A:    Lean is a way of working with our processes to eliminate waste, or non value add, activities from the operating process. Using various Lean Manufacturing tools then the value stream can be analysed and improved through techniques such as SMED, Kaizen, 5S, 7 Wastes and Standard Work amongst others.

A:    Kaizen is way of pulling together a work team to apply all of the appropriate lean tools in a part of the process that needs to be improved. Standardising the improved process is essential.

A:    5S is about safety and productivity. The 5S are Sort, Set, Shine, Standardise and Sustain. 5S is initially thought of as housekeeping but it is far, far deeper reaching. This really is the beginning of a change process that will affect many work team members behaviour in a positive way.

A:    An operating system based on Lean Principles is applicable to any operation or process. Lean is not a prescriptive process that must be applied in steps but rather a process that achieves the end result in a democratic manner by following guidelines. The fact that Lean is a process directed towards a set of Principles means that Lean can be applied to any operation.

A:    There are lots of phrases and terminology that surrounds manufacturing, processes and consultants. Maybe we should consider the phrase in question 'engineering and what it means. 'Re' suggests doing something again i.e. 'repairing'. Lean does not concentrate on 're-doing', 're-building' or repairing but on 'Right First Time'. Getting it right first time means eliminating all the tasks that are adding waste into the system. Lean will allow you to refine all your existing process. Firstly by driving to make the operation 'transparent' and then, secondly, to facilitate the removal of the waste surrounding the operation. Lean gives higher quality, greater flexibility and a culture of continuous improvement all at a lower operating cost.

A:    Lean does not command the costs that are associated with the purchase of capital equipment. Lean is about changing the way in which people operate and communicate. Team development and teamwork are coached and developed with the Lean principles to challenge the traditional top-down management style. Focussing on the process rather than people and equipment meant that the costs are kept to a minimum throughout the application of Lean.

A:    Consultants do have a role to play to accelerate the changes within any business. It is much easier to understand new principles if there is an opportunity for the new techniques to be explained in detail with practical examples to aid the understanding. Without external support then the process of Lean can be applied but with perhaps less efficiency. To have someone 'hand-holding' then the process is usually easier to understand and roll-out.

A:    Lean can, and should (must!), be applied to all aspects of your business. Many companies spend all their time and effort in the Operations areas of their businesses but there just as many savings to be made in the office or indirect based activities. Significant improvements can be made in these areas with the net effect of reducing costs, improving quality and productivity.

Although we use the term 'Lean Manufacturing' we might better refer to the efficiency techniques as 'Lean Systems' since the principles are equally applicable in any area of the business.

A:    Before we answer the question directly then we ought to perhaps think back to the purpose of implementing a Lean system. Our basic aim is not to implement a 'nice' system but to save cost and maximise the profitability of the company. The philosophy and the tools of Lean all help us to realise the goal in a structured and sustainable manner.

The measures that are generally used are those of productivity and quality which can then be directly related to cost