Process and organizational culture


Before lean implementation it is worth mapping the bottlenecks, primary wastes, root causes of long lead times; and the flexibility of the organizational culture, management culture and the problem solving ability of the organization.

„Fundamental difference between confection and custom-made shoe is that the latter is made to our size taking into account our long-term needs.”



Our fundamental philosophy: we do not believe in "stock" trainings, workshops and projects but an implementation process adjusted to the company's size, readiness, technology and culture. Of course in every case we determine the required specific tools and the timing of each step, pliably following our well-established metodology and principles. We strive to develop already the first introduction trainings and simulations in line with the above.

Course of the assessment

Before starting the assessment a survey has to be filled asking for company basic data. Next step is a conciliation about involved people and its schedule. The planned cooperation's first step is a global organizational culture assessment and a main process' assessment. This usually takes at least a half or one whole day involving at least one organizational development and one lean consultant.

Organizational culture assessment

Since the introduction of lean is essentially a change management process, the success of the implemented tools and methods depends basically on the particular company's employees and managers. In order to get an overall picture of the company's organizational culture, personal interviews are made about current challenges with the company's leaders and key staff.



Process (lean) assessment

Choosing a main process and visiting its area with the leader gives an excellent opportunity to get to know the technology used by the company, identifying the main wastes and potentials. This provides a good basis to set up training materials based on what we saw, and can also initiate directed conversations and workshops during the training.

One more advantage of the assessment is that the company management will get a first picture of our consultants' professional preparedness.

Has to be mentioned that a complete and detailed picture can be gained only after starting the project itself by drawing a Value Stream Map - with key staff involved. Based on the map the further individual steps and phases can be specified.

Result of the assessment

The day is closed with a summary presentation (1-1.5 hrs), when top management receives feedback about the company's strength and potentials, areas and processes to develop. Furthermore: critical and sensitive parts of process development, already implemented and future lean tools, status of organizational culture (supporting lean implementation process and sustainment).


Related topics:

Lean consulting
Lean productions
Lean a logistics
Lean administration
Organizational development
Professional life


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Folyamatfejlesztő és Tanácsadó Kft.

1119 Budapest, Bornemissza tér 12.
Tel.: +36 1 246-7193
Fax: +36 1 700-2599
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