In order to reach your goal and to be a business that continuously improves you need to know where you currently are. The scoping template aligns with the ‘Your Way’ methodology as they both focus on influencing the desired behaviours and application of the GIVE Model throughout. The scoping tool tells you where you are and the complete methodology supports you to improve this score.

Process
For each process you work or for each value stream you will need to complete a separate template. The template is separated into 4 levels of staff, those that work the process, the team leaders, area/senior managers and directors/owners as in the majority of businesses we have worked this is how they can be grouped. You score each statement from 0-4 dependant upon what you see when visiting the area and speaking to the relevant level. ensure you utilise the comments field to note what you see.

Output
Once you have completed the template you will be provided with a score and a ‘Your Way’ level identifying where you can focus on to improve and work towards developing your CI culture.

You can download your free copy of the template here:
Download Scoping tool - Your Way V1.1

I hope you manage to use this template and it helps you to move forward as a operation, I would welcome any feedback on this tool as we continuously try to improve what we do to GIVE you the support you need.

On with the improvement

Lee

What is waste?
Waste is anything that does not add value for the customer. Traditionally wastes have been grouped together under the following acronym SWIMTOO they are:

Scrap/rework – anything that is a defect or failure, do you ever have to redo something?
Waiting – do you ever find yourself waiting for the process before you to hand you something so that you can begin, or waiting for a phone call, or does your customer have to wait for you to find them their required product?
Inventory – do you have too much of a particular thing or not enough of another, if you work an office do you have a stockpile of items to be worked
Motion – do you have to move about unnecessarily, if you are making a cup of tea is everything located closely or do you have to travel the kitchen to get everything?
Transport – once you have your product or a piece of your product do you have to move it elsewhere for it to be completed/worked on?
Over production – do you make too many of something, when you photocopy something do you make 1 extra just in case? Why?
Over processing – if a customer expects a certain service do you bend over backwards to give them more? Is that necessary?

There are also others….

People – do you over burden your people or under utilise a certain skill someone has
Communication – does unclear communication drive unnecessary customer contact
Opportunities lost – do you do all you can to win or keep customers during your interactions with them
Duplication – do you or do you make customers duplicate their actions/answers

Look around your organisation and can you see any of them?

I would encourage you to open your eyes to the above and utilise our GIVE model if you want to answer “how can improve my business”
GIVE Model

The goal is to reduce waste, identify the waste as described above, make it visible and quantify it and then engage with those that work the process to remove it. To remove it you can use our PET problem elimination tool to facilitate your improvements, all available completely free. PET and other tools

As always our complete methodology aligns and will support you through this, if you haven’t already subscribed to this site then please do, on doing so you will receive free videos on GIVE and PET as well as influencing behaviour and a unbeatable offer on our complete methodology.

On with the improvement

Lee

YOUR WAY – 21 Step Business Improvement methodology

A FULL suite of tools that will facilitate breakneck results for your business. £49.99
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Scoping tool – how effectively do you improve?

A Full Scoping tool for use in your business to benchmark yourselves against what we believe the desired behaviours are at each level of a continuously improving organisation
More info on Scoping tool can be found by clicking here.
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The GIVE Model – The perfect way to PDCA…

This is the underlying DNA of YOUR WAY. FREE DOWNLOAD
More info on the GIVE model can be found by clicking here.
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They 3 main things I have been asked are:

What is my take on this?

How can it be tackled?

How do you visualise it?

Therefore the aim of this post is to address these 3 questions from my perspective

My take on this ‘Failure Demand’

What is it? Failure demand as I define it, is any demand that is generated due to a failing in the process/organisation/company – collectively these are often referred to as an overall system, can you can visualise your whole operation as a system, the inputs, the outputs, the interdependent processes etc?

This type of demand is rife in Service Industries and there are many organisations who deal with this demand as their sole purpose.

Let me ask you a question, do you perceive any of the following to be failure demand ?

Person A who is going to the Hospital/Doctors for an appointment apart from to the maternity functions?

Person B who has got themselves into debt and chooses to use a Debt management company?

