Lean management is regaining focus as manufacturers look for practical ways to strengthen operational excellence amid rising volatility.
European manufacturers are operating in one of the most dynamic and demanding environments in decades. Shifting customer expectations, unpredictable supply chains, and cost volatility are reshaping how businesses must think and respond. The companies that are adapting best aren’t relying on complex tools or expensive technologies—they’re going back to fundamentals. They’re leaning into Lean.
Lean isn’t a trend or a tick-box exercise. It’s a strategic approach to operational resilience—one that empowers teams to simplify, standardise, and sustain performance across every function. Rather than layering on another system or tool, Lean strips away what’s unnecessary, allowing what works to shine through. It’s a mindset rooted in clarity, flow, and continuous improvement. From leadership strategy to frontline execution, Lean equips manufacturers with the structure to reduce waste, unlock capacity, and respond faster to change.
But Lean only works when it’s put into practice. That means embedding specific behaviours and systems into daily operations. Six practices, in particular, continue to prove their impact on performance: the 5 Whys, Plan-Do-Check-Act (PDCA), Key Performance Indicators (KPIs), Waste Reduction, Gemba Walks, and Tiered Meetings. When applied with intent, these methods help teams diagnose issues faster, make smarter decisions, and stay aligned on what truly drives performance —enabling operational excellence to take root and deliver lasting results.
A Quick Refresher on Lean Management
Lean management system principles are about getting more done with less waste. A lean system in operations management helps teams simplify workflows, reduce delays, and focus on the activities that add real value. Initially inspired by Toyota’s Production System, Lean methods have now spread to manufacturing businesses across the world, becoming the gold standard for efficiency and productivity.
At its core, companies that adopt lean manufacturing enabling teams to see problems clearly and solve them quickly. It’s about improving processes every day—by removing waste, improving flow, and engaging people at every level of the organisation.
1. The 5 Whys – Getting to the Root of the Problem
In Manufacturing, problems rarely just appear out of nowhere. Often, what looks like a simple breakdown is actually a symptom of something deeper. The Lean technique known as the 5 Why’s is designed exactly for this situation. The idea behind it is simple – keep asking “Why?” to get to the reason behind what happened.
Let’s look at an example as to why a machine suddenly might stop working.
- Why did the machine stop? – It overheated
- Why did it overheat? The cooling fan stopped running
- Why did the fan stop running? Nobody maintained it
- Why didn’t anyone maintain it? The maintenance schedule wasn’t followed
- Why wasn’t the schedule followed? The production team wasn’t trained on the new maintenance system
With just five questions, you’ve gone beyond the obvious issue of an overheated machine. You’ve identified a gap in staff training. Now you’re solving the real problem – preventing similar breakdowns in the future.
2. Plan-Do-Check-Act – The Rhythm of Continuous Improvement
The PDCA cycle—short for Plan, Do, Check, Act—is central to Lean manufacturing methods. This simple, structured approach helps teams test ideas, see what works, and then make effective changes.
Here’s how it works.
- Plan – Identify a clear problem or a possible improvement and set a goal.
- Do – Try out your solution on a smaller scale first to see how it works.
- Check – Review the results and see if your test worked as expected.
- Act – If your idea worked, apply it broadly. If not, adjust your plan and test again.
PDCA builds confidence through quick feedback loops and allows teams to take ownership of results. At TBM, we’ve helped clients use PDCA to reduce inventory levels, shorten changeover times, and improve delivery performance—often within a matter of weeks.
It’s not about getting it perfect the first time. It’s about learning fast, adapting quickly, and making improvement routine.
3. Visual Performance Management – Keeping Progress on Track
In any lean system, knowing what’s working – and what isn’t – starts with measurement. That’s where Visual Performance Management and KPI’s come in. They give teams a clear view of performance, helping everyone stay focused and make better decisions.
Good KPI’s aren’t buried in spreadsheets. They’re out in the open, easy to read, and tied to what matters most on the shop floor. It could be tracking downtime, scrap levels, or on-time delivery – whatever it is, the numbers need to mean something to the people using them. A few signs of useful KPIs:
- Aligned to strategic priorities like safety, quality, delivery, and cost.
- Visible to those who can influence them—on boards, screens, or dashboards.
- Discussed daily as part of team huddles and tiered meetings.
