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Editorial

机译：社论

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It is now 40 years since the Toyota Production System (TPS) caught the attention of western management. The ubiquitous Peter Drucker is said to have drawn western management's attention to the system in his comments on Japanese management thinking in the early 1970s (Drucker, 1971), while early accounts of TPS were published a little later in western journals (e.g. Sugimori et al., 1977). The term "lean" was later attached to the ideas stemming from TPS and the use of "lean production" is first credited to Krafcik (1988). In TPS's now more general forms, such as lean manufacturing, lean production and lean thinking, lean has become the new orthodoxy. In this special issue we present a snap shot of where we are with respect to the practice of lean. We present seven papers, i.e. five standard and two reflective practice papers, which cover a diverse terrain. The issue covers traditional topics such as lean manufacturing and shows, that in some parts of the globe - for example, the BRIC countries (Brazil, Russia, India and China), lean is still making new converts in manufacturing. But we also show that lean is colonising other territories, such as the service sector and the public sector, in both developed and emerging economies. As befits the mission of our journal some of the papers focus on the ongoing dilemma of how to measure the performance of lean. We also cover more recent developments where lean's longevity is enhanced by combination with other process improvement initiatives, such as six sigma. Finally we cover what might have been - and may still be - by reflecting on one of the so-far missed opportunities of lean.
机译：丰田生产系统（TPS）引起西方管理者的关注至今已有40年。据说无处不在的彼得·德鲁克（Peter Drucker）在1970年代初对日本管理思想的评论中吸引了西方管理者对该体系的关注（Drucker，1971），而TPS的早期报道则稍后在西方期刊上发表（例如Sugimori等人）。 （1977年）。术语“精益”后来被附加到TPS产生的思想上，“精益生产”的使用首先归功于Krafcik（1988）。在TPS现在更普遍的形式中，例如精益制造，精益生产和精益思想，精益已成为新的正统观念。在本期特刊中，我们简要介绍了精益实践的现状。我们提出了七篇论文，即五篇标准论文和两篇反思性实践论文，涵盖了不同的领域。该期杂志涵盖了精益生产等传统话题，并展示了在全球某些地区（例如金砖四国（巴西，俄罗斯，印度和中国）），精益仍在制造新的转变者。但是我们也表明，精益正在殖民发达和新兴经济体的其他领域，例如服务业和公共领域。为了适应我们期刊的使命，一些论文集中在如何衡量精益绩效的持续困境上。我们还将介绍最近的发展，其中通过与其他流程改进计划（例如6 sigma）相结合来提高精益生产的寿命。最后，我们通过反思迄今为止迄今为止遗漏的精益机会之一，来探讨过去可能曾经发生的事情，以及现在仍然可能发生的事情。

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