Person C who has just been put into prison?

Person D calling a contact centre to report a fault?

Person E progress chasing their bank loan application?

Person F has broken down at the side of the road and calls their roadside recovery company?

If we look at the definition above then all of the examples I believe to be ‘Failure Demand’ however not all the organisations would want you to remove 100% of that demand i.e. the debt management company or roadside recovery company. So this comes back to your purpose (step 2 of the “Your Way” methodology)

How can it be tackled?

Once you have defined your purpose as an organisation you know whether you should be trying to remove this type of demand wholly or not.

A large organisation in the UK I have supported with this, had a customer failure journey costing them over £500m per year and their actual purpose was to generate revenue by providing a working service and not expecting it to fail and having to fix it, so that was £500,000,000 wasted each year.

The approach I would take to tackling it follows a 4 step approach which focuses on Root cause analysis, this has to be completed by/with the management team and more importantly the people who work the process. I would do this initially under trial conditions to prove the approach before allowing everyone to capture everything as you will need to refine it as you gain a greater understanding of the specifics that are hurting you and generating failure demand.

The 4 steps:

1 – Define and agree an understanding of what you mean by the term ‘Root Cause’.

2 – Review with the team the way data is currently captured and does it give you the agreed root cause or not

3 – Develop a data capture mechanism to capture the root cause reasons for demand, I would have a high level selection criteria (to make analysis easier) followed by a box allowing for verbatim comments to capture the true root cause.

4 – Visualise and review the data, feeding back to all interested parties, identifying any opportunities for improvement and implement those quick wins

As you can see the above aligns to the GIVE model, the GIVE model is the approach that will allow you to improve your organisation and that’s why we ensure it underpins everything we do.

How do you visualise it?

The visualisation of failure demand is dependant upon your operation, if your operation is small to medium and you receive growth and cost demand then I would encourage you to plot your findings on a Value/Irritant model this is shown in “Your Way”. However if it is majority failure demand you receive in a particular department, I would say a run chart to display the quantity and a pareto to allow you to prioritise the main reasons for demand followed by a sheet to enable you to problem solve, showing problem,cause & solution.

Once you have visualised it remember the E of GIVE is to:

Enable those who work the process to ELIMINATE it, and continue this cycle ensuring it becomes business as usual activity.

On with the improvement

Lee

How many methodologies are there? e.g. Lean, Six Sigma, Systems thinking, TQM, Theory of Constraints etc etc

How do you determine your favourite?

What does continuous improvement mean?

And more importantly -

Do I need a favourite?

I have had many conversations with different  people over the last few months on this subject and can put people into buckets like a child receiving a new toy, these are:

1) On receipt of a new toy Child A still preferes to play with their old ones.

2) On receipt of  a new toy Child B disregards their previous toys and plays with the new one.

3) On receipt of a new toy Child C tries to integrate their new toy in with their others (where possible).

4) On receipt of the new toy Child D prefers to play with the packaging.

Before I go on, which child do you think you are, when it comes to reading/learning about a ‘new’ continuous improvement methodology? please think about this before moving on.

OK, this is how I perceive the scenarios above:

If you answered Child A then this new toy wasnt really needed or asked for, in business you have a team/organisation resistant to change. You as a individual may need to accept you need to change first and adopt the new methodology if you/your business have problems or are not meeting your customer requirements.

If you answered Child B then this is probably a slightly spoilt child or one that gets too many toys, remember here though the child will disregard the latest toy when a new one is received. In business I would argue that these are probably the most dangerous. If this is you are you really allowing the initial initiative the time to embed and sustain? or as a individual I would argue you may not truely understand the priciples/benefits of first one, then the second one etc. Do you read one book and then that is your favourite methodology, then the next book you read that is your favourite etc? if this is the case try and look at the principles of each before jumping ship and ensure you have applied them. 

If you answered Child C this is the child who is open to change and arguably the most grateful. In business this can be likened to a company understanding their problems and doing what is best for them and not just changing to the latest learned method because that is what is done. As a individual you look at all you have learned and look at the problems you face and address them using the most appropriate method. You are always trying to and are open to learning but aware of everything you know.

