Much has been written and talked about on the subject of lean manufacturing (LM) since the idea was first defined by Womack, Jones and Roos. This has stimulated academics and practitioners within various sectors of manufacturing industry to assess the viability of applying lean manufacturing principles to their circumstances. Addresses the vexing question asked specifically by many manufacturers in high variety, low volume (HVLV) segments: "Can we either directly or in adapted form apply LM principles and, if so, how do we go about it in our circumstances?" First describes the main characteristics of HVLV situations and then, drawing from experience of such organizations, contrasts these characteristics with those of the typical large lean manufacturing company. Uses this discussion as the framework to debate some of the major organizational and technological barriers which need to be overcome in applying lean principles in HVLVs. Then proposes approaches which feasibly can be considered when implementing lean manufacturing principles within a typical HVLV situation. Concludes with examples of the application of these principles to real situations in two case companies. The cases present instances of how organizations adapt lean principles to design and implement logistics and manufacturing operations for leanness, in creating and leveraging integrative supplier relationships and in evolving towards a process orientation which permits the institution of consistent measures to gauge strategic performance.

Discusses the conventional approach to manufacturing system design. Argues that this top‐down, uni‐directional approach is not sufficiently robust or easy to implement, particularly in brown‐field sites where maintaining focus has been found to be difficult. Suggests a three‐dimensional approach which incorporates product‐market considerations through focus, turbulence minimization and time compression, and looks at each of these three dimensions in detail. Presents the generic steps for implementing the new approach and describes a case example.

The challenge facing manufacturing today is one of providing the customer with greater product variety deliverable in ever shorter lead‐times, while minimizing development and operating costs. Presents an integrated logistics and manufacturing process implemented in an automotive environment designed to address some of the key issues arising from this challenge. Uses a combination of stabilized build plans and supply schedules in conjunction with an automated JIT control approach for the lot manufacture of a complex product. The automated JIT mechanism enables material to be called off in the required lot quantity in a synchronized manner. Places emphasis on the process aspect of the overall system: the business of materials management being approached in a holistic fashion. Discusses the problems and issues associated with various systems and organizational matters, principally: forming effective multi‐functional teams, specifying the requirements, user education, system robustness and contingency planning. Also discusses the benefits of the automated JIT approach which include improved operational effectiveness and reduced material stock in the overall system. Considers general conclusions on the applicability of the approach, particularly in the manufacture of sub‐assemblies and of other high volume, high complexity products.

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