A holistic management approach for the 21st century



In today’s fast-paced, ultra-competitive and cost-sensitive global environment, it is more important than ever to increase organisational effectiveness through the engagement of people, the elimination of waste and the cultivation of innovative teams who are constantly striving to improve. These are all part of a modern management concept known as Lean Thinking, mainly pioneered by Toyota experts. Yet most organisations are still operating under a largely 20th Century Management System and set of leadership behaviours. Lean Thinking welcomes you to a 21st Century way of managing and leading your organisation.


Although the Lean concept has been in existence for quite some time, most of the training focuses on the process improvement tools – the Management and Leadership components have been largely missed. This course is designed to teach senior leaders and middle managers how to effectively create a lean organisation, including relevant leadership competencies, culture-building techniques and key Lean principles.



The aim of this course is to take participants through the entire Lean Management System model, using exercises and examples to reinforce critical concepts and implementation methods. Small teams will work through simulations and discover how to apply Lean Management techniques to significantly improve the organisation’s strategy, processes and people. By the end of the course, participants will have a solid base of knowledge of the Lean Management System and how to build the right methods, habits and behaviours in their organisation to increase performance. 



Participants will be given a brief introduction of Lean Thinking: the history, basic concepts and its fascinating journey through multiple sectors and applications.


The Lean Management System Model

Participants will be introduced to the Lean Management System model, which consists of 5 essential components that are critical to the achievement of organisational excellence:


(1) Strategy and Philosophy;

(2) Process Excellence;

(3) Habitual Assessment;

(4) Continuous Improvement & Learning; and

(5) People and Culture.


The components come together to form a management model, in the configuration of an ongoing cycle of change, learning and improvement. Each of the components will be covered in sufficient detail so that the concepts are well understood at an awareness level, with examples and exercises utilised to institutionalise the learning.

Key topics covered include the following:


Strategy and Philosophy

  • Critical Reflection (Hansel)
  • Long-term Thinking
  • Rigorous Consensus-building (Nemawashi)
  • Collaborative Business Plan Development and Deployment (Hoshin Kanri)


Process Excellence

  • Customer Value Orientation
  • Horizontal Flow of Customer Value Delivery (Value Stream)
  • Learning to See Organisational Waste (Muda)
  • High-Level Process Thinking (Flow, Built-in Quality, Standardisation, etc.)


Habitual Assessment

  • Point-of-impact Management (Gemba Management)
  • Process-orientated KPI Design
  • Layered Management Assessment Process
  • Daily Management System
  • Leader Standard Work


Continuous Improvement and Learning

  • Problem Solving Culture Building
  • Continuous Change for the Better (Kaizen Thinking)
  • One-page (A3) Communication Culture
  • Continuous Learning Process


People and Culture

  • Team Engagement and Excellence
  • Capability Building Using Kata Concept
  • Sustainable People Development Orientation
  • Lean Leadership

Who Should Attend

This course is aimed at Principals, Deputies, Department Chairs, Senior Administrators, Programme Managers and anyone driving change and improvement in their organisation, adding a significant management philosophy to their professional toolkit.


2 days 

Course Date



SGD 850 (before GST) per participant.


Instructor Profile


John S Hamalian

Singapore Representative

Lean Global Network


John has over 20 years of experience at General Motors and Dell, specialising in Lean Management, Business Improvement, Strategy and Organisational Development. With assignments based in the USA, China, Korea, India and Singapore, he has held two Asia Pacific Regional Director positions. John is an adjunct professor at various universities, a published writer on Lean, Strategy and global perspectives, and an active speaker at Business Excellence conferences, global corporations, public agencies and professional institutions.