If you answered Child D then really you didnt need the toy or understand what it could actually do for you, in business if this is you, then you are likely to get a lot of ‘new’ methods but not really understand why and they don’t sustain. You have a tendency to introduce a tool or two but not really understand what the true principles of it are. 

Did you perceive the meanings the same as me? if not, please let me know.

The whole foundation underpinning Lean Secrets “Your Way” is not being a slave to a particular method e.g. Lean, it is all about supporting/coaching you to identify what is preventing you from meeting your customer needs and giving you a structure to getting closer to satisfying those needs.

On with the improvement

Lee

Cheers

Lee

I have seen and worked in different organisations where they have developed their own 5Ss, but, the principle behind what they want to achieve by applying them is the same. I have known both Sort, Set, Shine, Standardise & Sustain and Sift, Sort, Sweep, Standardise & Sustain, I am sure there are probably more. If we look at the Japanese 5S’s these are seiri, seiton, seiso, seiketsu and shitsuke translated these are  Sorting, Straightening or Setting in order, Sweeping or Shining or clenliness/systematic cleaning, Standardising, Sustaining the discipline or Self discipline.

The phases of 5S

Sorting

The first stage is all about removing all the unnecessary tools, parts, paper, books, instructions, posters etc so you can only do this when you define your exact requirements for that role in the process. Go through everything, an option you have is to tag everything you deem unnecessary store this in one area and hold for a period of time, then see if any other step requires the item(s) before disposing. 

Straightening or setting in order

There should be a place for everything and everything should be in its place. The place for each item should be clearly labeled and/or identifiable. Items should be arranged to allow for efficient workflow, with equipment used most often being the most easily accessible. You should consider health and safety aspects such as bending etc to reach frequently used items and minimise this where possible.

Sweeping or shining

Clean the workspace and all equipment ensuring you keep it clean, tidy and organised. once you have defined the next phase (standard) ensure at the end of each shift,  you clean the work area (if required) and be sure everything is restored to its place. This makes it easy to know what goes where and ensures that everything is where it belongs. Maintaining clenliness should be part of the daily work and not seen as a add on or additional duty.

Standardising

Once you have Sorted your work area and aligned it to the process by setting it in order then you have then cleaned the work area. You are now ready to standardise your current area, our definition of a standard is “an OK condition” the current best way. All work stations for a particular job should be identical where possible in terms of materials etc for the role. All employees doing the same job should be able to work in any place with the same tools that are in the same location in every station. Everyone should know exactly what his or her responsibilities are as the standard should be visually displayed.

Sustaining the discipline

The most difficult S is the 5th one to Sustain the Standard by maintaining and reviewing regularly. Once the previous 4 S’s have been agreed by the people who do the particular task this becomes the new way to operate. Ensure you maintain focus on this new way and do not allow a gradual decline back to the old way by applying PDCA, the standard is the PLAN, the current condition is the DO, your visual standard allows you to CHECK and the ACTion you take to close that gap either maintains or improves the standard.

These principles are transferable and I would also recommend you apply these principles to your electronic files & folderson your computer network and even to the number of meetings you have, you may identify other areas where you deem the principles applicable that you can try.

Like what you see? Click below to download our brilliant 5S – Workplace Organisation training workshop

On with the improvement

Lee

The psychology behind influencing can be quite complex however we have developed a model, that we share with you in our 21 step methodology. YOUR WAY

I would always encourage you before you start any activity to think about what behaviours you want your people to display when you have successfully implemented lean or another improvement enabling programme.

Would you force someone to learn to drive if they didn’t want to?
Would you get a vegetarian to eat meat if they didn’t want to?
Would you get someone to catch the bus to work if for years they’ve always driven themselves?

We have probably all seen in an office environment resistance to applying 5S, or as they see it a reluctance to tidy their desk.

Without the skill/ability to influence the only thing we make easier is the likelihood of failure.

So consider the behaviours you want displayed and how you can influence these.

