What is LEAN?

Traditional process improvement focuses on improving the parts of the process where useful work is being done on the product- work which the customer is willing to pay for. These process elements are termed 'value adding'. The problem with this approach is that even in world class companies, the value adding elements typically make up just 2% of the total lead time of an order; thus the potential for significant improvements in lead time and overall efficiency is immediately limited. These business improvements were usually made after work place time study of

personnel, or by making machines run faster and harder.


The Lean approach looks at reducing the non value adding elements of your business processes. By analyzing and eliminating waste in all its forms,
dramatic, double figure improvements in lead time,
production efficiency, stock turns, cash flow and floor
space utilization are all possible. The business improves
by working 'smarter not harder', and the most
surprising element of lean is that most improvements
cost little or no money; all that is required is some time
and effort from your greatest asset, your people.

Articles

  • Taking Lean to the next level

    • Lean tools grew out of manufacturing, but now have evolved to suit all parts of an organisation. Join us for a day to find out how you can move your whole business up a gear.

  • Frustrated by Lean?

    • Many, many businesses have had a go at implementing something lean, and most have achieved some benefit from their efforts, but if your progress is slow or looks like stalling then this is for you...

  • Whole Company Transformation

    • Transforming your whole business sounds like a big job (it is) but going about it in the right way makes 'whole business lean' achievable. How? Read on...

  • Lean Consortium Past Participants

    • The Lean Consortium alumni list includes companies large and small, from virtually every sector...

  • Lean Consortium Case Studies

    • Timberworx slash lead time from 8 weeks to 10 days Struggling to meet customer demands for delivery and quality, Timberworx used Lean Consortium to engage their staff...