Lean implementation is not a toolkit. It is a mindset. To achieve a successful lean transformation, you must follow a logical sequence. You cannot fix a process you do not understand. You cannot optimise a line that lacks stability.
In our recent podcast, Vitor Ferreira, a lean manufacturing expert with four decades of experience at Michelin and Bridgestone, shared a roadmap for successful lean implementation. It moves beyond theory into the gritty reality of the shop floor.
Whether you are running a lean project or overhauling an entire plant, these 7 steps will help you implement lean effectively, reduce waste, and drive operational excellence.
Step 1: Observe without interfering (lean management)
The first step of any lean process is observation.
Lean management principles rely on evidence, not assumptions. Ferreira shared a classic example: ask an engineer for a process flow, and they will draw how it should work. Ask a manager, and they will draw how they think it works. Go to the Gemba (the place where work happens), and you will see the third version: reality.
Successful implementation starts with “Go and See.” Stand at the process step. Watch the entire organisation of the workstation. Do not correct the operator. Do not jump to solutions. Just capture the current processes.
This evidence allows you to identify inefficiencies and bottlenecks that office narratives miss.
Step 2: Analyse and separate activities
Once you have the data, you need to analyse it to eliminate waste. A powerful lean method is distinguishing between internal and external activities.
- Internal: Tasks that must happen while the machine is stopped.
- External: Tasks that can happen while the machine is running.
By separating these, you streamline processes. You prepare tools before the machine stops. You move materials while the cycle runs. This simple lean concept reduces lead time and increases capacity without buying new equipment. This waste reduction is often the quickest win.
Step 3: Define the process and train
You cannot have continuous improvement without a standard. If every operator performs the task differently, you have no baseline to improve.
Lean practices demand standard work. But writing the document is not enough. Management and lean success depend on training.
Ferreira emphasises that the trainer is responsible for the learner’s competence. If the operator fails, the management approach failed. Fostering a culture of competence ensures that the lean process sticks. Strong management skills are required to reinforce the principles daily.
(See how we apply this rigorous approach to improving and standardising operator performance using worker guidance systems in our tractor engine assembly case study.)
Step 4: Mapping the value stream
Now that you have a stable process, use value stream mapping to spot the waste. Use the principles of lean to categorise what you see:
- Inventory: Is material piling up? According to NetSuite, carrying costs can eat up to 30% of your inventory’s value annually.
- Motion: Are operators walking too far?
- Waiting: Is the workflow stalling?
Mapping the value stream exposes these hidden costs. However, you cannot fix everything at once. Lean management requires prioritisation. Focus on the waste that impacts customer value the most.
Step 5: Apply the right lean tools (pull system)
Do not force a tool where it does not belong.
If your problem is overproduction, implement a pull system or Kanban. A Kanban board visualises demand and stops you from making parts nobody needs.
If your problem is a messy workspace, use 5S.
Using lean tools correctly depends on the diagnosis. A pull system connects customer demand to the production line, ensuring you only build what is needed. This creates efficiency gains and improves cash flow.
For a deeper look at whether digital tools are replacing these traditional methods, or whether you need to embrace the synergies of traditional and Industry 4.0 for true operational excellence, read our article on Lean versus Digital.
Step 6: Measure results and optimise
Optimisation requires data. You must quantify your improvements.
Did the lead time drop? Did customer satisfaction rise? Did you reduce waste in a measurable way?
Lean focuses on results. If you cannot prove that efficiency and customer satisfaction improved, you might just be “doing lean” without becoming lean. High-performing lean teams review these metrics daily.
Step 7: Sustain the lean culture
The final and hardest step is foster a culture of continuous improvement.
Lean implementation is not a project with an end date. It is a lean management style. It requires employee engagement at all levels of the organisation. Studies show that highly engaged employees are less likely to leave, stabilising your workforce.
Lean philosophy suggests that perfection is a journey. When identifying inefficiencies becomes a daily habit for everyone, you build a competitive advantage that is hard to copy. The Toyota Production System succeeds because of culture, not just tools.
AI and the future of implementation of lean
We live in an era of AI and smart factories. AI can boost efficiency in your organisation by spotting patterns humans miss. For example, BMW utilised AI-driven predictive maintenance to reduce downtime.
However, Ferreira warns that data without action is waste. Using AI to replace engagement creates the eighth waste. Using AI to support your team eliminates waste.
Imagine, for instance, that AI detects a trend toward overproduction. It alerts the team. The team (using their talent) decides how to adjust the workflow. That is lean. If the AI simply generates a report that nobody reads, you have generated digital waste.
You can read more about balancing technology and human insight in our article on harnessing AI in manufacturing.
Benefits of lean for your organisation
Lean implementation helps organisations create value for the customer by removing everything that does not add value. This improves efficiency and reduces waste simultaneously.
Whether you use lean manufacturing, lean enterprise concepts, or project management techniques, the goal is the same: optimisation.
Eliminating waste and optimising flow requires commitment to lean and the right partners.
At Jendamark, we provide the component assembly systems that support a lean culture. Our solutions are designed to support lean principles, ensuring your successful lean journey is built on a solid foundation.
Ready to apply lean to your production line? Let’s build a better process together. Talk to us.
