Find the waste and remove it. Teams map unnecessary movement, waiting, defects, excess inventory, and repeated approvals. These observations are valuable, but they can point us towards the wrong conclusion. Waste is visible, so it receives attention. The conditions that produced it often remain untouched.
By Vijay Allaham, Founder and Managing Director, True North Lean Businesses today are operating in an environment where certainty is becoming increasingly difficult to find. Supply chains are disrupted without warning, customer expectations change quickly, costs continue to rise, and technology is developing faster than
Many organisations pursue improvement through new technology, ambitious targets, tighter controls or frequent inspections. Dr. W. Edwards Deming challenged this approach. He believed that lasting improvement does not come from isolated tools or pressure on employees. It comes from transforming the entire management system. Deming’s
Indian vehicle dealerships and service centres are adopting lean management techniques to tackle chronic delays, rework and customer dissatisfaction, aiming to bring factory-style discipline to noisy, overbooked workshops and crowded showrooms. For many dealer principals and service heads, the scene is familiar: bays are full,
Most teams we work with already know their processes are messy. What they don’t always know is where the mess actually lives. A process flow diagram is one of the simplest ways to find out. You don’t need fancy software, a design background, or a
Walk into almost any modern factory today and you will hear familiar phrases. Lean manufacturing. Continuous improvement. Quality systems. Flow. Productivity. Just-in-Time. Bottom-up problem solving. These ideas are now so deeply embedded in industrial thinking that many assume they were always there. They were not.