Lean manufacturing, as based on the Toyota Production System, is frequently attempted in manufacturing facilities all over the world. In order to reap the true benefits of the lean philosophy, it is necessary that firms expand their lean thinking beyond their own doors. This dissertation looks at lean logistics as the next logical step. First, lean logistics is defined based on the principles of the Toyota Production System, as a logistics system which seeks to shorten lead time by eliminating all of the varying wastes in the system. The philosophy of lean logistics is described using the analogy of a house comprised of a roof, walls, and a foundation (based on the Toyota Production System house). The roof represents the goal of the logistics system. The walls holding up the roof are just-in-time delivery and quality systems. The foundation is made up of the operational systems necessary for the proper functioning of the just-in-time delivery and the quality systems. To complete the house, respect for humanity is located in the center. Examples from Transfreight, Inc. are used to illustrate the definition of lean logistics. Transfreight is a logistics company originally formed as a joint venture at the behest of Toyota to serve as Toyota's sole inbound logistics partner for the vehicle assembly plant in Cambridge, Ontario. Transfreight is at the center of Toyota's transfer of its just-in-time philosophy to North America. Transfreight, which uses the lean manufacturing philosophy in all of its operations, now serves many Toyota plants in North America as well as other customers.; Second, to consider a broader perspective of logistics systems, a conceptual model of logistics is developed and seven case studies of logistics systems are placed in the model. The first of the models' two dimensions is the scope of the supply chain that a firm considers when it attempts to optimize its value chain ranging from a single link to a supply chain. The second dimension is whether the firm focuses their improvement efforts on the technical systems or takes a sociotechnical systems approach. Most logistics research falls toward the single link end of the continuum and takes a purely technical systems perspective. In contrast Toyota's approach views the supply chain as a sociotechnical system integrating people, process, and technology.; Finally, lean logistics is placed in the framework of the learning enterprise. Here, the logistics systems of Toyota, Ford, and CAMI (a GM-Suzuki joint venture served by Transfreight) are evaluated for their use, or failure to develop, learning characteristics. The ability to successfully learn is arguably the critical competitive advantage for long-term sustainability of an enterprise.
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机译：基于丰田生产系统的精益生产在世界各地的制造工厂中经常被尝试。为了获得精益哲学的真正好处，公司必须将精益思想扩展到自己的门外。本文将精益物流视为下一步的逻辑步骤。首先，基于丰田生产系统的原理定义了精益物流，这是一种物流系统，旨在通过消除系统中所有不同的废物来缩短交货时间。通过使用由屋顶，墙壁和地基组成的房屋（基于Toyota Production System房屋）的类比来描述精益物流的理念。屋顶代表了物流系统的目标。支撑屋顶的墙是及时交付和质量体系。基础由及时交付和质量系统正常运行所必需的操作系统组成。为了使房子更完整，以人为本。 Transfreight，Inc.的示例用于说明精益物流的定义。 Transfreight是一家物流公司，最初是应丰田的要求成立的一家合资企业，是丰田在安大略省剑桥市的汽车装配厂的唯一入境物流合作伙伴。 Transfreight是丰田将其及时的经营理念转移到北美的中心。 Transfreight在其所有运营过程中均采用精益生产理念，现在为北美的许多丰田工厂以及其他客户提供服务。其次，为了从更广阔的角度考虑物流系统，开发了物流概念模型，并在模型中放置了七个案例研究。模型的两个维度中的第一个是公司在尝试优化其价值链（从单个链接到供应链）时考虑的供应链范围。第二个方面是公司是将改进工作集中在技术系统上还是采取社会技术系统方法。大多数物流研究属于连续体的单个链接端，并且仅从技术系统角度进行研究。相比之下，丰田的方法将供应链视为整合人员，过程和技术的社会技术系统。最后，精益物流被置于学习型企业的框架中。在这里，对丰田，福特和CAMI（由Transfreight服务的GM-Suzuki合资企业）的物流系统进行了评估，以评估其使用或未能发展的学习特征。成功学习的能力可以说是企业长期可持续发展的关键竞争优势。
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