What do you perceive?

We all hear myriad of different workplace euphemisms daily; office jargon which makes us think of David Brent and cringe. Many of these phrases have become so common place we don’t even notice this information cascade. One such phrase has stuck with me and I often think about it - ‘perception is reality’ Let’s think about that statement. Perception is reality. What you or I derive from any given action or situation based on our life experiences is the state of things as they actually exist. Not strictly true of course, this is our reality. And so applying the same set of actions or situation to a different set of experiences will produce a different reality.

How Lean Transformation Delivers Growth

All too often we witness organisations that regard lean transformation as a downsizing exercise. It’s true that some of our clients absolutely need to reduce their cost base to remain competitive or to continue to deliver the required service. But most of them do not need to stop there – the key challenge becomes one of how to then ‘cash in’ on the gains made through transformation to deliver growth.

What came first - the chicken or the egg?

The generally accepted answer to this age old question is that the egg came first. But what comes first when improving an organisation, the people or the process?

Why do we need to talk about Purpose?

With Service Lean talking about Purpose is often the starting point. We begin by asking ‘what is your Purpose?’ Many teams do not understand, or even disagree about, their purpose as it has never been considered. A Mission Statement is often quoted which has a tendency to state that we want to be the best at what we do, but this does not explain the true Purpose of the organisation.

What Return is your CI Programme Delivering?

Imagine … what would an organisation look like that was delivering 10x ROI

Is my lean programme sustainable?

Your improvement programme is in place to deliver improvements to your organisation right? Working out how to deliver significant gains year on year is a real challenge for those leading this type of activity.

Are lean geeks killing my improvement programme?

Does anyone out there know a "lean geek" To be honest I know I have played that role. The "lean geek" is the person who cannot help but see all the waste in the system and can't help but tell you about it. They can be preachy and smug and inflexible in their approach because they won't be satisfied until all the waste is gone. They're not happy unless everyone is a purist.

What is a good return on investment from lean?

Many of our clients have improvement initiatives underway before we engage and ask just what degree of return should they be expecting from a lean transformation programme.

How do I Improve without defining ‘Improvement’?

How many organisations out there run a transformation improvement programme without the dedicated involvement of the senior leaders? We have seen quite a few – but the question is why? What is it that disengages these leaders from their improvement programmes?

Isn’t Lean Just Common Sense?

When explaining the success of a recent lean improvement event to a friend she asked “that’s a great result but isn’t that just common sense?” This is something that you may hear quite often from people who are not directly associated with the problem being solved or haven’t personally been responsible for implementing change. But it does beg the question “why isn’t common sense common practice?”