Indeed, as senior executives gain more exposure to lean and deepen their understanding of its principles and disciplines, they will seek to drive even more value from it. The opportunities available to them are considerable. For example, powerful new data sources are becoming available, along with analytical tools that make ever more sophisticated front-line problem solving possible. Similarly, leading-edge companies are discovering that lean can supply strong insights about the next frontiers of energy efficiency. Toyota itself is pushing the boundaries of lean, rethinking the art of the possible in production-line changeovers, for example, and bringing customer input more directly into factories. And leading service-based companies such as Amazon.com are extending the value of lean further still, into areas beyond manufacturing.
What’s more, new technologies, new analytical tools, and new ways of looking at customers are making it possible, with greater precision than ever before, to learn what they truly value. The implications are profound because one of the primary constraints on the ability to design a perfect lean system in any operating environment has always been the challenge of understanding customer value, lean’s ultimate “north star.”