Over the past decade, the concept of lean manufacturing production has gone through a dramatic evolution from an obscure and isolated practice to a mainstream, extensively publicized methodology that is well known throughout the manufacturing and supply chain industry. According to an ARC Advisory Group's strategy report, "36 % of manufacturers are using lean as their primary improvement methodology".

A common question that comes up in most discussions about lean is whether it is the tools and processes, or the people that make lean work. In reality it is both.

Applying lean tools, new technology, and new business processes to a traditional silo-oriented culture will not work. Lean, at its core, is a cultural and people-oriented initiative. Key to making the transition to a Lean organization is the fundamental change in the corporate culture that must be made.

It is also the use and adoption of lean beyond one department such as manufacturing production control that make a lean initiative most effective.

Lean as a holistic approach requires discipline and attention to each layer of the lean philosophy, including the value stream, business improvement and an applied business strategy.

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