We aim to help you to successfully implement Lean Change principles in a way in which you will Learn credible information, and be able to effectively Apply this to your own area and function of Work, and also to support you to Grow your own knowledge and experience.

The whole web-site is structured and sequenced.  Within the sections Learn, Apply and Grow (displayed to the left) and Resources (displayed to the right) you will achieve best understanding by selecting each titled area consecutively down the page.

Having considered how to effect the Strategic Use of Lean Change the task of gaining useful experience in using LeanChange in your organisation is needed.

 Within the work of creating and making Products, or Manufacturing Industries and associated Supply Chains, Lean principles can be applied within each of the operations, functions and processes of these Sectors (links below relate to the relevant discussion Forum area), which include:-

- Aerospace and Defence 
- Agriculture
- Automotive
- Chemical and Process
- Construction
- Energy, Petroleum and Utilities
- Food and Drink
- Forest Products
- Machinery and Equipment
- Marine
- Mining and Basic Materials
- Pharmaceutical and Medical
- Science and Technology
- Textiles and Clothing
- Other Products (not listed above)

This area is often referred to as Lean Manufacturing, and the history of lean is strong particularly in the Automotive Sector with Toyota, (creator of the Toyota Production System), as the originator and also the prime forerunner.

Quality, Cost and Delivery, have become the watchwords of these Sectors and year-on-year, or contract-on-contract, Cost-Down is the expected norm; which has helped to drive the take-up of Lean due to competitive necessity.

However, even in these Sectors, Lean is rarely well done and is often incomplete, incoherent, patchy or shallow, due to a lack of true understanding and ability to lead the change required.

The effect of Lean use has initially spread throughout Engineered Products and specific Supply Chains, and has also moved into wider Product Sectors as Lean practitioners have progressed in their careers and moved within these Sectors.  A much slower Lean movement has begun in non-Product (or Service) Sectors.  However, recently, administrative and support Lean Office processes have progressed more quickly as waste has been observed to be much higher than in the core operational areas.

The business of creating and making Products, often through warranty and product lifecycle issues, has associated opportunity for Lean in supply Services - Sectors and Processes. 

Visit the applicable section of the Forum for further support and to see what others are saying.  You can share your views and participate with others by joining the LeanChange Forum.