On with the improvement

Lee

If you want to make a difference to your business or life try applying some of the principles to the processes you complete.

We advocate lean as a complete methodology and not one off tools to be used however we would encourage you to give them a try.

Do you have too many meetings, try applying 5S to them??
Do you order too much stationery? Introduce a kanban??
Do you have a goal to achieve?? Apply our GIVE cycle. GIVE model

Like Einstein said the definition of insanity is doing the same thing over and over again and expecting a different result.

On with the improvement

Lee

Answer the following 9 questions in relation to your visual management to see if you can improve on it?

1) What is the purpose of the team?
2) What do the customers need from the output the team/business produce?
3) How does the visual management support the above two questions?

4) How effective does the team plan?
5) How does the team perform against this plan?
6) How does the visual management visualise the above 2 questions?

7) What things get in the way of the team producing their outputs?
8 ) What are the team doing about the above obstructions?
9) How does the visual management highlight the above 2 questions?

How did you do? Did you identify any further opportunities to improve your visual management? Is so, give them a go.

Also have a look at our GIVE model this is the DNA that makes up our methodology. GIVE MODEL

On with the improvement

Lee

Although the above is true with life, with Lean there are some things that can help you avoid failure. 

We have been made aware of many businesses over the last few years and witnessed in our early days as employees of large companies, struggling Lean transformations, this has allowed us to develop our 21 step “Your Way” methodology and understand how to avoid failing and for ourselves that failing was part of the learning process. However we don’t want you to fail, we want you to use our experience to deliver a lean transformation effectively and successfully, where you are the enablers to your achievement of YOUR goals.

4 Things you can do to help prevent failure:
Compelling need to change – For most change to be successful and for people to buy into it, there needs to be a reason to change. I have seen these be created by management rather than waiting until something is serious enough to necessitate change. So to prevent the “why do we need to change?” question being asked. Have a think about the “What’s in it for me” for individuals at each level, if things change how will it help them? And develop a need to change if there isn’t one already in this economically challenging environment,

Senior leadership commitment and role modelling required behaviours – If you are in a senior position, you need to change too. The shop floor or the office or the workshop are generally a mirror of the effectiveness of the manager. If you think the office/warehouse etc can improve then so can you. To introduce Lean and other Continuous Improvement methodologies successfully generally require managers to Go & See the work taking place, to fix problems where they occur rather than from behind a desk etc.

You definitely need a practise what you preach mentality a one off is not good enough it needs to be consistent and the behaviours repeated at all levels

“We are what we repeatedly do. Excellence then is not an act, but a habit.”

Aristotle
Engagement of the people doing the work – It is commonly known that the people who know most about a process are the ones who do it each day. So why are they not utilised more to be empowered to make the changes, this may require workshops with representatives from each step of the Value Stream. Engage the people who work the process, empower them to develop their improved standards and working practices and create a mechanism to enable them to continuously improve.

Standardise the principles and not necessarily the tools – A lot of consultancies have developed successful lean approaches however they are not always transferable to each team in each company they engage with therefore:

Before taking an off the shelf solution and letting consultants “do to”you. Understand fully the principles behind Lean & Continuous Improvement.

We see these as:

To identify waste → To visualise waste → To remove waste

Have a look at the GIVE model (GIVE Model) I created this to give you an approach to help you reach your goals, if you need further support try out “Your Way” methodology here: “YOUR Way” it is not tool based it is a series of 21 questions that enable you to reach your goal by identifying, visualising and removing waste as well as influencing the desired behaviours required to sustain the improvement.

Thanks for reading & remember if you want to join the other 2500+ people you can follow us on Twitter here:

http://twitter.com/leansecretsuk

On with the improvement

Lee

 As far as we know a Pareto is not a breed of Italian Parrot, nor is it a root vegetable. However you may be aware of the 80/20 rule and if you are then you will understand the principle of a Pareto.

What we at Lean Secrets believe it to be is a prioritisation tool, commonly used when presenting data during a lean transformation. It’s simplicity in visually depicting the main areas to focus on make it one of our favourite Visual Management tools.

