A main concern for most enterprises is to be competitive on the targeted market and this is a challenging task. To develop such competitive advantage requires the capability to also provide superior value to the market. The customer is therefore the entity that values the provisioning and consequently the flow represents how the provider delivers on the customer value request. In this sense the value-adding flow is the source of value and the characteristics of flow is therefore a key concern for the provider. Swift and even flow can however rarely be realized and instead the flow is divided into segments by flow discontinuities, which are here referred to as decoupling points. At the same time the flow segments represent a flow context that is stable over time and can therefore be referred to as providing preconditions for continuous flow.
In summary, this type of flow thinking can be referred to as: "a management philosophy based on a holistic and integrated approach to continuous flow and flow discontinuities"
- The logic of flow thinking outlined above is described in detail in: An ontology for flow thinking based on decoupling points – unravelling a control logic for lean thinking
- Details about the flow analysis of flow thinking are summarized in: On decoupling points and decoupling zones
- Application of flow thinking for planning and control can be found in: A modularised typology for flow design based on decoupling points – a holistic view on process industries and discrete manufacturing industries