Leader Standard Work
In contrast to the finance driven, shareholder-first business model Lean fundamentally changes business thinking. Thus, creating a ‘Lean Culture’, involves much more than tactical improvements to business processes. The organisation needs to understand and accept the need for change, they must then have the capability to deliver change, coupled with leadership to enable change.
How would you recognise a lean company, how would it differ from any other organisation? What behaviours do lean leaders’ exhibit and how do they create value? Leader Standard Work (LSW) is the ‘Engine Room’ of lean management, it provides a structure and routine that helps leaders shift from a focus on results to a dual focus on process and results. This case study shows how the leadership team from one organisation sought to critically review their activity to ensure they were always adding value.