Upon listening and reading about Onetto’s remarks regarding the application of leaning as far as e-commerce is concerned, one can be influenced to want to investigate more on how applicable and useful lean thinking in e-commerce can be. Lean thinking. Onetto elaborates his experience of leaning thinking in Amazon, a major player in the e-commerce industry. According to him lean thinking and the affiliated Kaizens meant to improve the quality of service rendered to the service consumers (Onnetto 2014, p.1). From a definitive perspective, Lean thinking is stipulated to be a new approach of thinking an activity and ensuring that the waste that is generated in an inadvertently manner is organised in terms of value, perfection, flow, and pull factors. The paper intends to evaluate the applicability and future of lean thinking in e-commerce based on Onetto’s arguments.
Lean thinking in e-commerce, according to Onetto, is affiliated with understanding what the customers want and the sending the appropriate signal down. Further, Onetto argues that lower-cost options are only viable whenever there is an assurance that the options will offer a parallel feasibility as far as on-time delivery is concerned. Onetto goes on to argue that Amazon failed by first thinking that technology was the ultimate solution (Onnetto 2014, p.3). However, he provides a rational argument that a strong engagement of the frontline is part of the continuous improvement for e-commerce systems. Ideally, this is one way through which lean thinking can be of great essence as far e-commerce is concerned. Companies may attempt to emphasize using the technology without having to access the rate in which the technology performs. However, lean thinking provides that it is necessary to first concentrated human services and let the machines support the tasks conducted.
Further, Onetto talks about the lean thinking concept based on standard of work. Remember, e-commerce mainly focuses on services. Customers can only be appeased by quality of these services. That means that issues such as assigning tasks to vague workers is likely to result in poor performance in the industry. Instead, working on the performance of the workers could lead to increased feasibility for quality work and create a platform on which Kaizens teams can conduct improvements (Bertolini, Braglia, Romagnoli and Zammori 2013, p. 5503).
As far as the future applicability of lean thinking in the e-commerce and other industries, Onetto shed light on how lean approaches could facilitate increased performance. For instance, he provides the idea of incorporating Kaizens in the context of attempting to reach new productivity objectives (Duncan and Ritter 2014, p. 84). For instance, in future, companies in the e-commerce and in the diverse corporate world will need to heed to customer demands such as offering the products within the stipulated time. That will require that the companies to focus on approaches such as stowing, defect detection and tracking the validity of a products warranty. As much as the lean thinking can be considered to be a smart approach in business, there is a need to employ better strategies (Marodin and Saurin 2013, p.6670). Software creation, for instance according to Onetto are likely o face a challenge in embracing or incorporating lean management approaches (Onnetto 2014, p.3). However, there lies hope.
From an argumentative perspective, Onetto makes very clear arguments as far as lean thinking in E-commerce is concerned. Particularly, the experience shared with reference to the history of Amazon provide a rational platform towards understanding the good of incorporating lean thinking in E-commerce, as well as, other platforms. Ideally, the article is very resourceful especially in the context of understanding lean thinking and its applicability now and in future I believe that the argument that working towards achieving the demands of the customers is a viable idea as far as lean thinking is concerned. Further, it is also agreeable that incorporation of lean management is a procedure that requires one to address things chronologically to ensure every department including the frontline ones are addressed. Hence, Onetto’s arguments are rational and applicable both in the current and future e-commerce activities.
Onnetto, M. 2014, February. When Toyota met e-commerce: Lean at Amazon | McKinsey & Company. Retrieved from http://www.mckinsey.com/business-functions/operations/our-insights/when-toyota-met-e-commerce-lean-at-amazon
Duncan, E. and Ritter, R., 2014. Next frontiers for lean. McKinsey Quarterly, 2, pp.82-89.
Marodin, G.A. and Saurin, T.A., 2013. Implementing lean production systems: research areas and opportunities for future studies. International Journal of Production Research, 51(22), pp.6663-6680.
Bertolini, M., Braglia, M., Romagnoli, G. and Zammori, F., 2013. Extending value stream mapping: the synchro-MRP case. International Journal of Production Research, 51(18), pp.5499-5519.