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The Lean method is an approach to process management and improvement that has as its main objective the creation of customer value by minimizing waste, inefficiencies, and unnecessary activities. Born in the industrial sector, Lean is now successfully applied in many sectors: services, healthcare, IT, public administration, and startups.
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| Lean methodology Infographic |
The Origins of the Lean Method
The Lean method was born in Japan within the Toyota Production System (TPS), developed starting in the 1950s. Toyota was looking for a way to produce with high quality, low costs, and great flexibility, even in a context of limited resources. From this experience, principles were born that, over time, have been formalized and spread globally under the name "Lean Thinking."
The Concept of Value
At the heart of the Lean method is the concept of value, defined exclusively from the customer's perspective. An activity is considered valuable only if:
- the customer is willing to pay for it;
- it transforms the product or service;
- it is performed correctly the first time.
Anything that doesn't meet these criteria is potentially a waste.
Waste According to Lean
Lean identifies seven (sometimes eight) main types of waste:
- overproduction;
- waiting;
- unnecessary transportation;
- excessive processes;
- unnecessary inventory;
- unnecessary movements;
- defects and rework;
- failure to utilize people's talents.
Reducing or eliminating this waste makes processes smoother and more efficient.
The Five Principles of Lean Thinking
The Lean method is based on five fundamental principles:
- Define value from the customer's perspective.
- Map the value stream, identifying all the activities in the process.
- Create flow, eliminating interruptions and bottlenecks.
- Establish a pull system, producing only what is needed when it is needed.
- Pursue continuous improvement (Kaizen).
Lean Method Tools
Lean uses numerous practical tools, including:
- Value Stream Mapping;
- 5S;
- Kanban;
- Kaizen;
- Just In Time;
- A3 Problem Solving.
Tools are important, but Lean is not just a "toolbox": it is above all a way of thinking.
Why adopt the Lean method
Organizations that adopt the Lean method can achieve numerous benefits:
- reduction of operating costs;
- improvement in quality;
- faster response times;
- increased customer satisfaction;
- increasedGreater people involvement.
The Lean Method: From Theory to Practice
The Lean Method is not just a set of principles or tools, but an operational mindset that guides daily decisions. Understanding Lean means observing real processes, questioning established habits, and continuously improving the way you work.
What does it mean to adopt the Lean mindset?
Adopting a Lean mindset means changing your perspective. We no longer ask ourselves, "Are we working hard?", but:
- Are we creating value for the customer?
- Is the process simple and fluid?
- Are problems hidden or addressed?
In Lean, mistakes aren't guilt to be punished, but learning opportunities. People are actively involved in improvement, because those who work on the process every day are also those who know it best.
Applying the concept of value: a practical example
Imagine a service company that manages customer requests. The first step in Lean is to ask: What activities does the customer perceive as value?
Filling out duplicate forms, waiting for internal approvals or correcting errors doesn't generate value, even if it requires time and effort.
Applying Lean means:
- eliminating unnecessary steps;
- streamlining approvals;
- designing the process so it works right the first time.
Mapping the process to make waste visible
One of the most effective tools is Value Stream Mapping. It maps the actual flow of the process, from start to finish, including waiting times, rework, and handoffs.
It often turns out that:
- The total process time is much longer than the actual work time;
- Most of the waiting time is invisible;
- Many problems are systemic, not individual.
This visualization helps teams understand where to intervene, based on real data, not perceptions.
Creating flow: working smarter, not faster
A common mistake is thinking that Lean means "running faster." In reality, Lean aims to reduce interruptions and work backlogs.
In practice, this means:
- limit the number of ongoing activities;
- complete one activity before starting another;
- balance workloads.
Tools like Kanban help make work visible and maintain a constant flow.
The Pull System in Practice
In Lean, you don't work to fill time, but in response to a real request.
In an office context, this can mean:
- managing activities based on customer priorities;
- avoiding backlogs of pending cases;
- producing only what's needed, when it's needed.
Continuous improvement: small steps every day
Kaizen is the heart of the Lean method. We're not looking for major revolutions, but small, frequent, and shared improvements.
In practice, this means:
- Short, regular meetings to analyze problems;
- Experimenting with simple solutions;
- Measuring results and adjusting.
Continuous improvement becomes part of daily work, not a one-off project.
Lean as a culture, not a project
Many Lean failures arise from treating it as a temporary initiative or from applying only the tools.
Truly adopting the Lean method means:
- present and consistent leadership;
- listening to people;
- fact-based decisions;
- constant attention to the customer.
Conclusion
The Lean method is not a quick fix or a management fad, but a structured path to cultural transformation. Applying it means putting the customer at the center, valuing people, and committing to continuous process improvement.
The Lean method only comes to life when theory translates into daily practice. It's a journey that requires discipline, open-mindedness, and involvement throughout the organization.
When Lean becomes a shared mindset, the results are not only more efficient processes, but also more resilient organizations and people who are more aware of the value of their work.
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