Now then, where did it come from? Well it is named after the man who observed this 80/20 ratio first, he was Vilfredo Pareto who was an Italian economist. The original observation was in connection with population and wealth. Pareto noticed that 80% of Italy’s land was owned by 20% of the population he then tested this theory on other countries and we believe even tested this on the peas produced 80% of them came from 20% of the pods. In business this can be translated to 80% of your profits come from 20% of your customers, or alternatively 80% of your problems come from 20% of your customers also.

 If you want to create a Pareto without a pen,paper and ruler an option you could consider is excel.

 How to create a Pareto on Excel

 First of all populate your data into a table, and then sort it descending:

 Once you have this calculate the total of the amount column and the percentage each line is of the total (if that makes sense?)

Once you have this add another column and calculate the cumulative percentage

  Select all of the name column, the amount column and the cumulative %age column and click on the make graph icon.

Once this appears depending on your version of excel, if there is a custom tab for choice of graph or there is an option for a ‘Column/Line’ graph select this, preferably on two axis, if not, select a 2 column graph and right click on the Cumulative %age column and change to a line once you have produced the graph.

 Once you have added your titles and created your graph, make sure the axis are correct. The left hand one should go upto the total, in the example it is 147. Then the right hand axis should total 100, ensure both axis start at 0.

Good luck and remember you can email us to answer any queries you have, or follow us on twitter like over 2,500 others @leansecretsuk

On with the improvement

Lee

Lean Secrets believe using quotes can be a very important tool when introducing/implementing Lean/Continuous Improvement methodology. As Lean was born in Manufacturing these are sometimes classes as Lean Manufacturing quotes, however we believe these are transferable to all sectors.

 We have comprised a list below that we believe will allow you to engage with your audience and introduce Lean / Continuous Improvement concepts in an interesting way also proving that the concepts you are introducing are not new and are proven. When delivering any element Lean / Continuous Improvement we always use quotes and if you are lucky enough to have used our 21 Step complete methodology you will see our favourite Einstein quote his definition of insanity at the top of the worksheet “To do the same thing over and over again and expect a different result”.

If there are any more you can think of please send them to us, also if we have misquoted any of them please let us know:

There are so many men who can figure costs, and so few who can measure values. ~Author Unknown

“A bad system will defeat a good person every time.” – Deming 

“All we are doing is looking at the time line, from the moment the customer gives us an order to the point when we collect the cash. And we are reducing the time line by reducing the non-value adding wastes.” – Taiichi Ohno 

“An hour saved at the non-bottleneck is a mirage.” – Eliyahu M. Goldratt, The Goal

“Are you too busy for improvement? Frequently, I am rebuffed by people who say they are too busy and have no time for such activities. I make it a point to respond by telling people, look, you’ll stop being busy either when you die or when the company goes bankrupt.” – Shigeo Shingo

“Costs do not exist to be calculated. Costs exist to be reduced.” – Taiichi Ohno 

“Failure to change is a vice” – Hiroshi Okuda

“Finished goods are products that we have made that no one wants.” “Raw materials are products that we have bought that we don’t need.” – Tom Greenwood, Director of the University of Tennessee Lean Enterprise Forum

“I say an hour lost at a bottleneck is an hour out of the entire system. I say an hour saved at a non-bottleneck is worthless. Bottlenecks govern both throughput and inventory.” – Eliyahu M. Goldratt, The Goal

“If we reduce batch sizes by half, we also reduce by half the time it will take to process a batch. That means we reduce queue and wait by half as well. Reduce those by half, and we reduce by about half the total time parts spend in the plant. Reduce the time parts spend in the plant and our total lead time condenses. And with faster turn-around on orders, customers get their orders faster.” – Eliyahu M. Goldratt, The Goal

“Improvement usually means doing something that we have never done before.” – Shigeo Shingo 

“Kanban is like the milkman. Mom didn’t give the milkman a schedule. Mom didn’t use MRP. She simply put the empties on the front steps and the milkman replenished them. That is the essence of a pull system” – Ernie Smith, Lean Event Facilitator in the Lean Enterprise Forum at the University of Tennessee

