Why do you need this service?
A Lean Management Implementation Audit is for companies that have started transformation and introduced some methods but are not achieving the expected sustainable results. Often the issue is change management, inconsistent priorities, an unengaged sponsor, unsuitable KPIs or a gap between Lean initiatives and daily management.
Lean implementation audit: where does transformation get stuck?
In planning, we use the Theory of Constraints to identify the main bottleneck in transformation and focus where change will have the greatest effect. We examine implementation systemically through four 4M perspectives:
- People: engagement, Lean understanding, skills, roles and leader readiness.
- Machines: availability, stability and technology’s effect on flow.
- Methods: standards, problem solving, Kaizen, visual management and the PDCA rhythm.
- Materials: flow, inventories, availability and work control.
In practice, a Lean implementation audit also covers strategy, meeting structures, escalation, responsibilities, communication and goal alignment from senior management to the gemba. KPIs are established in PLAN so CHECK can evaluate progress reliably rather than simply count workshops.
We also examine organisational culture using OCAI. We compare current and desired profiles, then translate findings into actions supporting a shift from transactional relationships and silos towards partnership, cooperation and responsibility for the whole system.
Quick wins and systemic changes
A well-conducted Lean implementation audit separates low-effort actions delivering rapid effects from more demanding changes essential to long-term performance. It produces a full report, a constraint map, a quick-win matrix, recommendations and a plan for further transformation.
As the exclusive official Goldratt Europe partner in Poland, we combine Lean Management with TOC systems thinking. Explore the Theory of Constraints, process bottlenecks (in Polish) and Lean Kata Green Belt (in Polish), a team-based implementation programme for up to four people jointly delivering one real business project. One team slot costs PLN 12,900 net, equivalent to PLN 3,225 net per person for a four-person team.
What is our role?
Our role is to turn dispersed Lean initiatives into a coherent change management system. We conduct the audit with senior management, managers, leaders and gemba employees so recommendations are both strategic and practical.
- We identify the main transformation constraint using TOC.
- We assess the current Lean system through people, machines, methods and materials.
- We establish baseline KPIs and outcome and engagement measures.
- We conduct gemba walks, interviews, observations and management standard reviews.
- We assess Lean understanding and the OCAI culture profile.
- We report observations, root causes, risks and dependencies.
- We select low-effort, high-impact quick wins.
- We facilitate workshops, training and practical implementation with employees.
- We select change leaders and agree a sponsorship contract defining roles, decisions, resources and review rhythm.
- We design Lean Management implementation and consulting and the rollout of more demanding changes offering strategic benefits.
A handful of facts
0
exclusive official Goldratt Europe partner in Poland
0
4M analysis perspectives
0
action levels: quick wins and systemic changes
Implementation support
We provide support based on the Kata process, which allows us to adapt our activities to the specifics of your organization, taking into account the jointly set goals. The Kata process consists of four key elements that enable effective implementation of assumptions.
We operate according to PDCA
P
PLAN
- Define the business objective, scope and expected outcome of Lean transformation.
- Review previous initiatives, methods, projects and results achieved.
- Identify the main constraint in implementation using TOC.
- Assess the Lean Management system, sponsorship chain and accountability from senior management to the gemba.
- Define baseline KPIs covering operating results, activity, engagement and sustained standards.
- Plan 4M analysis: people, machines, methods and materials.
- Identify current and desired OCAI organisational culture profiles.
- Plan gemba walks, interviews, observations and document review.
- Agree criteria for evaluating quick wins and systemic changes.
D
DO
- Observe management and Lean implementation directly in the gemba.
- Interview senior management, sponsors, managers, leaders and employees.
- Analyse barriers from the four 4M perspectives.
- Assess daily briefings, visual management, escalation and responses to deviations.
- Verify work standards, Kaizen, problem solving, TWI, audits and the PDCA rhythm.
- Check alignment of goals, KPIs and priorities across organisational levels.
- Run workshops focused on the main constraint and short training sessions to close gaps.
- Select and prepare change leaders.
- Agree a sponsorship contract defining roles, decisions, resources, expectations and review rhythm.
- Test quick wins requiring low effort and delivering high impact.
- Collect data, observations and evidence for the final report.
C
CHECK
- Compare actual practice with transformation assumptions and the Lean Management system standard.
- Verify whether the identified constraint genuinely blocks overall implementation progress.
- Assess KPIs defined in PLAN and the effect of initial actions on performance.
- Measure employee and management engagement.
- Check Lean understanding before and after development activities.
- Compare current and desired OCAI profiles and the direction of change towards partnership.
- Assess quick-win effectiveness and readiness for standardisation.
- Verify how the sponsorship contract works and change leaders’ readiness.
- Prepare a full report of observations, root causes, risks and dependencies.
- Prioritise actions in an effort–impact matrix and agree recommendations with management.
A
ACT
- Standardise and extend verified quick wins.
- Increase capacity at or remove the main implementation constraint in line with TOC.
- Implement the target system of briefings, KPIs, escalation and visual management.
- Develop sponsors, change leaders and internal Lean trainers.
- Establish the sponsorship contract and management review cycle.
- Roll out higher-effort changes offering substantial benefits.
- Integrate Lean with goal setting, management assessment and everyday management practice.
- Implement actions supporting the shift from a transactional culture towards partnership.
- Scale proven solutions across further areas, plants and functions.
- Identify the next constraint and begin another improvement cycle.
Want to learn more? Contact us!
Our clients
