You've probably heard the term Lean before. In a meeting, at the coffee machine, or from that one colleague who suddenly deems everything 'not Lean'. But what does it really mean?
Lean is both an overarching philosophy with a corresponding mindset. As a philosophy, Lean revolves around a culture of continuous improvement (Kaizen), with respect for people and a constant focus on reducing waste in all processes.
At the same time, within the Lean philosophy, there are also practical methods to achieve this: a collection of techniques and tools. These include Value Stream Mapping, daily stand-ups, and 5S. The goal of Lean is always the same: to create maximum value for the customer with as little waste as possible.
The philosophy forms the basis for sustainable, long-term change, while the methods and tools help to implement immediate improvements in the short term. While in Agile we talk about 'Customer Centricity', in Lean we refer to 'Voice of Customer'. Both are about Customer Value.
Within the Lean mindset/philosophy, we recognize 5 principles.
Sounds logical? Great. But the power lies in its application.
Everything starts with the customer. What do they find important? Where is the real value?
In Scrum, this is reflected in the product backlog: everything revolves around delivering value to the user. Yet, in practice, it often remains a guessing game. And if you don't know exactly what the customer wants, how can you build something good?
ExampleA software company focused on rapid feature delivery discovers that customers primarily need stability and fewer bugs. The focus shifts to quality instead of speed.
How does work, and therefore value, actually move through your organization? Which steps add something, and which primarily cost time?
By making this visible, you can see where things are getting stuck. In Scrum, you recognize this in the visualization of work through artifacts. Once you see it, you can improve it. This, like transparency, is also a pillar of empiricism. The same applies within Lean.
ExampleIn a manufacturing company, it turns out that 30% of the time is spent waiting for parts. Better coordination with suppliers reduces this waste.
Nothing is as frustrating as work that grinds to a halt. Lean focuses on a smooth flow: work that progresses without interruptions.
This involves looking at:
Example: In software development, this means shorter release cycles and continuous integration to deliver value quickly.
Instead of pushing work forward, you let demand "pull" it. No demand? Then no work.
This prevents overproduction and unnecessary pressure. In Scrum, you see this reflected in how teams pick up work: not everything at once, but focused on what has priority now.
Example: An online store that only restocks products when inventory falls below a certain level, instead of maintaining large stockpiles.
Perhaps the most important: keep improving. Not just once, but continuously. Lean never stops. It's about a culture where everyone continuously implements small improvements.
In Scrum, this is embedded in retrospectives. Taking a moment to pause, reflect, and adjust. Small improvements, sprint after sprint.
Lean essentially says the same thing: improvement is not a (one-time) project, but a culture.
Example: Teams that take ownership of problem-solving and experiment with and sustainably improve new working methods within the sprints.
Lean is applied in various sectors, from manufacturing to IT and services. Some practical examples:
Lean goes hand in hand with Agile / Scrum. We can help you deepen that understanding, fill your toolbox, and integrate both mindsets.
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