How can better measures for customer demand be realized in lean operations?

Research aimed at improving the measures of customer demand in lean operation identified a few key strategies. Lean principles are aimed at meeting customer demand enabling process efficiencies and the elimination of waste. Studies emphasise the integration of real-time data analytics for continuous demand monitoring as the main catalyst to enable accurate demand forecasting A data-driven approach is enriched further by applying metrics such as customer demand variability and pull-based replenishment strategies. These dynamically readjust towards real demand and avoid overproduction or underproduction. Fernando & Cadavid, 2007). Lean operations focus on the synchronising production to customers’ needs as a basis for process improvement. Flexible manufacturing cells that automatically adjust output levels based on the levels of demand have been shown to shorten lead times and increase responsiveness (Fernando & Cadavid, 2007).Studies on lean practices in manufacturing and service sectors show that automatic changes in the level of production, support lean objectives and reduces inventory wastage (Goshime et al., 2019). Research supports the combination of agile forecasting models with customer feedback loops provide crucial insight into customer needs in real-time and ensure production is aligned to actual demand (Shah & Ward, 2007). The implementation of agile demand assessment tools can overcome the delays associated with batch processing and move towards a more continuous flow aligned with the “just-in-time” philosophy of lean (Losonci & Demeter, 2013). In addition to informing production efficiency, customer demand measurement in lean operation also influences the success of lean implementation. For example, consideration of demand variability indices alongside traditional metrics such as takt time may inform process adjustments which have direct implications for lean outcomes (Shah & Ward, 2007). Integrative measures of demand directly affect lean operations by reduction of cycle times and improved customer satisfaction supporting the principle that lean is about customers at its core (Chauhan & Singh, 2012).