LEAN THINKING

ResQ are experts in helping YOU understand how lean thinking can be applied across the whole of an organisation.

This meant taking the five principles of lean, our wide reaching experience and challenging how lean thinking could be applied in marketing, sales, finance, HR etc, not just in operations.

Our experience means we don't just take the recognised tools of lean from operations i.e. 5S, OEE, Workflow balancing, control charts etc and just apply them to an office environment.



ResQ have developed unique solutions to identify and implement the improvements possible across an organisation via two main areas;

Lean Marketing & Sales

  • How do you understand what the CUSTOMER values?
  • Ensure that the business is organised around what the CUSTOMER values and that the CUSTOMER demand is known?
  • Do you know how much WASTE your marketing and sales practices create elsewhere in the organisation or even at the CUSTOMER?

Click Here to read more about LEAN MARKETING & SALES

Lean Accounting

  • How do you measure and improve the OUTPUTS of a business organised on what the CUSTOMER values, rather than the traditional functions or departments.
  • How can you get at your MANAGEMENT REPORTS in hours, rather than days?
  • How can you ensure that your reporting accurately REFLECTS THE IMPROVEMENTS made?

Click Here to read more about LEAN ACCOUNTING


Focusing on these two areas, Marketing (Sales) and Finance enables ResQ to help companies to cut across the department budgets, targets and barriers that often constrain improvement.
 
As well as being experienced in the application of lean tools in operational departments.

WHAT IS LEAN?

Lean is a philosophy for organising a business around what customers value with higher quality and fewer defects, using less time, less space, less capital and fewer resources.

You may have seen improvement programmes based on 5S, OEE, Control Charts, Visual Management etc; these are the tools of Lean (of which there are many), they are not "lean thinking".

There are five principles on which Lean Thinking is based;

  1. The VALUE of the OUTPUTS of an organisation can only be defined by THE CUSTOMER.

  2. Companies should understand every process they use and whether these add VALUE to THE CUSTOMER; aiming to remove those processes that don't add VALUE.

  3. The business should organise itself around the OUTPUTS valued by THE CUSTOMER; breaking through the functional and departmental barriers.

  4. Every process should only be operated when required (PULLED) by THE CUSTOMER, not when the company desires.

  5. An Organisation should strive to continually refine their approach to improve the VALUE of its OUTPUTS to THE CUSTOMER.

If you want to see a picture of how this looks then click here.

If you want to know what we mean by VALUE then please visit this page.

Do you organise your business around the OUTPUTS? read this page for our insight.

Lean is often referred to in terms of "Lean Manufacturing" and the removal of waste from a production process. Recently lean has been applied to the operations departments of service and not-for-profit organisations.

Who else uses traditional “Lean Techniques”?

Many companies employ, either directly or through contracts, "lean consultants". Companies who use lean (or six sigma) techniques includes;

Toyota, Masterfoods, IBM, Tesco, Caterpillar, New Balance,GE, Johnson & Johnson, NHS, Rolls Royce, Arla Foods, 3M as well as the “Big Four” High Street retail banks in the UK.

The majority of these companies focus their lean effort on the operation and distribution parts of their organisations.

resQ are unique in that they employ experts in the application of lean thinking in areas of the organisation including Sales, Marketing and Finance.

How successful have "Lean Accounting" and "Lean Marketing" been?

Where we have used these principles they have proved extremely positive both in establishing and embedding improvement programmes and changing the culture or organisations.  Companies who have been following these principles for sometime are reluctant to share or publish their practices, they are the main drivers behind growth. Through our improvement experiences in marketing, operations, sales and finance departments we have been able to understand these drivers.

If you want to read about the success of true "lean" then visit the pages below;

IMPROVEMENTS CLEAN UP!

SHOPPING FOR IMPROVEMENT!

DRIVING TO IMPROVEMENT!

10* IMPROVEMENT!




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