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Günümüzde uluslararası rekabet koşullarında var olabilmenin ön koşulu önde koşabilmektir. Bunun için de çağın dinamik yapısına ayak uydurulmalı, değişiklik ve yeniliklere açık olunmalıdır. Yeni sistem, teknik ve teknolojileri bünyelerine uyarlamayan firmalar rekabet yarışında gerilerde kalmaya mahkum olurlar. Bu gerçeklerden hareketle, önce Japonya’da Toyota otomobil fabrikasında uygulanan ve sonraları diğer firmalara da yayılan “Yalın Üretim (Lean Manufacturing) Sistemi” geliştirilmiştir. Amaç, hammaddeden son tüketiciye kadar kesintisiz olarak değer yaratıcı süreçlerin dağıtılmasıdır (Emiroğlu, 2012, 985). Bu çalışmanın amacı; strateji, üretim stratejisi ve yalın üretimi tanımlanarak sunumudur. Yöntem; bu üç sözcüğü tanımlayarak aralarındaki ilişkiyi göstermek ve kısaca Yalın Üretim ile karşılaştırmaktır. Sonuç olarak; çalışma bulgularından hareketle, kurum stratejisinden işletme stratejisine ve üretim stratejisinden yalın üretim sistemine kadar dinamik bir üretim süreci için, örgütsel bir değişimin gerekli belirtilmiştir. Çalışma, yalın üretimde stratejik bir değişime katkı sağlayabilecektir.
The prior condition of being present in international competition is to be able to run forward. For this, the dynamic structure of the age must be adapted, open to change and innovation. Companies that do not adapt new systems, technologies and technologies to their bodies are sentenced to stay behind in competition. Based on these facts, the "Lean Manufacturing System" was developed, first applied in the Toyota car factory in Japan and later spread to other companies. The purpose is to distribute valuable creative processes without interruption from the raw material to the final consumer (Emiroğlu, 2012, 985). The purpose of this study is to present by defining strategy, production strategy and single production. The method is to identify the relationship between these three words and to compare them shortly with the Production of the Lane. As a result, from the findings of the study, from the organization’s strategy to the business strategy and from the production strategy to the single production system, a dynamic production process requires an organizational change. The study will be able to contribute to a strategic change in single production.
Nowadays, the main requirement in order to survive on international conditions of competition is to run ahead. To realize this, it’s required to keep up with dinamic structure of the century, be open to the changes and innovations. The firms which don’t adapt to the new systems, techniques and technologies are convicted to stay behind in the competition. Because of this reasons, “Lean Manufacturing System” which was used first by Toyota Automobile Factory and later spread on other firms, was developed. The purpose is to deliver value which starts with raw material to final customers without interrepution throughout value creating process (Emiroglu, 2012, 985). The purpose of this work is to introduce strategy, operations strategy and Lean Manufacturing System by defining of all. Methodologically, by defining these three words, by showing relationship between them and by comparing lean manufacturing system briefly has been embraced. As a result, the findings from the study show that organizational change from corporate level strategy to business level strategy and from operations strategy to lean manufacturing system should be necessary as a dynamic process. The study does contribute to the strategical change in Lean Manufacturing.
Journal Type : Uluslararası
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