• Basic Lean, Inc. teaches the basic skills that are necessary to sustain the lean transformation.

• Our skilled practitioners work with the organization through the combined efforts of classroom training and actual application of those skills taught being applied at the point of use.

• Basic Lean, Inc. applies the concepts, applications and systems originating from the Toyota Production System (TPS).  TPS is a proven methodology that focuses on waste and continuous improvement.  The methodology is basic in understanding and doable for all participants.

Teach – Coach – Teach – Coach

Managers and leaders are taught to assume new roles.  Managing and leading organizations to standards and goals by analyzing data from behind the desk is outdated and nonproductive.  Managers and leaders are taught to manage and lead ON THE FLOOR utilizing the philosophies of “GEMBE” – go see for yourself.  Today’s managers and leaders must be problem solvers and skilled in utilizing the resources at hand to recognize abnormalities in order to bring the abnormalities back to standard.

Basic Lean, Inc. reinforces the teach-coach-teach-coach cycle and works continuously with all members of the organization to assure this philosophy becomes part of the organization’s culture.

Basic Lean, Inc. is Unique

We are often asked, “What makes your company different from other consultant companies?  Very Important – Basic Lean, Inc. is selective as to companies that we contract with.  As perspective companies interview us on our capabilities, Basic Lean, Inc. also interviews perspective clients of their readiness and commitment to change.  We have come to realize that when an organization says it is ready for CHANGE, it does not necessarily mean the organization is ready for change.  Basic Lean, Inc. does an on-site assessment and evaluation of the organization, which includes interviews with selected individuals of the management group.

Basic Lean’s philosophy is that an organization must be committed to undertake this project realizing the challenges facing the organization and recognizing there are no short cuts, no silver bullets or magic pills.  The transformation from a traditional operating system to a lean manufacturing system requires a rigid process that must be adhered to.  This requires an organization’s leaders and managers to enforce the discipline necessary to ensure sustainability of lean manufacturing.

For the decision maker, you are given a few choices as to how you take your organization forward.

1.      Keep doing what you are currently doing.

The truth is, if you continue to do things the way you are currently doing them, the best you can expect is the same or possibly worse results.

2.      Try to solve it yourself.

Isn’t that what you’ve already been trying to do without desired results?

3.   Get some professional help from someone who has helped many other organizations with lean training and implementation.

One Final Thought to Consider in Your Selection Process –