Coaching is fundamental to unlocking the potential of any organisation, but it is not separate from mainstream management and leadership. Leading by example is the path to sustainable improvement. Both the leader as a coach and the employee as a player must be comfortable in their interactions. The leader is responsible for the effectiveness of the engagement.

The Coaching quadrant is about the processes and techniques that build effective coaching within an organisation. The leader must engage actively as a coach of change, using a consistent approach to solve real day to day business issues. Each engagement is an opportunity to coach employees on how to think, analyse and solve business problems. Today’s organisations must engage with employees in this manner to deliver flexible and sustainable performance.


A Toyota-pioneered practice of getting the problem, analysis, corrective actions, and action plan (often with the use of graphics) on a single sheet of A3 paper.


DMAIC is a standard process improvement model consisting of the steps: Define, Measure, Analyse, Improve and Control.

Help Chain

A routine for solving problems and eliminating instabilities in processes as they arise. Help and interaction from operator through to heads of support areas.


At the heart of Lean; performing routines over and over to develop proficiency in a new habit.


A partnership where knowledge, skills and information is shared with the aim of fostering the personal and professional growth of the client.


Teamwork is widespread in Lean; good teamwork is crucial for Lean Implementation and increases the success of continuous improvement.