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Lean Management for sustainable, profitable growth

Four simple principles that will change the way you do business for ever.

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Overview

Distilled from the ground-breaking business philosophy that set Toyota on the path to global success, Lean Management is far more than a management consultancy toolkit. Instead, it is a profound change of corporate culture, from the bottom of your organisation to the top, that perceives value from the customer’s perspective and gears everything you do towards optimising that value. It is the foundation of a long-term process of continuous improvement that will transform your business.

Developed in the automotive world, the beauty of Lean Management is that it applies equally well across all business sectors. Reducing lead time, supply chain management, improving quality, cutting costs and enhancing the motivation of your people… every change that Lean brings about must satisfy one key criterion: it must benefit the customer.

A Lean business model is the embodiment of our philosophy: “Kaizen. Zero waste implemented!” Not cost-cutting for its own sake, but the process of putting into practice long term, sustainable efficiencies that increase profitability at the same time as improving value for your customer.

You might call it a win-win. We call it Lean Management.

More About Four Principlesarrow-white
  • Reduced lead times

    We were able to reduce our lead times by 43%, which means we were able to produce almost the same amount of products in half the time

    Sinan Al Saady, Vice-Chairman

  • Proved results

    This gave us an indication to go forward and implement the Lean principles on the rest of the factory

    Aiman Al-Masri, President and Chief Executive Officer

  • The real success

    We can now produce for customers based on demand, and this ability and flexibility allows us to save time and money. That’s the real success here

    Sinan Al Saady, Vice-Chairman CGS Group Saudi Arabia

  • Unlocking potential

    We were able to achieve something that we thought is beyond our abilities

    Sinan Al Saady, Vice-Chairman CGS Group Saudi Arabia

  • Space Reduction

    We were able to achieve a 47% space reduction in our production areas and warehouses

    Nasser Gharama, General Manager Lamina

  • Implementing Lean

    The Lean activities we started 2 years ago have definitely impacted performance this year. Without this we would be struggling and the results would not be acceptable

    Aiman Al-Masri, President and Chief Executive Officer

  • Sustainable cost reduction

    We achieved product cost reductions of up to 7% and have also reduced our inventory over 60%

    Wadah Ali, Plant Manager

  • Improved manpower utilization

    We have managed to avoid losses of over 300 productive manpower hours per month

    Aiman Al-Masri, President and Chief Executive Officer

  • A Clear Structured Approach

    With Lean we are now structured and work systemically and that ensures quality, besides efficiency and productivity

    Marcel Grünenfelder, Managing Director CGS Group Saudi Arabia

  • Increased output

    We have increased our output from that machine by 20% and the availability of the machine by 32%

    Aiman Al-Masri, President and Chief Executive Officer

  • Continuous improvement

    We have completed implementation of the Lean principles on more than 50% of our machines. Our indicators are very positive with machine output varying between 17% and almost 90% improvement

    Aiman Al-Masri, President and Chief Executive Officer

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Our Work

We have helped optimise businesses across many sectors and in many countries.

News & Opinion

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