Lean manufacturing methodology in the context of the modern management paradigm

Abstract

This article provides an overview of the lean manufacturing (Lean) methodology within the context of a modern management paradigm, which shifts the focus from localized workloads to an end-to-end value stream for the customer and data-driven management. It examines the basic principles of Lean— defining value, flow mapping, organizing continuous flow, pulling, and striving for complete perfection—as well as key tools for eliminating waste (VSM, Kanban, 5S, SMED, TPM, Poka-Yoke) and a system of performance indicators (Lead Time, OEE, FPY, WIP). Based on an analysis of open sources, including data from BCG, McKinsey, and industry cases, the quantitative effects of implementation are summarized: a reduction in cycle time from 30 to 60%, an increase in efficiency from 15 to 25%, increased productivity, and a reduction in resource costs. Special attention is given to current development trends – digital Lean, integration with the ESG agenda, and human-centered management – as well as the most common barriers (formal approaches, employee resistance, and local optimization). It is concluded that lean manufacturing in today's environment is not only a production technology but also a comprehensive management methodology that combines customer focus, systematic waste elimination, employee engagement, and evidence-based decision-making.