“Make the bottlenecks work only on what will contribute to throughput today … not nine months from now. That’s one way to increase capacity at the bottlenecks. The other way you increase bottleneck capacity is to take some of the load off the bottlenecks and give it to non-bottlenecks.” – Eliyahu M. Goldratt, The Goal

“Tell me and I will forget, show me and I may remember, involve me and I’ll understand.” – Chinese Proverb

“The best approach is to dig out and eliminate problems where they are assumed not to exist.” – Shigeo Shingo 

“The only place that work and motion are the same thing is the zoo where people pay to see the animals move around” (not exact phrase) – Taiichi Ohno

“There are three kinds of leaders.  Those that tell you what to do.  Those that allow you to do what you want.  And Lean leaders that come down to the work and help you figure it out.” – John Shook

“We are what we repeatedly do. Excellence, then, is not an act, but habit.” – Aristotle 

“Where there is no Standard there can be no Kaizen” – Taiichi Ohno

“Why not make the work easier and more interesting so that people do not have to sweat?  The Toyota style is not to create results by working hard. It is a system that says there is no limit to people’s creativity.  People don’t go to Toyota to ‘work’ they go there to ‘think’” – Taiichi Ohno 

A bad system will beat a good person every time. ~W. Edwards Deming

A corporation is a living organism; it has to continue to shed its skin. Methods have to change. Focus has to change. Values have to change. The sum total of those changes is transformation. ~Andrew Grove

A relentless barrage of “why’s” is the best way to prepare your mind to pierce the clouded veil of thinking caused by the status quo. Use it often. ~Shigeo Shingo

Amateurs work until they get it right. Professionals work until they can’t get it wrong. ~Author Unknown

An environment where people have to think brings with it wisdom, and this wisdom brings with it kaizen [continuous improvement]. ~Teruyuki Minoura

Different isn’t always better, but better is always different. ~Author Unknown

Don’t waste time learning the “tricks of the trade.” Instead, learn the trade. ~James Charlton

Don’t water your weeds. ~Harvey MacKay

Everything can be improved. ~Clarence W. Barron

Great ideas need landing gear as well as wings. ~C.D. Jackson

He who rejects change is the architect of decay. The only human institution which rejects progress is the cemetery. ~Harold Wilson

I don’t like a man to be too efficient. He’s likely to be not human enough. ~Felix Frankfurter

I shall try to correct errors when shown to be errors, and I shall adopt new views so fast as they appear to be true views. ~Abraham Lincoln

If all efficiency experts were laid end to end – I’d be in favor of it. ~Al Diamond

If you don’t have time to do it right you must have time to do it over. ~Author Unknown

If you don’t know where you are going, you will probably end up somewhere else. ~Lawrence J. Peter

If you need a new process and don’t install it, you pay for it without getting it. ~Ken Stork

Improvement usually means doing something that we have never done before. ~Shigeo Shingo

Invest a few moments in thinking. It will pay good interest. ~Author Unknown

It is an immutable law in business that words are words, explanations are explanations, promises are promises but only performance is reality. ~Author Unknown

It is better to stir up a question without deciding it, than to decide it without stirring it up. ~Joseph Joubert

It is more than probable that the average man could, with no injury to his health, increase his efficiency fifty percent. ~Walter Scott

It is not the employer who pays the wages. He only handles the money. It is the product that pays the wages. ~Henry Ford, 1922

Thanks for reading remember you can follow us on twitter @leansecretsuk

On with the improvement

Lee, Lean Secrets

This approach will will enable you to improve your business.

An example of how not to implement lean into your organisation:

Credit to the video creator… Fantastic

http://www.leanblog.org/2010/09/a-video-showing-office-5s-gone-wrong/

Regards, David

During my Lean career I have been a strong advocate of the PDCA cycle and there has definitely not been enough stressed on its importance in some of the roll outs I have witnessed. One of my mentors stressed to me in the early days that. “PDCA is a fractal of Lean” basically in everything we do at every level PDCA is applicable and should be followed. Whether it be a 5S standard (or any standard), a SOP, QCD process performance measurement, a lean implementation plan or a team meeting etc. then it should be followed to ensure we continuously improve. That one cycle I would argue is the single most important factor in enabling any business improving. In my experience companies believe they are OK at planning and the doing however the checking and acting appear to be neglected in a high percentage of occasions.

