Many organisations are attempting to or have ‘done’ Lean and Lean Six Sigma interventions, but more often than not they are piecemeal (sometimes known as Mechanical Lean), unstructured and limiting in their success. Many organisations have DIY programmes and 1 or 2 people driving enterprise wide improvements, and this is true even for huge companies!

Here is a little story...

Business woman highlighting successful business factors including Organisational culture

A young man asked Socrates, an ancient Greek philosopher, the secret of Success. Socrates told the young man to meet him near the river the next morning. They met.

Socrates asked the young man to walk with him toward the river.

When the water got up to their necks, Socrates took the young man by surprise and ducked him into the water. The man struggled to get out but Socrates was strong and kept him under water until he started turning blue.

The young man struggled hard and finally managed to get up. The first thing he did was to gasp and take a deep breath.

Socrates asked, "What did you want the most when you were under the water?"

The man replied "Air".

Socrates said: "That’s the big secret to success. When you want success as badly as you want air, you will get it. There is no other secret".

If organisations wants real transformation that drives larger profits, then it must be guided. Socrates is the most famous teacher that ever lived, and, like Socrates, Zenith aims to teach, coach and facilitate Lean interventions. Have you heard the great British proverb;

Give a man a fish, and you feed him for a day; show him how to catch fish, and you feed him for a lifetime!

We, at Zenith, like the term ‘Sensei’ (definition: "One who has travelled the path before..."), and our mission is;

  • To teach people to see in a Lean Business System way
  • To create other Sensei and
  • Show how principles apply anywhere and then help everyone to "see" through creative thinking

Our success criteria is simple: success is achieved when the pupil outperforms the master, and the organisation becomes a ‘learning’ organisation.

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