Application of Lean Principles Specify Value from the customer viewpoint Identify the Value Stream Make Value Flow Pull Value through at the cutomer's rate of demand Manage/measure Operational performance against how well value is created for customers Seek perfection through Continual Improvement.   Implementation Implementation is making the changes happen, delivering the agreed benefits and then locking them in so that they are perpetuated. We take on responsibility for lean implementation. This is our core skill as a company and where we differentiate ourselves from other consultancies. We work alongside client people in their workplace supporting them throughout the Lean change programme. We jointly review in detail the Value streams/under performing areas and apply the levers of operational change i.e. processes, organisation, people skills and systems and together develop a solution and an agreed implementation action plan. The support and training of client people continues as the changes are made and any barriers are addressed as they occur. Key performance indicators are developed and progress is measured against them on a short interval basis. Everyone is fully trained to operate in the new working environment so that we can gradually withdraw from the changed situation with the full realisation of benefits being fully operational and self perpetuating. Processes The Process matters. A critical examination of processes and activities in line with the needs of the customer, is required to eliminate non-value added time and improve on the levels of service provided.   Organisation Structure and People The source of competitive advantage exists within an organisation. The organisational shape should be driven by the ever-changing needs of the customer; it cannot, therefore, be a static design. It is not just the structure of the organisation that is important for its success, but the attitudes and subsequent behaviour of its people; from the boardroom to the shop floor. People, in general, want to work and can attain superior performance if enabled. It is management's responsibility to remove any obstacles that prevent staff from performing at their best. A major barrier to change can be how time is being spent within the organisation. The re-deployment of lost and non-value added time into value creating activities underpins the execution of profit releasing, strategic, process, organisational, cultural and system changes.   Systems Systems should be tightly constructed to manage the re-designed customer focused organisation and will contain the following key elements Be geared towards customer satisfaction Be appropriate to the cell or process group and relate to overall needs Simplify operations and procedures and minimise paperwork Have effective measures of performance reflecting business performance measures Indicate achievement visibly with quality feedback Have operator responsibility and ensure reliability in support of a right first time philosophy Measure the following routinely - achievement of plan, product/service quality, lead times, sales arrears, inventory turns, customer retention.   MCL's People As significant agents of lean change in client companies our people have the following attributes: The capability to rapidly frame compelling business cases based on factual detail that engage and stimulate staff at all levels. The capability to combine expertise in lean methodology, processes, organisation models and training into solutions that achieve real changes in behaviour and attitude. Project management skills that ensure delivery of results at extraordinary pace.