Despite all this I have not developed GIVE model to replace PDCA as I see PDCA as the glue that holds the GIVE model together:

Step 1 – Goal – Where do you want to get to? What do you want?
Without intentionally oversimplifying the PLAN in PDCA to understand truly where you want to get to you need a PLAN

Step 2 – Identify – Where you are now & the blockers stopping you from achieving your goal?
This is all about the Do & Checking part of PDCA but ensuring you capture and understand where the gaps are between the PLAN and the DO.

Step 3 – Visualise – & quantify the blockers stopping you.
Now you know what is stopping you, lets make it visible, only when you see a problem can you fix it, or remove the blocker

Step 4 – Eliminate– The main things stopping you from achieving your goal and continue to do all the things that are aligned to your goal
This is all about the removing the blockers and to do this follow PDCA

This is why we have created the GIVE model as it is fully supported by PDCA and has not been developed to replace it, this model is a fundamental part of the Lean Secrets “Your Way” methodology.

Feel free to sign up to our newsletter or GIVE the full Lean Secrets “Your Way” methodology a go if you are having trouble making a sustainable change to your business/team.

Download the GIVE model for FREE here:
GIVE model

You can also follow us on twitter @Leansecretsuk

On with the fun

Lee

Lean Secrets are a forward thinking partnership committed to enabling you to make sustainable improvements to your team/business/organisation.

We have developed a 21 step “Your Way” methodology to provide you with all you need to make significant steps to improve your profits by reducing your operating costs. The methodology incorporates Lean and Systems thinking but its foundations remain with the Toyota Production System. As well as focussing on a proven structure supported by tools it helps you to identify if you are delivering what your customers want, what behaviours you require from your people and how to influence those behaviours while ultimately reducing your blockers to achieving your goals.

The methodology we are offering comes with a full money back guarantee because we are that confident in what we are offering. The methodology incorporates the PDCA cycle th rough our GIVE model.

We also offer a full consultancy if you feel that’s what your company requires

We hope you have as much success using this as we have and remember we are committed to enabling and supporting you to reach your companies goals in these especially trying global economical times.

Feel free to sign up to our newsletter or GIVE the full Lean Secrets “Your Way” methodology a go if you are having trouble making a sustainable change to your business/team.

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On with the improvement

Lee & David

Have you ever tried to improve your business but found the results don’t sustain?

Have you ever felt like you could do something to improve your business but are unsure what to do or the steps to take?

Have you ever heard your customers complain because they aren’t getting what they need from you?

Have you ever considered how some businesses improve their performance and others remain static or perform worse?

Have you ever wondered what some companies pay thousands of pounds/dollars a day to consultants for?

Do you feel like you are constantly fire fighting?

Do you want to have more operating cash flow without having to increase sales?

Are you committed to improve your team / company / organisation?

If you said ‘yes’ to any, or, all of those questions, then we know how you feel, and know hundreds of people that have felt the same, therefore, after gaining many years experience introducing Lean and other Continuous Improvement initiatives in Private & Public sector organisations across Service, Finance, Customer Contact, Transactional & Field environments, we are proud to make available to every Organisation/ Team/Manager/Change Manager/Director a step by step methodology detailing a proven approach to reducing bad costs/waste in any business.

Because we truly believe in enabling the individual/team/company/organisation we are giving you:

• Access to a suite of over 10 files to help you plan, visualise and execute your improvement
• Access to a dedicated forum where like minded people can discuss their improvements and share best practise

And

• We are offering you the chance to make considerable sustainable improvements, via the 21 step improvement plan that details what you should do, how to do it, where to do it and who you should involve for only £49.99

A Full suite of tools for only £49.99, For a consultant to follow the same methodology will cost you thousands!!!

