For Charities and the Public Sector

Faced with increasing Pressures and a Squeeze on Resources…

Discover Lean Quality

You get the absolute most for your clients from the absolute least!

Why Lean? What is Lean?
Where did it come from?

Life is a bit different for the public sector and charities – our core aim is to create social impact rather than profit.
Lean gives you the best chance of achieving that by concentrating only on value for your clients.
All else is waste.

Lean is not for us – it’s for manufacturing organizations isn’t it?

It’s true that Lean started out in manufacturing a long time ago. But now, because it’s been so effective at raising workplaces to higher levels of competence, Lean has spread to every sector and all organizations, regardless of size.
Lean is a thoughtful system that builds on what you do already.
What is it all about?

Lean from the ground up

Everyone has their own way of working – a ‘management system’.
Use Lean to effectively improve everything you do – build on your strengths and address weaknesses – by following this ‘Tower of Lean’ sequence…

The Foundational Ideas underlying Lean

What makes Lean tick? These are the principles that help you exceed your client’s expectations while reducing your costs.

Jidoka

This is where anyone can stop the flow of work as soon as they see a problem, the whole team focuses on a solution and root cause analysis prevents the problem recurring

Toyota Way

The fundamental Lean elements that get people thinking and working together effectively

The 5 Lean Principles

A consistent framework for the practice of continual improvement, minimizing waste and maximizing client value

Building on the Foundations – First Practical Steps

These steps allow you to build a Lean system from a basic method: the Waste Walk. From there, you can progress as far as you wish, up to a full working Lean System.

3 Types of Activity

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The 8 Wastes

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The Waste Walk

A structured observation of your workplace to identify Inefficiencies, bureaucratic processes and bottlenecks.

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