(2) The role of the Lean practitioner is to participate in Lean improvements in the organization. These improvement activities will usually be within the Lean practitioner‘s usual field of employment and operation.
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(3) The role of the Lean Leader is to support the Lean Expert in the application of Lean principles and the selection and use of techniques required. In particular, the Lean expert will lead improvement initiatives as required, determine if any training activities are required. Then provide training in Lean approaches to Lean leaders as required, assist in the identification of suitable areas for Lean implementation, assist in periodic reviews of the implementation, provide ‘internal’ consultancy in Lean, provide support so that improvements identified are realized and maintained. Coach and mentor the Lean leaders in the implementation of Lean principles and the selection and use of the techniques required, work regularly with senior management to build Lean awareness, Lean skills and support for implementation, perform Lean audits at site level and use the results to identify future Lean events, benchmarking, and instigate/coordinate reward and recognition as appropriate
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(4) The role of the Lean Expert is to drive improvements in the organization. These improvement activities will often be within the Lean leader‘s usual field of employment and operation. In so doing, the Lean leader will work with the local ‘line management’ to identify and drive improvement within the local environment, use TAKT times and cycle times to identify appropriate resource requirements, be required to lead improvement activities and quantify benefits delivered, coach Lean practitioners on process improvement methods and activities, and run training sessions on Lean techniques.
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