Applying lean thinking to improve the production process of a traditional medium‐size British manufacturing company

A well‐organised implementation of lean manufacturing strategy will lead to excellent operations system and continuous improvement through the removal of non‐value‐added activities. This case study uses value‐stream‐mapping to investigate non‐value‐added activities, simply show how lean manufacturing implementation can intelligibility result a framework of improvement. The implementation and improvements will be depicted in the area of lead time, cycle time and quality by applying lean concepts like circle‐shape on production line, 5S and Kaizen team on the shop floor of a British medium‐size company.