How to Tailor your Lean Audit Framework image

News & Events

How to Tailor your Lean Audit Framework

Last month at the Food & Drink Summit, LI Europe was asked to present a paper based on the hugely popular ‘Lean Audits’ webinar hosted by Food Manufacture.

Jeremy Praud, who was part of the original Speaker panel on the webinar, shared how Food and Drink Manufacturers can profit from the new Lean Audits launched by Marks & Spencer.

He took the delegates through the ‘why, which, what, where, and who’ of how to ensure Lean Audit drive bottom line improvements, explaining why the Lean Audit Framework needs to be tailored for the FMCG sector to ensure it doesn’t drive the wrong actions. For example, Lean Audits typically leave out critical factors in FMCG such as Constraint Theory and Non Defect Actual Waste. Yet building these into your Lean Audit Framework can be the difference between success and failure.

Jeremy also discussed how to maximise value return by focussing on the ‘biggest prize’ and sequencing improvement activity to ensure the Lean Audit programme can be cash positive within 6-9 months.

If you missed the original broadcast by Food Manufacture and want to listen to the debate in full – you can listen here – or check out the video below for a quick overview of how to:

  • Customise and sequence your Lean Audit Framework for what matters to your business
  • Ensure balanced targets in areas of greatest opportunities
  • Influence where behaviour change impacts performance

VIDEO: How to tailor your Lean Audit Framework:


What we’re doing is great. I’ve been wanting help like this for what seems ages, the structure for problem solving makes it easy for everyone to get involved.

Cell Technical Expert, Multi-Site Household Goods Company

It must be said that the concept of change management which LI were asked to bring in was a very big ‘ask’. Their work on the floor was very beneficial to change management. LI try to problem solve by using the workforce. This has to be done tactfully. They achieved it. They had the respect of the people on the floor and the management which is a major credit.

Peter Barnett, CFO, KR Castlemaine