Lean Strategy


Lean strategy aligns long-term direction with evidence-based improvement. It links customer value, flow and waste reduction to strategic choices, governance and measures so daily work supports strategic aims. Success rests on clear intent, change leadership and embedding lean into operations strategy and risk (Bhasin, 2012; Ahmed & Huma, 2021).

Technique Overview

Lean Strategy

Lean Strategy Definition

Lean strategy is the purposeful integration of lean principles (for example, value, flow, pull and problem-solving) with strategy formation and execution. It treats improvement as a management system: align goals, select a few priorities, deploy clear measures and adapt through disciplined learning (Collis, 2016). Success depends on culture and change leadership (Bhasin, 2012). Leaders can combine lean with Six Sigma/Lean Six Sigma and tailor the approach to operational priorities and supply-chain risk and resilience (Drohomeretski et al., 2014; Ahmed & Huma, 2021).

Lean Strategy Description *

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Business Evidence

Strengths, weaknesses and examples of Lean Strategy *

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Business Application

Implementation, success factors and measures of Lean Strategy *

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Professional Tools

Lean Strategy videos and downloads *

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Further Reading

Lean Strategy web and print resources *

Lean Strategy references (4 of up to 20) *

  • AABRI (2021) ‘The Wiremold Company: Ensuring shareholder commitment’. Available at: https://www.aabri.com/manuscripts/213351.pdf
  • Ahmed, W. and Huma, S. (2021) ‘Impact of lean and agile strategies on supply chain risk management’, Total Quality Management & Business Excellence, 32(1–2), pp. 33–56. Available at: https://www.tandfonline.com/doi/abs/10.1080/14783363.2018.1529558
  • Atkinson, P. (2004) ‘Creating and implementing lean strategies’, Management Services, 48(2), p. 18. Available at: https://nzbef.org.nz/wp-content/uploads/2019/05/Article-Creating-and-Implementing-Lean-Strategies.pdf
  • Bhasin, S. (2012) ‘An appropriate change strategy for lean success’, Management Decision, 50(3), pp. 439–458. Available at: https://www.emerald.com/insight/content/doi/10.1108/00251741211216223/full/html

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