Lean principles (five Lean principles)
States five moves, specify value, map the value stream, make it flow, let the customer pull, and pursue perfection, giving flow design and continuous improvement a name while leaving strategic portfolio choice and org structure untouched.
James P. Womack and Daniel T. Jones, 1996
The origin of the framework, as the directory records it. The mark grades the origin, not this page.
Umbrex, Lean principles (five Lean principles)
The directory entry this score was read from. Umbrex is a consultancy network; its summary is the reference, not a primary source.
Scored against the twelve cells, it loads two: Flow and Learning. The other ten it leaves to you. None of Composition, Evidence, or Mastery is among them, which is the usual result in this directory: the questions an agent in the loop raises first are the ones the literature answers least.
This is not a summary of the framework. Umbrex has one; the link under Sources goes there.
What limits throughput, and what is supposed to happen when the line stops?
How does tacit judgment become reusable, and who owns the loop that has to close?