Start with the external customer, then you can bring in traditional Lean principles and elements.

1. A DEFINITION OF LEAN
“The permanent struggle
to better flow value
to each customer”
Mike Rother

2. A good question!
2Mike Rother
“I think there is perhaps something
missing from this -> respect for people.
Toyota talks about building people before
cars and so I think any definition should
include some reference to developing
people and showing respect at all levels.”

3. This is like a ‘primary definition'
What is Lean??
“Lean is the permanent struggle to
better flow value to each customer”
The first definition focuses on what we as a group,
a team, are trying to do
“We do that by..." "It involves..."
A primary definition
+
3
Further
detail
Mike Rother

4. Starting with a sense of direction
“Lean is the permanent struggle to
better flow value to each customer”
Why might a definition of Lean like this
be useful to precede details that describe
Lean elements and principles?
In successful organizations leaders often articulate
customer-related challenges that create shared focus and
passion. Similarly, if you start out by saying Lean is about
its elements – such as “developing people,” “respect for
people,” “problem solving,” “pull,” “cost reduction,” etc. –
it doesn’t provide a unifying, external-customer-focused
rallying point.
4Mike Rother

5. To aspire, strive or reach.
A conscientious or concerted
effort toward an end.
Purposeful or industrious
activity; enterprise.
Lean as a human endeavor
5Mike Rother

6. This kind of primary definition by its nature will
require elements like respect for people and
developing people’s improvement capability.
Developing capability gets pulled by
the overarching challenge of trying to
get ever closer to a 1x1 flow of
value to the customer. If one
takes on that challenge, then it will demand that an
organization develop and mobilize the capabilities
of its members and teams.
In other words, don’t put internal Lean
elements before external customers
"The permanent struggle to
better flow value to each customer"
6Mike Rother

7. Don’t just copy Toyota’s definitions. That’s not how
they started either. Have a look at Toyota’s current
definitions and principles, but then develop your
own Lean system.
A good question to ask yourself is … What do you
want to achieve? What are you and your team
striving for?
Best wishes for your
experimenting and success!
7Mike Rother
What do YOU want to achieve?