The fundamental problem of a company restructuring is the absence of a common criteria indicator when deciding among the product, process and source alternatives. The aim of the study is to solve the problem with new process metrics of capital and ROI and to describe the main areas of the practical use of the new solution.

Organizations around the world have attempted to implement the concepts of the Toyota Production System (TPS), commonly referred to as Lean, with limited sustainable success. The central principles of TPS, continuous improvement and respect for people, are grounded in the Japanese values of Monozukuri and Hitozukuri. Monozukuri deals with creating or making a product, while Hitozukuri conveys the idea of developing people through learning. In order for organizations to adopt these values they must have a system that engages employees at all levels in applying problem solving to improve their work. This research uses organizational assessments obtained from a variety of organizations implementing the lean approach using the Monozukuri and Hitozukuri values, referred to as the True Lean System (TLS). This research uses an inductive research approach to identify and analyze factors that impact the use of problem solving within organizations implementing a TLS. First, the qualitative assessment data is studied using textual analysis to identify themes impacting TLS. This analysis identified three topics as the highest weighted themes: number of problem solving methods, standardization, and employee roles. This qualitative data is then transformed using an integrated design model to systematically code the information into quantitative numerical data. Finally, this data was analyzed statistically by logistic regression to identify the factors impacting the use of problem solving within these organizations. The results from the logistic regression suggest that the most successful problem solving organizations have established standards for work and training employees; as well as, a single problem solving method that all employees use when identifying and implementing continuous improvement ideas. Which leads to the conclusion, in order for an organization to sustain the concepts of TPS, there must be a focus on defining clear standardized work, training, and the implementation of a single problem solving method.

yes / Cost reduction through the use of technology has become the competitive strength of companies. The benefits of computer integration are quite credible and have been effective in beating the competition. This paper describes a manufacturing strategy for the implementation of lean systems and the development of an integrated CADCAM system in a Small Medium Manufacturing Enterprise (SMME). Using an end-to-end CADCAM system, organisational change paradigm, and lean philosophy of “minimum effort maximum output”—a system with extensive and completely integrated suite of tools for concurrent engineering, product life cycle engineering, PDM collaboration, and manufacturing planning was developed with the objective of creating a more responsive and interactive manufacturing environment.

A primary role of the Incident Command System is to learn from past incidents, as illustrated by its origins in the wildland firefighting community. Successful emergency response operations under the Incident Command System has prompted its nationwide spread, this promulgation critically relies on the system’s capability to stabilize and continuously improve various aspects of emergency response through effective organizational learning. The objective of this study is to evaluate the potential to apply fundamental principles of the Toyota Production System (Lean manufacturing) to improve learning effectiveness within the Incident Command System. An in-depth review of literature and training documents regarding both systems revealed common goals and functional similarities, including the importance of continuous improvement. While these similarities point to the validity of applying Lean principles to the Incident Command System, a focus on the systematic learning function of the Incident Command System culminated in the discovery of gaps in approaches proposed by the Incident Command System framework. As a result, recommendations are made for adjustments in systematic problem solving to adapt Lean principles of root cause analysis and emphasis on standardization of successful countermeasures to benefit the system. Future recommendations are also proposed based on the author’s understanding of the system.