The focal point of management changes when experts are brought into customer-facing positions. A new form of management is required, along with a new mindset and way of working. The aim is to get managers and the organization as a whole to adopt a streamlined, fluent and agile operating model.

Lean managers are coaches and mentors who search for solutions together with others. They encourage and enable personal growth and development. They act as role models during times of change.

Lean is a part of every manager’s role. Senior managers set the direction and targets for the Lean change. Mid-level managers act as sponsors and maintainers of change. Local managers understand local needs, and they manage and support teams in maintaining change. Successful change arises when employees understand the importance of the change and have the opportunity to influence their own work. Successful change requires commitment at all levels within the organisation. The aim is to realise a management model that provides direction and supports agile experimentation and continuous improvement.


The central principle of Lean is to integrate a continuous improvement mindset into a organization’s everyday activities.  When all employees understand the importance of their own work as part of the organization as a whole and the organization focuses on operations that create value for customers, time and energy is freed up, resulting in more efficient working time and tangible results.

Customers and the organization’s own personnel are actively involved in development from the outset. As employees’ work and job descriptions change, it becomes easier for them to commit to new operating methods when they have been involved in planning them from the very beginning. Operations are continuously improved and streamlined in small steps. The organisation focuses on boosting the efficiency of operations that create added value for customers. A culture that fosters continuous renewal, innovation, efficiency and agility is created, and Lean methods and mindsets are used as tools.

A culture of continuous improvement is built through small improvement projects that progress independently of each other. Gemba walks involving the personnel and Kaizen workshops are good methods for initiating these projects. Visual management creates transparency and supports managers as well as other members of the organization in ensuring successful change. The new operating model can be instilled in practice by developing expertise and new capabilities. The managers’ task is to show direction and act as an instigator and driver of change and a builder of knowledge. Continuous improvement requires everybody to commit themselves to change and to implementing the Lean culture.


Lean awareness: A 2–7-hour event for the entire personnel on themes including “What is Lean” and the principles of Lean thinking

Lean leadership: A 2–7-hour event for managers on themes including Lean leadership and how to manage personnel in accordance with Lean

Lean management: A 2–7-hour Lean workshop/event for mid-level managers/supervisors on themes including Lean management and the role of managers and supervisors in implementing Lean changes

Continuous improvement: A 2–7-hour event for the entire personnel on themes including the principles of a continuous improvement mindset

Continuous improvement workshop: A workshop for managers/supervisors lasting half a day or a whole day on themes including the principles of a continuous improvement mindset and planning the organization’s own Lean roadmap

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