Our pragmatic way of enabling flow for your business, provides flexible, capable and robust operational functions.
We contribute to our clients' prosperity across our niche sectors where we enable our clients to make the transition from 'traditional' to 'lean thinking' mind-sets, through changes in capabilities and behaviours.
In providing the route, rather than the atlas to their prosperity; stability, and inevitably security through our overriding principle is the key to success.
Our aim is to simply focus on adding value and removing waste; thus enabling our clients' businesses, and subsequent processes within, to continue flowing to a beat determined by the rate of their customer demand.
In doing so, we tend to walk with our customers around their facilities. That way, they look at the world differently, which tends to stimulate ideas.
After all, it's about engaging and encouraging your people at all levels to think in a different way.
As a growing lean sigma business improvement practise we focus on:
Throughout our approaches we utilise evidence based assessment techniques as opposed to anecdotal; which helps us focus our efforts into those areas that offer most potential for improvement.
Our specialists are former leaders from their respective sectors who have delivered sustainable visual management at all levels; helping our clients through:
With an enviable reputation across our niche sectors, our collaborative approach, and a high degree of clients' partner of choice, how can you afford not for us to work with you?
In terms of our sectors, when applied in the local government context, lean thinking aims to achieve a flow of services that delivers just enough (and no more) of exactly what citizens need, precisely when and where they want it, at the lowest possible cost. Lean thinking removes waste by streamlining flows of materials or information, matching supply exactly to demand, maximising process flexibility and resilience, and minimising variability.
In today's highly competitive manufacturing marketplace, creating an efficient organisation which enables manufacturers to operate with low cost bases whilst continually reducing operating costs and improving performance is what sets a manufacturing organisation ahead of its competition. We strive to work with our clients to increase shareholder value, profits and overall competitive advantage.
In the healthcare sector, with an annual 4% increase in demand and with £20 billion efficiency savings needed, importance for the NHS over the next three years cannot be overstated.
As a result of the Health and Social Care Bill last year, managers face their greatest financial challenge in the service's history. The biggest shake-up since the NHS inception means that smarter ways of working need to be found and sustained to enable the way forward for commissioning of NHS services. The new Commissioning model puts the leadership of commissioning decisions directly in the hands of clinicians (specifically Primary Care based Clinicians).
Geographically aligned practices are coming together to create new statutory organisations called Clinical Commissioning Groups (CCGs) taking on responsibility for the direct commissioning of the majority of NHS services from a target April 2013.
This simply means that the CCGs have to deliver improved services at lower cost, and the search for sustainable improvement means that they need to look for solutions like bringing in other agencies and organisations to help reduce costs to survive. TM Lean has established significantly successful and sustainable change models for improvement within the health service; ranging from theatre turnarounds to distinctive pathway streamlining.