Lean Thinking is a methodology that originally came from manufacturing and was first introduced at Toyota before being applied to many other industries. Originally, Lean was focused on flow, value creation, and waste elimination. But when Lean was introduced into human healthcare, it was discovered that process alone is not enough in people management.
Lean Thinking requires buy-in from all the levels of the organization and has to be embedded in the culture to produce innovation at every level. The modification of classic Lean took place and and Lean Thinking Principles were developed by John Toussaint, Founder and Executive Chair at Catalysis an organization focused on transforming management and instill value in healthcare delivery:
The key reason for bringing Lean Thinking into the veterinary domain was to empower people at all the levels of the organization to make decisions and to unite front line staff around the purpose. A well-defined purpose that resonates with all has to be well-articulated and shared by all in order to achieve cultural integration post-acquisition. Lean Thinking Principles help to facilitate change management beyond integration — when the engagement of the teams usually drops off and is rarely assessed. Therefore, the result of margin expansion is usually poor.