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Overview

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 Lean Management 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!” 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.

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Introduction to Four Principles



What is lean?

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  • Space Reduction

    We were able to achieve a 47% space reduction in our production areas and warehouses

    Nasser Gharama, General Manager Lamina

  • Sustainable cost reduction

    We achieved product cost reductions of up to 7% and have also reduced our inventory over 60%

    Wadah Ali, Plant Manager

  • Increased output

    We have increased our output from that machine by 20% and the availability of the machine by 32%

    Aiman Al-Masri, President and Chief Executive Officer

  • IMPROVED NPS

    Final result was that our sales net promoter score increased by 25% and the service net promoter score increased by 5%

    Dr. Khalid Alkarimy, Managing Director, Operations

  • Improved manpower utilization

    We have managed to avoid losses of over 300 productive manpower hours per month

    Aiman Al-Masri, President and Chief Executive Officer

  • 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

    Sinan Al Saady, Vice-Chairman

  • Astonishing improvements

    Take-out customer wait times dropped from over 20 min to below 2 min

    Eng. Abdulsalam A. Alarify, VP Business Development

  • Reduced customer waiting times

    We reduced the time the customer spent waiting in our reception area by 55%

    Bernd Schwendtke, Senior Managing Director

  • 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.

    Jim Ragsdale, Chief Executive Officer

  • Continuous improvement

    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

    Aiman Al-Masri, President and Chief Executive Officer

  • Retail Sector Sustainable Improvements

    The in-store inventory was reduced by over 30% while maintaining an availability of core items of over 99%

    Waleed Alkhaldi, Chairman

  • 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

    Sinan Al Saady, Vice-Chairman CGS Group Saudi Arabia

  • 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

    Hani Alsaleh, CEO Arabian Hala (AVIS)

  • Better Space Utilization

    We managed to reduce our inventory which resulted in a 28% space reduction in the distribution center and the branches

    Ahmad Almoliki, Business Development Manager

  • Unlocking potential

    We were able to achieve something that we thought is beyond our abilities

    Sinan Al Saady, Vice-Chairman CGS Group Saudi Arabia

  • Short delivery times

    We improved the preparation time for home delivery orders and dropped it from 31 minutes to 16 minutes

    Eng. Abdulsalam A. Alarify, VP Business Development

  • Improved on-time delivery

    We improved on-time delivery to the guests by 113%

    Bernd Schwendtke, Senior Managing Director

  • A Clear Structured Approach

    With Lean we are now structured and work systemically and that ensures quality, besides efficiency and productivity

    Marcel Grünenfelder, Managing Director

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Our Work

We have helped optimise businesses across many sectors and in many countries.

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