AVG uses the terms lean and synchronous as having the same meaning.

Why Become Synchronous?
Any organization needs to put synchronous thinking into action when more deliverables are required of us than we can handle; when the annual work requested far exceeds our capability, and when uncompetitive work output compared to best of competition requires us to implement shorter lead times and spend fewer dollars. Often the case is that an organization cannot work harder because most areas are already overburdened. Any organization to both survive and be excellent has a responsibility to deliver increasing end results for those who invest their time (employees) and money (shareholders) in that organization. Productivity is an over used word today yet it represents one of the most significant challenges any organization faces. To deliver results with the same or fewer resources is a continuing challenge of outstanding organizations.

The philosophy of synchronous is that there is a high need to identify and eliminate waste and that this action becomes a central focus. Synchronous organizations are dynamic and encourage a constantly improving process dependent upon understanding and involvement by all employees. Successful implementation requires that all employees must be educated to identify and eliminate waste from their work

The seven types of waste that have come from the Toyota Production System are:

• Waste of Overproduction
• Waste of Correction
• Waste of Material Movement
• Waste of Processing
• Waste of Inventory
• Waste of Waiting
• Waste of Motion

AVG has extensive experience in applying the identification and elimination of waste to manufacturing processes, administrative/office environments and to streamline new product development processes.

AVG has a unique ability to blend synchronous/lean principles and integrate them into the value analysis job plan. By using the strengths of these two techniques together results are enhanced.