OUR VISION is to be the highest quality and most reliable partner for our clients on their lean journey to become the most efficient and effective competitors in their industries.
Our mission is to help our clients quickly implement flexible and sustainable lean processes, organizations, products and services and to continually improve their performance.
Distilled from the ground-breaking business philosophy that set Toyota on the path to global success, Lean Management is far more than a management consultancy toolkit. Instead, it is a profound change of corporate culture, from the bottom of your organisation to the top, that perceives value from the customer’s perspective and gears everything you do towards optimising that value. It is the foundation of a long-term process of continuous improvement that will transform your business.
Developed in the automotive world, the beauty of Toyota Way (トヨタウェイ) is that it applies equally well across all business sectors. Reducing lead time, supply chain management, improving quality, cutting costs and enhancing the motivation of your people… every change that Lean brings about must satisfy one key criterion: it must benefit the customer.
A Lean business model is the embodiment of our philosophy: “Kaizen. Zero waste implemented!(改善,ムダゼロ達成!) Not cost-cutting for its own sake, but the process of putting into practice long term, sustainable efficiencies that increase profitability at the same time as improving value for your customer.
You might call it a win-win. We call it Lean Management.
OUR VALUE PROPOSITION
We listen to our clients. We are trusted counsel to business leaders. We mentor and build people’s capabilities and therefore we deliver better results for our clients.
We provide tangible Lean Management Expertise (トヨタウェイ), not idle talk. We develop sustainable Lean Solutions across various industries throughout the world. We implement. We are passionate about what we do. We are Lean experts.
Our approach is based on the basic Principles of Lean:
- Define value from the standpoint of the customer
- Identify value and remove waste
- Replace waste with value
- Continuously improve
Introduction to Four PrinciplesMore About Four Principles
Introduction to LeanMore About Lean
We have helped optimise businesses across many sectors and in many countries.
Operating Model Redesign & Implementation in the Public Sector
THE PUBLIC SECTOR IS A VITAL ASPECT OF ANY SOCIETY AS IT IS RESPONSIBLE...Category: Expert Opinion
Applying Lean Digital in Government Ministries
IN TODAY’S FAST-PACED TECHNOLOGICAL WORLD, LEAN DIGITAL HAS BECOME AN ESSENTIAL TOOL FOR BUSINESSES TO IMPROVE...Category: Expert Opinion
How Lean Digital Aviation is Changing the Aviation Industry
LEAN DIGITAL AVIATION IS A RAPIDLY DEVELOPING APPROACH THAT IS CHANGING THE WAY AVIATION BUSINESSES OPERATE....Category: Expert Opinion
Sustainable cost reduction
‘We achieved product cost reductions of up to 7% and have also reduced our inventory over 60%’
‘Take-out customer wait times dropped from over 20 min to below 2 min’
A Clear Structured Approach
‘With Lean we are now structured and work systemically and that ensures quality, besides efficiency and productivity’
FAST AND SUSTAINABLE IMPROVEMENTS
Average daily output increased by 119% and productivity increased by 109%
‘We have completed implementation of the Lean principles on more than 50% of our machines. Our indicators are very positive with machine output varying between 17% and almost 90% improvement’
Better Space Utilization
‘We managed to reduce our inventory which resulted in a 28% space reduction in the distribution center and the branches’
Reduced lead times
‘We were able to reduce our lead times by 43%, which means we were able to produce almost the same amount of products in half the time’
QUICK AND MEASURABLE IMPROVEMENTS
‘The rate of daily consumption of supplies per patient was reduced by up to 20% and reduced the waste of unutilized time of the nurses by up to 30%’
The Perfect Store
‘Today, the entire Zohoor Alreef team has understood through Lean that the “Perfect Store” is a shared aspiration that can only be achieved through Kaizen or continuous improvement.’
‘Reduced turnaround time of our sales and delivery trucks by 70%’
Reduced customer waiting times
‘We reduced the time the customer spent waiting in our reception area by 55%’
‘We were able to achieve something that we thought is beyond our abilities’
Improved manpower utilization
‘We have managed to avoid losses of over 300 productive manpower hours per month’
Short delivery times
‘We improved the preparation time for home delivery orders and dropped it from 31 minutes to 16 minutes’
EXPONENTIAL PRODUCTIVITY GROWTH
‘After implementing Lean improvements and keeping the same resources, we achieved an increase in sewing productivity by 292% and an increase in embroidery productivity by over 1500%’
Retail Sector Sustainable Improvements
‘The in-store inventory was reduced by over 30% while maintaining an availability of core items of over 99%’
‘Final result was that our sales net promoter score increased by 25% and the service net promoter score increased by 5%’
‘The overall new vehicle delivery lead time was reduced by 43%. The positive results led to an increase of 65% of the average conversion ratio per salesman for new guests’
Improved on-time delivery
‘We improved on-time delivery to the guests by 113%’
The real success
‘We can now produce for customers based on demand, and this ability and flexibility allows us to save time and money. That’s the real success here’
‘We were able to achieve a 47% space reduction in our production areas and warehouses’
Significant Lead Time Improvements
‘Transfer of vehicles from and to branches dropped from 15 days to 1 day and the insurance approval lead time from 7 days to half a day’
IMPROVED CUSTOMER HAPPINESS
‘Great results for our customers such as 72% decrease in customer wait times, 20% decrease in customer service times, 59% improvement in the number of customers served on time’
SALES AND PRODUCTIVITY INCREASE
‘Sales were increased by 4% in comparison with other branches and logistics staff productivity was increased by 56%’
‘We have increased our output from that machine by 20% and the availability of the machine by 32%’