purpose that goes beyond simple productivity improvement. It also contains a process that humanizes the workplace, eliminates overly diligence (also called overburden) and teaches people the way to perform experiments on their work using scientific methods and the way to find out to identify and eliminate waste in business processes. Kaizen usually delivers small improvements, but it covers quite the tiny improvement. Kaizen includes the culture of continuous improvements and standardization that yield large leads to terms of overall improvement in productivity. The Kaizen methodology includes making changes, monitoring results and adjusting supported the results.

• Kaizen activities are about scheduled moments to enhance the work within the traditional working day. Kaizen considers that the development may be a normal a part of the regular job, not something to be done when there's overtime left after having done everything else. When the businesses adapt the Lean process, Kaizen must be scheduled, planned and controlled by the master (i.e. sensei) who rigorously executes the PlanDoCheckAct method (Rother and Shook, 1999). More importantly, the development activities within the Lean process aren't a one-time procedure and it's recursive. The activities of the development could return and forth within radical and continuous (and small) improvements.

• - Toyota moved forward introducing in 2001 its new Toyota Way (Toyota Global Site, 2017) which may be considered an evolution of TPS but not a substitution. consistent with the Toyota Global Site, 2017, Toyotas principles before were implicit and now they represent values and conduct guidelines that each one Toyotas employees should embrace all round the world. the 2 key principles of the Toyota Way 2001 are continuous improvement and respect for people, supported by other principles: challenge, Kaizen, and respect and teamwork. Challenge is strictly linked with a long-term vision instead of a short-term profit, while Kaizen may be a way of improving business operations continuously, always driving from innovation and education. However, the sensible spirit of the Toyota Kaizen principle still remains within the Toyota Way 2001 and once more there's no definition and guide thereto . Toyotas Chairman Fujio Cho declared that he was conscious of different interpretations outside Toyota of the Kaizen principle (Surez-Barraza et al., 2011); however, he was just curious about spreading worldwide the Toyota Kaizen principle to Toyota people. consistent with the Toyota website (Toyota Global Site, 2017).

• Kaizen is that the essence of continuous improvement. it's how of thinking which inspires and empowers everyone to spot where and the way even small changes are often made to profit the business, their team or their individual performance. The precise regard to continuous improvement and not just an improvement implies that Toyotas Kaizen is now suffering from some TQM principles like the PDCA approach.

• Lastly, the Toyota Way 2001 emphasizes respect for people, which is split into respect and teamwork. Whereas teamwork are often correlated with the first teamwork fostered by Ohno (1988), respect for people is new and associated with a broader vision. consistent with Toyota (Toyota Global Site, 2017), respect is at the bottom of relationships with colleagues and with others.