'lean-flow' we fundamentally mean 'lean' in its original use,
reflecting the Toyota Production System (toyoda seisan hoshiki).
We are adding the term 'flow' ('lean-flow'), because 'lean'
by itself is often, unfortunately, seen merely as a cost cutting
exercise or technique. Moreover 'lean' (as in 'lean start-up')
has recently also been appropriated by the Agile movement.
While Agile, especially its focus on pleasing clients, is
derived from Lean, there are fundamental differences (witness
the circular vs linear movement of kanban for instance) -
agile has grown out of non-routine commercial activities like
software or product development, R&D and creative industries,
lean primarilly deals with routine activities found in manufacturing,
tranportation, healthcare, retail and many industries, where
similar actions are repeated again and again.
fully support Agile where it is appropriate, but do not claim
expertise ourselves - where agile projects are involved we
bring in other specialist parties to the table. By contrast
we are keen on introducing Lean-flow principles in industries
which have so far had little exposure to them. Lean-flow is
much more than an efficient manufacturing approach. We view
lean-flow as a holistic management philosophy, whose purpose
it is to elevate humans and society by collaboratively attaining
a smooth operational flow of products and services in organisations,
while reducing waste and toxicity. Aiming for both better
cost efficiency and more sustainable environment-friendly
principles not only represent a set of tools for achieving
a smooth operational flow, but are also a fundamental pan-organisational
management philosophy centred around people and respect. Lean
is an ecologically sustainable way of eliminating toxins and
unnecessary inefficiencies, while respecting nature, humans
Agile principles work outside of software?
Are you a leader in an organisation and know you have to
change, but don't know how?
Have you come across terms like 'Agile', 'Lean', ;'Responsive',
'B-Corp', 'Beyond Budgeting', 'Teal', 'Ulab', ..... etc.,
and would like to better understand them?
Would you like the opportunity to talk about these new approaches
with peers and consider how they might relate to your organisation?
so, this 1-day workshop is for you:
AT SCALE BEYOND SOFTWARE
Pan-Organisational Responsiveness in a Dynamic World
Learning Workshop for leaders seeking to reinvent their organisations
world is changing fast and in uncertain complex ways. We are
facing a major crises, economically, environmentally and spiritually.
Many organisations are trying to reivent themselves. They
know that have to change, but don't know what to change, what
to change to and how. Smaller organisations appear more nimble
and are embracing new ways, dramatically out-competing the
bigger brothers out of the market. Others are slower to follow,
too large to feel the ripples or too big to free themselves
from the chains of older forms of organising.
leaders know at heart that something needs to change; we have
to re-shape our organisations to ensure they are fit for purpose
and fit for the humans who work in them. Even large corporations
will eventually have to adapt to the changing demands of the
world or face extinction like the dinosaurs. And there are
a myriad of new methods and approaches out there. This makes
it all the more confusing. Are they competiing methodologies?
Are they all proven? Do they work for all types of companies?
How do I go about choosing which one(s) is (are) right for
- Agile - Responsive Lineage
the most common and most well known methodsis Agile. Agile
developed in the software development industry, and as most
organisations have an IT department of some form, many organisations
may already have some Agile capabilities in-house. Agile itself
grew out of Lean, which itself grew out of Toyota Management
System, famous for Just-in-time, Kaizen and PDCA problem-solving.
While Lean lends itself to routine repetitive activities (like
manufacturing, hospitals, transportation etc), Agile works
for creative product development (software, design etc). But
Agile is relevant to all forms of organisational activity,
well beyond software. Responsive is an example of an approach
taking lean and agile principles a step further.
Outline and Delivery:
workshop itself will be delivered in a non-conventional way.
It will apply some of the principles of new ways of working,
organising and leading to new a way of learning. The workshop
will thus not be run in a classical training format with a
trainer at the front, giving a well polished presentation
of the various methodologies, with exercises, role-plays,
practice, discussions, all facilitated from the top. It will
be run using some of the new co-creative methodologies being
to the Agile
Beyond Software page for more information.
your operations run smoothly? Are you able to eliminate waste?
How do you reduce costs? Are you able to run your business
sustainably? What is blocking your workflow?
are group teleconference workshops (teleclasses) that we offer
as part of lean-flow management training. For more detail
go to workshops.
DOES LEAN SO OFTEN FAIL?
has been around for 30 years, yet very few organisations in
the West have really gained the expected results. Why? We
will explore 5 areas why lean often fails or does not deliver
on technology rather than on people
introduction, poor integration
poor strategy implementation
management commitment to lean
will share some workplace experience with others related to
lean failings, learn at least one key point or skill. The
module is for those who
are possibly wondering why they are not achieving what they
were hoping for from lean, or who want to be aware of the
potential problems and pitfalls when implementing lean.
BY TELEPHONE (GROUP COACHING). Offered On Demand.
is an overview of our LEAN-FLOW MANAGMENT workshop modules:
INTRODUCING LEAN-FLOW THINKING
5 x 1-hour module course is a basic introduction to lean,
with a particular focus on how its principles could be applied
in your workplace. The course is structured:
A-1: Overview of lean-flow systems
Basics of lean organisations
Relentless waste reduction
Total feedback loops
TOTAL LEAN-FLOW OPERATIONS
10 x 1-hour module course looks at the various practical principles
of lean thinking for organisations, focussing on how the principles
could be applied in your workplace. The course is structured:
Total Flow Management (delivery)
Value Stream Mapping
Kanban System (Nagare Card)
Levelled Flow Management
Total Productivity Management (cost)
Total Preventative Maintenance (TPM)
Total Quality Management
The Kaizen Way
Total Quality Control (TQC)
Total Service Management (people)
more detail of the workshop, click on the links A
(titles above). To view when the teleclasses are scheduled,
go to master schedule.
To take part please use the registration
form for the course or module, as well as to purchase
It is important to note that lean is not primarily a cost-cutting
exercise, but rather a way of creating client value in the
most effective way. Nor is lean an isolated process or technical
exercise, but rather it is a holistic way of managing, which
requires as much, if not more, attention to the human side
as it does to the technical side. Most of the above is technical.
In order to achieve the most from the technical side it is
important to consider the modules in E:
Hitozukuri, and indirectly in C
and D too.
WHAT IS LEAN?
is lean-flow and why is it important?
is an integrated business system and leadership philosophy involving
ALL employees in pursuing to create perfect client value as and
when (and only as and when) needed, with a minimum of effort (cost)
and toxicity (pollution). It is driven by econonomies of time (rather
than scale) in constantly and consistently pursuing the elimination
of waste, variation and workflow blockage while striving to continuously
improve client value. Lean is underpinned by 3 basic principles,
the 3 Ps.
lean was originally conceived as a cost-reduction exercise, and
as as such is still relevant today, its relentless drive to eliminate
waste makes it even more relevant in our times of environmental
concerns and sustainability. The mother of all wastes, according
to Seiiji Toyoda, is overproduction - this is not only relevant
to costs, but more importantly to reducing disposal of toxins and
wasted materials into our environment.
of the distinctive features of a lean organisation is that it pays
more attention to its horizontal flow (workflow, feedback
loops), so across the organisaion, than to its vertical flow (deparmental
flow) up and down the organisation. This enables the organisation
to be centred around clients at the end of the horizontal flow much
is important because it better serves clients and the common good,
while at same time minimising waste and toxicity. From communication
and work flow to cash flow - lean has been described by practitioners
the most effective wealth-creating approach ever, and it does so
in a highly sustainable way.
Stream Gemba Walk
of Lean Accounting
on 25 years of Lean