A lean coach with three decades of know-how, for every project member

We wanted every project member to know, and to check for themselves, what good looks like in our lean project standard. So we documented the standard end to end and turned it into a lean coach. We use it ourselves, on every project.

End to end

standard process, artefacts and quality gates documented

knowledge base as the single source

Step 2

the coach now builds and evaluates artefacts

The story in five steps

From business problem to time to value.

01Business problem

Our project members have to know for themselves that they deliver the required quality at every gate, from material-and-information-flow maps to delivery. That knowledge sat with a handful of experienced people.

02Intervention

Four steps: document the end-to-end standard process; document every artefact and quality gate; train our project teams; bring it all together in one knowledge base. Only then did we build the lean coach.

03Role of data & AI

First a natural-language interface to the knowledge base. Then the skills to develop and evaluate the artefacts themselves, starting with the material-and-information-flow map, because it sits at the heart of business transformation.

04Adoption

The lean coach is gradually becoming the coach for our project members, alongside the people who trained it.

05Measurable impact

Our standard is applied by the people doing the work, so quality is built in. Our clients get better and more consistent output, delivered more efficiently.

Principles at workAn extension of your team, not another dependency Lean teams, big impact

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A lean coach with three decades of know-how, for every project member

From business problem to time to value.

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