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Based on his Lean Competency System Level 3 Programme submission, this innovative article by James Lascelles provides an illuminating and thought-provoking perspective on lean using fractal thinking. He argues that the approach has several advantages, such as enabling a more rounded definition of lean, helping engender positive team work and engagement and can lead to more effective implementation at different organisational scales.
The following article by Level 3 practitioner Lee Boardman talks about how to apply lean principles to different areas of learning. Lee explains how lean philosophy’s techniques can easily work as a foundation for any learning challenge we set. This includes learning something which is completely new and unfamiliar, even Persian.
In the article Dr Keivan Zokaei reflects on how the presence of a continuous improvement approach and culture can be a positive force for meeting the challenges of the COVID-19 crisis, though it requires changing leadership habits at all levels of the organisation, an acceptance of ‘bottom up’ problem solving and a positive attitude to embracing change.
It can be argued that THE core concept of lean thinking is flow and that all the various continuing improvement approaches and methodologies do, at some point, focus on the need to make processes, information, material, people, decisions, projects etc, flow in order to speed things up, get rid of bottlenecks and waste, shorten lead times, and so on. Yet our business decisions are often driven by a traditional ‘economies of scale’ mentality that can be counter-productive to achieving lean goals. In this article Sarah Lethbridge considers how we should consider Economies of Scale against Economies of Flow when taking a lean perspective.
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