I have never seen a lean transformation become a success when it is done ‘to’ the client. Success comes when the transformation is done ‘with’ the client

Lean Quest takes an iterative approach to helping its clients. First, it uses assessment tools to gain a shared understanding of the current state. Working hand-in-hand with the client, opportunities are identified and plans are created. For each plan, the client determines the amount of support needed and what can be handled independently. Then the problems are solved systematically, and the process is repeated. As the client builds their capability, they do more of each plan independently. Lean Quest’s measure of success is not to repeat the same project at a client.

Perhaps the biggest win of working with Lean Quest is the depth of knowledge it poses on all elements of a supply chain. They learned the importance of a holistic approach. “Lean is a cultural way of thinking about running your business, not a one-time fix,” informs Emery. “This is what we have learned working with Toyota, the founders of lean.”

Many of the seasoned experts working at Lean Quest worked previously with Toyota when the auto giant brought Lean supply chains to North America. This provided direct experience as Toyota launched one of the first applications of the Toyota Production System (Lean) outside of Japan.

Using what they learned from Toyota and through 20 years of consulting, Lean Quest has developed simulation-based training and tools for productivity tracking and lean assessments, specifically targeting gaps in supply chain management. These industry solutions were developed based on first-hand experience and refined in close collaboration with the clients. With Lean Quest’s help, clients’ cultural transformations drive sustainable improvements in employee engagement and profits.