Lean manufacturing, sometimes called “just-in-time production,” is an organizational approach aimed at improving production in a more efficient, faster, and more profitable way. Originating in the United States in the 1980s, lean management is based on the concepts of just-in-time and zero defects, adapting them to the specific context. The initial objective is to identify and correct existing waste, grouped into seven major categories: overproduction, manufacturing processes, excess inventory, unnecessary movement, waiting times, transportation, as well as scrap and defective parts.

The lean approach then consists of optimally utilizing all of the company’s resources (material, financial, and human) to design optimized solutions. According to Gilles Lasnier, implementing lean manufacturing requires the active participation of all stakeholders. The commitment and involvement of project team members are essential to ensuring the initiative’s success and establishing a culture of continuous improvement, drawing inspiration from the PDCA (Plan-Do-Check-Act) cycle, also known as the Deming cycle.

Key steps in lean deployment include: training managers and project leaders in lean manufacturing methodology; evaluating the performance of production workshops and related functions; developing a detailed action plan based on operational objectives, performance indicators, and a timeline; and implementing and monitoring the plan through working groups and pilot projects.

In a broader context, the term “lean management” is sometimes used to refer to the application of lean manufacturing principles to all aspects of business management.