We often say if you think something sounds too good to be true then it generally is, however, to enable us to achieve our Goal:

Our Goal statement to be achieved by January 2014 is:

We want to save 10,000 businesses

We want to enable 100,000 leaders

We want to enlighten 1,000,000 people

Then we need to price it to cover our costs and make it accessible to everyone!!

We also need to ensure there is no risk for you that is why we are offering you a 100% money back guarantee, if you have not seen improvements in your business in 3 months and have successfully completed 2 of the action plans then we will return all of your £49.99 fee

You are probably asking “why are you charging for this and not giving it away, if you want to achieve your mission statement of enlightening 1,000,000 people?” WELL it has been proven that you are more likely to complete something if you have had to make an initial outlay. THEREFORE because we want you to commit to and fully complete this methodology, at £49.99 we feel it is low risk enough for every company and if you are still wary of the risk we will completely minimise it by offering a total money back guarantee if you are not completely satisfied and no improvements have been made.

So if you want the key to unlocking the secret potential of your business click here now ….

“Your ability to explain your methodology and objectives in a very simple, plain English, no project-speak style has been really useful. You’ve enabled us to use some very simple but powerful thinking to capture the attention of our sponsors and gain their buy in….,.”

The latest company to adopt the LS approach are a small, 4 branch, electrical contractors based in the North West of England, once they had completed the first few steps their manager Bob enthused:

“This has really made me think about the measures we currently use as they don’t actually say whether we are giving the customer what they want”

They are currently still completing the worksheet, remember this is not a quick fix, it is a step by step methodology to enable you to make sustainable benefits by showing you – where your company currently accepts waste/bad costs and how to remove them ensuring they are aligned to your purpose!

S. a lean analyst commented

“When we solve some of these issues I think it will be massively revenue impacting, for billing as well as customer services. I know in the new year we will start to see the benefits from this. I feel as though your experience and ideas are profound…”

D. from a large communication business in the UK said

”My department had undergone a so called Lean transformation, which involved consultants com ing in and carrying out a model office project… We all had tidy desks but in reality were still giving our customers the same level of service. As there were no real benefits both to ourselves and our customers the project didn’t sustain. Also the consultants told us what to do along every step of the way, we had little involvement in improving things for ourselves. This prompted me to research Lean, what I actually found is that what was ‘done to’ us was not actually lean at all… I then found the simple 21 step approach, Me and my team worked through it and the results were amazing. The approach made us realise that we were not measuring the right things to drive any improvement. The approach enabled us to quantify the size of our real issues. We then made our action plans and started to eliminate them one by one. Now we receive hardly any complaints and always get the jobs done on time, without having to re-do work again and again like before.”

P. from a large Public Sector organisation said

“The approach’s simplicity allows it to be ever more so effective, and because of its simplicity so many people often over look it and try to over complicate it”

If you have any comments/feedback etc to the approach or have any problems that you want solving please get in touch and we will work together to solve these issues.

Finally, can we ask, if you know of any organisation/business/individual that may benefit from this approach please share this site with them as collectively we will enlighten 1,000,000 individuals breaking them free from conventional thinking to enable continuous improvement.

Click here to download the full “Your Way” Methodology

http://twitter.com/leansecretsuk

Each of our clients are different and their individual consultancy requirements are varied therefore we offer tailored support to meet YOUR and YOUR customers specific needs.

If you want to explore further how LS Consultancy services can assist you then please do not hesitate to get in touch so we can help you develop “YOUR WAY” to achieve YOUR goals.

Follow us on twitter:

http://twitter.com/leansecretsuk

We have provided you with the methodology a series of upto 21 carefully constructed questions, to be answered fully & honestly each with supporting tools, pointers and the opportunity to ask us questions twice weekly via an online chat to allow us to coach you through this.

Alternatively we also offer a complete consultancy if your specific requirements mean you need dedicated 1-2-1 support throughout or part your transformation.

We are all about doing things differently and focus on RESULTS!

Follow us on twitter:

http://twitter.com/leansecretsuk