This paper aims to present a lean management approach to reduce waste generated by overproduction within a global supply chain setting. Statistics register a considerable increase in inventories which has increased waste because of the overproduction/oversupply throughout the global supply chain, and there has been insufficient research targeting on it.,This study develops a conceptual approach based on the practices of Toyota Production System (TPS). The analysis is performed on four segments of a business: “R&D”, “Production”, “Logistics” and “Service/retailers”. The proposed approach adopts the pull-based lean management system by two modules, “Intra-lean management” and “Inter-lean management”.,A case study is conducted to demonstrate how the proposed approach can be used in a real situation. The ideas and benefits of the proposed approach are also discussed.,The proposed solution can be applied in manufacturing and service industries, as well as in industries where production and R&D are interconnected.,The paper provides a conceptual approach that explains how intra- and inter-lean management can be effectively integrated to achieve a smooth flow in the business. This paper innovates in developing a pull-based driven flow relationship among the four segments of a business, as a response to the lack of integration among them and the increase of inventory in the hands of businesses.

中文翻译：

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通过使用精益原则减少全球供应链对生产过剩的浪费

本文旨在提出一种精益管理方法，以减少全球供应链环境中生产过剩所产生的浪费。统计数据显示库存大量增加，由于整个全球供应链中的生产过剩/供应过剩，浪费增加了，并且针对它的研究不足。该研究基于丰田生产系统（TPS）的做法开发了一种概念方法）。对业务的四个部分进行分析：“研发”，“生产”，“物流”和“服务/零售商”。该方法采用基于拉式的精益管理系统，分为“内部精益管理”和“内部精益管理”两个模块。通过案例研究来说明如何在实际情况下使用该方法。还讨论了所提出方法的思想和好处。所提出的解决方案可以应用于制造业和服务业，以及生产和研发相互联系的产业。本文提供了一种概念性方法，解释了内部和内部的方法。精益管理之间可以有效地集成，以实现业务的顺畅流动。本文针对在四个业务部门之间建立基于拉动的驱动流关系进行了创新，以应对它们之间缺乏集成以及业务手中的库存增加的情况。本文提供了一种概念性方法，解释了如何有效集成内部和内部精益管理以实现业务的平稳流动。本文针对在四个业务部门之间建立基于拉动的驱动流关系进行了创新，以应对它们之间缺乏集成以及业务手中的库存增加的情况。本文提供了一种概念性方法，解释了如何有效集成内部和内部精益管理以实现业务的平稳流动。本文针对在四个业务部门之间建立基于拉动的驱动流关系进行了创新，以应对它们之间缺乏集成以及业务手中的库存增加的情况。