Lean focuses on identifying and eliminating waste, with the aim of achieving stable and predictable processes. Applying Lean leads to shorter lead times, higher quality, and lower operational costs.
Symbol supports organisations in realising an integral Lean transformation, from strategy to the shop floor.
A Lean transformation is often the right choice if an organisation is dealing with:
With a Lean transformation, waste, variation, and inefficiencies are addressed structurally, improving quality, productivity, delivery reliability, and customer satisfaction.
Symbol has guided many Lean transformations. Every project is different and unique. Nevertheless, a general approach proceeds as follows:
Lean Management helps organisations to structurally improve productivity, quality, and delivery reliability. By eliminating waste, optimising processes, and actively involving employees, shorter lead times, lower costs, and higher customer satisfaction are achieved.
Lean distinguishes eight forms of waste, such as overproduction, waiting times, and errors. By systematically identifying and eliminating these, a more efficient process is created. This results in lower costs and higher customer satisfaction.
Result: less waste (8 types).
Value Stream Mapping (VSM) provides visual insight into the entire value stream. It shows where delays, handovers, and inefficiencies occur. This allows for targeted improvement actions that have a direct impact on lead time and quality.
Result: shorter lead times and stable ‘Flow’.
Bottleneck management, based on the Theory of Constraints (TOC), focuses on identifying and optimising the limiting factor in the process. By strengthening the bottleneck, overall process performance improves. This ensures maximum output without unnecessary investment.
Result: shorter lead times and lower work-in-progress.
A successful Lean transformation leads to demonstrable improvements in productivity, quality, and delivery reliability. Organisations often realise shorter lead times, lower inventory levels, fewer errors, and lower operational costs. Employees spend more time on value-adding activities and less on waste.
In addition, a culture of continuous improvement is created, in which teams solve problems themselves and continue to structurally optimise processes. This improves both customer satisfaction and the financial performance of the organisation.
How does the elimination of waste work?
Lean distinguishes eight types of waste. These are mapped out in a structured way, after which a discussion is held regarding the elimination of specific wastes. As a result, relatively more time is spent on activities that add value for the organisation and the customer.
How does Value Stream Mapping work?
Value Stream Mapping (VSM) maps out the entire value stream, from the very first step to delivery to the customer. When drafting the Current State, information flows, time stamping, and wastes are identified. This then leads to a design of the Future State, which results in more Flow and Pull in the operational process.
What does a Lean transformation involve?
A Lean transformation goes beyond isolated improvement initiatives. It is an integral change in thinking and working, where customer value is central and waste is structurally eliminated. This requires adjustments to processes, leadership, and culture.
How do you ensure that Lean does not become a temporary improvement programme?
Lean becomes sustainable by embedding it in daily routines, performance management, and leadership behaviour. Continuous monitoring, standardisation, and ownership are essential. Lean must be visible in decision-making as well as on the shop floor.
What role does leadership play in a Lean transformation?
Leaders determine the direction and priority of Lean. By being actively present on the shop floor, making waste a topic of discussion, and demonstrating exemplary behaviour, they accelerate the change. Without consistent leadership, Lean remains limited to tools instead of a way of working.