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improves productivity by eliminating waste and ridding an organisation of clutter, and is therefore essentially a non-manufacturing answer to Six Sigma. What makes Lean unique to most


companies is that the process does not rely on executives who are often far removed from the front line of the business, but on those who actually do the work day in, day out, at the coalface. Following a highly structured and


diligent team approach, Lean can be applied to nearly any organisation that relies on the systematic processing and flow of information, goods or services. With a strong focus on the elimination of wasted effort, procedures and resources, Lean can particularly benefit organisations with multiple management layers, operating systems or locations, and especially organisations that have experienced years of operational evolution.


September 2013 © Cybertrek 2013


Setting goals The Lean transformation of a business – applying the Lean process to rid the organisation of operational clutter – begins with the designation of a Lean facilitator. Ideally this change agent would be someone who’s well trained in Lean transformation procedures, with a degree of familiarity with the client’s business and a successful track record with similar projects. Their main function is to protect the company’s Lean mission and corporate values, and to direct the process in accordance with Lean business principles and procedures. However, a good facilitator can also help identify appropriate productivity goals. These must be well defined, specific, and limited to one or two critical goals. Common examples of productivity


goals for health clubs are: improve membership sales productivity by x per cent, improve ancillary sales


Going Lean can improve staff morale, which in turn means happier members


productivity by y per cent, or improve member services productivity by z per cent. By definition, an improvement in productivity can come as a result of higher output (sales, revenues, usage, etc), lower input (capital, expenses, time, etc) or a combination of both, so the process is not focused strictly on cost-cutting. In fact, the entire project can be jeopardised if staff perceive this to be simply a payroll reduction strategy. The Lean transformation process then


begins with a Value Stream Map (VSM) Charter which clearly articulates the problem, the Lean goals, and the areas of the organisation that have an impact on either one of these (see Healthtrax’s VSM charter on p52). The VSM Charter is determined by the senior management team in advance


Read Health Club Management online at healthclubmanagement.co.uk/digital 49


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