Lean Thinking image

Lean Thinking

What is it that you have to do to turn your business into a Lean Organisation? What is the key to improving production with Lean thinking? There are tools you can adopt of course, but Lean is more than that… It is a way of thinking, that drives the change you want. But what is that “Lean way of thinking”? What are the behaviours that leadership teams need to follow? The shadow of leadership casts a long way, and are you taking lean decisions that will support the direction of travel you want, or are senior decisions actually unintentionally sabotaging your journey?

Are executive decisions unintentionally shackling your lean journey?

Lean Thinking has an underpinning requirement to avoid blame. This is critical to get people to embrace the lean journey:

  • Hansei – Self Reflection – acknowledge mistakes and pledge improvement.
  • Respect for people.
  • Nemawashi – Quietly setting the foundations for change.

Do you get frustrated that the people in the organisation aren’t embracing lean?

How well does your executive decision making align with the behaviours you wish to promote?

How often are decisions interpreted in a manner different to the way they were intended?

In answering those questions, was it natural to be defensive, or were you using “Hansei” or in other words truthful, internally critical self-reflection? And that is simply when reading a website – imagine when emotions get involved, and production isn’t going out the door! It’s not easy to continually use the Lean Thinking – it takes time and practice to get it right – and the Lean Methodologies are simply ways become practiced at sticking to the what will make a difference.

If you are interested in finding out more, then simply fill out the contact form and ask for more information about Lean Thinking. It’s not right for everyone, so we won’t hassle you with information – but 5 minutes is all it takes to find out if Lean Thinking training would benefit you and your team.


    It’s brilliant! We used to produce 3 or 4 full bins of waste a day now we’re down to less than ½ a bin! The final bit of work we do should reduce it to virtually nothing!

    Operator – Branded Bakery

    A key learning for me was that delegation is as much about the development of others as it is removing an action from my list. I now think of delegation as an opportunity for my team to develop and try new things. The more I do it, the more effective it is. Delegation is now one of my key management tools.

    Front Line Manager on Aspire Programme