The real value comes when these figures become just part of the team’s daily routine. A quick review each morning helps teams see changes, flag problems before they become bigger issues, and keep things moving in the right direction. When leaders, managers, and operators all look at the same measure – and act on them, it builds momentum.
4. Waste Reduction – The Core of Lean Thinking
Every manufacturing site has waste. It’s just a question of how well it’s spotted and how quickly it’s dealt with. That’s where Lean thinking can make a difference. It gives teams the mindset and tools to cut out the stuff that slows everything down.
Lean identifies seven key types of waste that can creep into everyday operations.
- Transport – moving things around without adding value
- Inventory – holding excess stock that ties up space and cash
- Motion – extra steps, stretching, reaching, walking
- Waiting – People or machines stuck doing nothing
- Overproduction – making more than needed
- Overprocessing – doing more work than required
- Defects – rework, rejects, or anything that isn’t right the first time
Some teams also add an eighth element – underused people. Skills can go to waste because staff aren’t trained, trusted, or involved in problem-solving.
These wastes might look small in isolation. A few minutes here and there. Some excess stock. Add these up across a site, over weeks and months, and you have issues. The good news is that they are fixable. It won’t take a full-blown overhaul to see results – just small, steady improvements that stick. Many businesses choose to work with experienced supply chain consulting firms like ours to help identify these opportunities and drive continuous improvement.
We’ve put together a bigger in-depth article on the seven wastes of lean manufacturing principles, which you can read here.
5. Gemba Walks – Leadership Where the Work Happens
Gemba means “the real place”. In manufacturing, that’s the factory floor. The Line. The Warehouse. Wherever the work is actually done.
A Gemba Walk is when leaders step away from their desks and go see things for themselves. Not to point fingers. Not to micromanage. Just to watch, ask questions, and learn. It’s a simple habit with big results.
You see things you’d miss in a meeting room. You hear what’s working – and what isn’t – directly from the people doing the job. And you build trust by showing up. Done regularly, Gemba walks help teams solve problems faster. Minor issues don’t get ignored. Good ideas don’t get lost. And leaders stay connected to the work that keeps everything moving.
No slides. No spreadsheets. Just time spent in the right place, asking the right questions.
6. Tiered Meetings – Structured Communication for Speed and Clarity
Tiered meetings keep teams aligned. They’re short, focused check-ins that happen at every level of the business – usually at the start of each shift or day.
Each tier has a different focus, but the goal is the same – clear updates, quick decisions, and fast problem-solving.
Here’s how it usually works.
- Tier 1 – Frontline teams look at safety, quality, and daily targets.
- Tier 2 – Supervisors review team issues and flag anything that needs escalation.
- Tier 3 and up – Managers and leaders tackle site-wide performance and priorities.
The structure matters. Everyone knows what to bring, what to cover, and what to do next. Problems that can’t be fixed on the spot move up to the next tier – fast.
It’s not about more meetings. It’s about better ones. No long chats. No guessing games. Just clear updates, shared goals, and teams that stay on the same page.
Lean Is Driven by People, Not Just Tools
Lean tools are useful—but without the right mindset and leadership behaviours, they don’t drive lasting change. Here’s what we’ve learned from helping manufacturers sustain Lean at scale:
- Leadership comes first. If senior leaders don’t model Lean behaviours—walking the floor, asking the right questions, and supporting teams—progress stalls.
- Capability must be built. Training isn’t just about tools. It’s about building confidence in problem-solving and developing ownership at every level.
- Habits make the system work. Daily practices—like Tiered Meetings, Gemba Walks, and visual KPIs—create the rhythm that keeps Lean alive.
- Recognition drives momentum. Celebrate quick wins. Share success stories. Make improvement visible and valued.
When Lean becomes part of daily work—not a side project—it changes how organisations think, act, and perform. That’s when culture shifts. And that’s when Operational Excellence becomes sustainable.
Looking to Put Lean into Action?
At TBM Consulting, we help manufacturers embed Lean practices that unlock speed, drive measurable results, and build high-performing operations. Whether you’re starting out or looking to strengthen an existing approach, we bring the structure, experience, and on-the-ground support to help you move faster—and sustain it.
Explore our Operational Excellence Services or reach out to book a Rapid Plant Assessment.
