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International Journal of Research in Management

Vol. 4, Issue 1, Part A (2022)

Contemporary lean strategies: A holistic analysis for business excellence

Author(s):

Poonam Rajora

Abstract:

In the ever-evolving landscape of business, adaptability and efficiency have become more critical than ever before. Amidst the constant flux of market demands, customer expectations, and technological advancements, organizations need strategies that allow them to thrive, evolve, and stay competitive. 
Lean has emerged as a beacon of operational excellence in contemporary business environments, enabling companies to not only survive but also thrive in the face of uncertainty. Lean strategies are not about cutting corners but rather about being resourceful and efficient in your startup journey. Lean Strategies are basically a set of principles, methodologies, and practices designed to streamline processes, eliminate waste, and foster a culture of continuous improvement. By staying focused on your customers, adapting to feedback, and making data-driven decisions, can raise chances of building a successful and sustainable business. This paper aims to delve into the world of lean strategies comprehensively. Over the following sections, we will explore the fundamental principles of lean, its various implementation models, the tangible benefits it offers, the challenges it presents, and the essential tools and techniques that make it work. Furthermore, we will examine the common challenges faced during lean implementation, and discuss future trends that are shaping the evolution of lean strategies in contemporary business. As the essence of lean thinking is a journey of continuous improvement, a commitment to value creation, and an unwavering focus on meeting the evolving needs of customers.
 

Pages: 55-58  |  261 Views  93 Downloads


International Journal of Research in Management
How to cite this article:
Poonam Rajora. Contemporary lean strategies: A holistic analysis for business excellence. Int. J. Res. Manage. 2022;4(1):55-58. DOI: 10.33545/26648792.2022.v4.i1a.112
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