Journal of Food Distribution Research 36(3)56 November 2005 The Lean Concept in the Food Industry: A Case Study of Contract a Manufacturer

The paper discusses how the lean concept could be applied to a food-manufacturing company. The paper first presents the lean concept and value-stream mapping tools. The empirical section discusses how a case company, operating as a contract manufacturer in the food industry, has applied the lean production concept and tools. In the case study, three analysis tools are examined and the structures of demand chains of different customers are presented. The delivery times will decrease and more flexibility will be needed from the contract manufacturer. The case study shows that much movement is possible toward the lean supply chain and partnership-based cooperation. By implementing the lean concept, food companies can increase customer value through cost reduction or through provision of additional value-enhanced services. This paper focuses on improved understanding of the development of supply-chain management in a food chain with a special reference to the lean production concept. Womack and Jones (1996) defined a vision of the future organizational model of manufacturing, the lean enterprise, as a group of individuals, functions, and legally separate bu