How competitiveness is achieved with lean synchronisation implementation

Lean is seen as an instrument to increase competitiveness through continuous improvement. According to numerous research papers less than 0, 5% of an organisation's process operations are value adding. Lean principles need to be understood in the context of performance and service delivery and organizations need to adopt a lean mindset and deploy lean approaches for retention, loyalty and customer satisfaction. Key decision makers resolve and dedication is critical for launching an initiative that seeks to modify work place behaviors. Organization therefore requires rational improvement measurement guidelines ensuring a structured approach in helping systems delivery to drive business innovation through measured and continuous improvement of their processes. In short it is fruitless if performance is only measured without improvement made. What should happen is that organizations should (1) empower people to measure, manage, and improve their delivery capabilities (2) adopt measured approach to transformation, (3) focusing on core practices that matter most, (5) describe capability improvements in terms of business value, and (6) accelerate improvement through capable resources. The paper identifies what then must be done to ensure that business improve value adding when implementing Lean. It addresses essential elements required to implement Lean focusing specifically on capability performance measurement techniques to ensure effective Lean Synchronisation.