Lean thinking is a powerful driving force for the approaches and solutions to many of our assignments.

Brooklands has successfully extended lean thinking principles into non-manufacturing organisations to deliver step changes in performance. Financial services, passenger transport, distribution and food are among the sectors where our consultants have successfully implemented lean thinking through the re-definition of value as defined by the clients’ customers.  The related elimination of waste has become the core principle behind the improved performance of the organisations.

Lean is often described as a toolkit and set of methodologies, e.g. Six Sigma, 5s, JIT, SMED, value stream mapping, etc.  To gain the maximum benefit of the toolkit it is critical that a holistic solution is developed.  In Brooklands’ approach to lean, we build our holistic methodologies on the three inter-dependent pillars of structure, systems and culture to determine the most appropriate route.  Lean thinking is a journey – as all the steps in a process are analysed more and more layers of waste become visible and the process continues.  Understanding the start point is essential to shape the footprint design for what is often a significant change transformation.

Our clients partner with Brooklands because they expect our consultants to facilitate the transfer of knowledge and expertise to equip and energise their staff for the on-going lean journey.

Our team at Brooklands combines the practical, hands-on experience of operating lean organisations with our key differentiators, which are the capability to structure from a ‘brown field’ start and to understand and shape the underlying change management issues.  We thus develop client specific programmes that integrate structure, systems and culture to deliver business results that significantly outperform competitors in the fierce battle for survival.