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This paper examines the relationship between goal-setting and outcomes within lean systems.

June 4, 2026Open Access

The Dynamics of the JIT/Lean System

Key Points

This paper examines the relationship between goal-setting and outcomes within lean systems.
Explores the concept of kaizen as a continuous improvement strategy.
Analyzes improvement programs in the context of attainable versus ambitious goals.
Discusses lean systems, particularly the Toyota Production System (TPS), and their reliance on dynamic processes.
Suggests that achieving lasting results requires ambitious, possibly unrealistic goals.
Argues that kaizen is a vital dynamic driving force for lean systems.
Highlights the role of asymptotic goals in sustaining the Toyota Production System.

Abstract

Any system can be judged by its goals and its results.The results are dependent on the goals and reflect the goals' ambitions.Wonderful results based on improvement activities aimed at " reasonably attainable" objectives can hardly be sustained over a long period of time.Such improvement programs are here referred to as simple or time-framed improvement programs.Continuous improvement (kaizen) implies the idea of endless efforts aimed at goals that are seemingly beyond the system's means or reach.The paper sustains thus that kaizen is a dynamic process directed toward unrealistically reachable goals.In fact, it is contended that asymptotic goals are the dynamic engine that sustains lean systems like TPS.

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