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# Castlefirth

## Sitemaps

- [XML Sitemap](https://www.castlefirth.com/sitemap.xml): Contains all public & indexable URLs for this website.

## Artigos

- [Covid-19 Productivity Challenges](https://www.castlefirth.com/covid-19-productivity-challenges/) - I think it’s fair for us all to say that the last months have been a challenge in many many ways. As the more fortunate have come through the change curve and are embracing the learning and adapting their approach to achieve personal and organisational objectives, we have seen four types of significant challenge emerge.
- [The Principles of Lean Improvement](https://www.castlefirth.com/the-principles-of-lean-improvement/) - At Castlefirth we are often asked "How Lean Can Help My Business?" The answer obviously depends on many things but one of the ways is to understand how work is undertaken and applying the five principles of lean. Principle 1: Specify what creates value from the customers perspective Always understand what the customer needs. Just
- [Understanding Value](https://www.castlefirth.com/understanding-value/) - The first Lean improvement principle talks about specifying what creates value from the customers perspective. The focus of this is to help identify what is value adding and non value adding in order to clearly see the waste involved with processes and then set about on the systematic removal of that waste. However, if we
- [Defining Value in the Third Sector](https://www.castlefirth.com/defining-value-in-the-third-sector/) - Implementing a continuous improvement system in the third sector is a fascinating thing to do. It has many challenges to overcome to make it work but stay true to the principles of lean and you won’t go wrong. We know that if we follow the process and adhere to our principles they will carry us
- [Reducing Reoffending in South and West Yorkshire](https://www.castlefirth.com/reducing-reoffending-in-south-and-west-yorkshire/) - Tom Banks of Castlefirth worked with a mixed group of representatives from the Public Sector whose work supports the resettlement of young offenders back into the community. The agenda is a difficult and challenging one, but throughout Tom kept the group focussed, on task and repeatedly challenged existing perceptions. Tom delivered in a positive and
- [Lean A3 Thinking Helps with Post Ofsted School Improvement Work](https://www.castlefirth.com/lean-a3-thinking-helps-with-post-ofsted-school-improvement-work/) - As part of our school improvement work Glyn helped us to identify very specifically where our areas of improvement were and as a team devise solutions to help address those areas. The support also helped to galvanise our staff; working together towards our ultimate goal of being an Outstanding School. His professional and approachable manner
- [University Hospital North Midlands Interventional Radiology team use Lean 3P to improve patient flow](https://www.castlefirth.com/university-hospital-north-midlands-interventional-radiology-team-use-lean-3p-to-improve-patient-flow/) - The University Hospital North Midlands Interventional Radiology team led by Mark Smith, Superintendent Radiographer, recently underwent a patient flow improvement exercise using the Lean 3P methodology. Over the last decade the demand for Interventional Radiology has significantly increased. This has been driven by improvements in technology, clinical developments and an increase in catchment area and
- [How do I know if I have a Lean Organisation?](https://www.castlefirth.com/how-do-i-know-if-i-have-a-lean-organisation/) - At Castlefirth we say that an organisation needs to have some key elements in place to be on the road to that utopian goal. To have ingredients missing is not necessarily wrong, that depends on what they are. Like making a cake some ingredients missing would just reduce the flavour others missing could result in
- [A3 Thinking - Why is one version better than another?](https://www.castlefirth.com/a3-thinking-why-is-one-version-better-than-another/) - Before looking at this let's reflect on what an A3 is trying to do. Most applications of A3 Thinking are to solve problems, that it something that is absolutely common across all versions and approaches. With this in mind, let’s look again at the title of this article - A3 Thinking. The key word here
- [Why is my change programme struggling?](https://www.castlefirth.com/why-is-my-change-programme-struggling/) - Isolated improvement Activity When creating an improvement team it is essential that there is a clear view of how change activity consolidates to deliver a vision or"future state". Without it the sum of the improvement activities does not add to a better organisation. Sadly, this is a lesson I too had to learn in my
- [Castlefirth are proud to be accredited by Cardiff University Lean Competency System](https://www.castlefirth.com/castlefirth-are-proud-to-be-accredited-by-cardiff-university-lean-competency-system/) - We recognise the importance of providing a structured training programme that provides real knowledge transfer and are happy to be able to provide this through our accredited training programme. LCS is a lean qualifications framework created by the Lean Enterprise Research Centre at Cardiff University and used by organisations to support lean training programmes, facilities
- [Does my lean team facilitate or coach?](https://www.castlefirth.com/does-my-lean-team-facilitate-or-coach/) - Facilitator vs Coach In your workplace how are the improvement team honestly regarded? Q1. Are they considered as facilitators that arrange workshops and agendas and keep improvement teams moving? Q2. Are they regarded as business coaches to the middle and senior leaders helping to develop the next level of performance and behaviour from your business?
- [Effective Team Based Problem Solving](https://www.castlefirth.com/effective-team-based-problem-solving/) - Problem solving and corrective action means going to the place where the problem is happening, in other words the Gemba. We must involve the team that have the problem and use the full range of senses; listening, seeing and touching the problem in order to fully understand what the problem is. In approaching this you
- [Which improvement system is best?](https://www.castlefirth.com/which-improvement-system-is-best/) - All of these are powerful approaches in the right environments. When you really look at the principles behind many of these methods you will find lots of alignment (and maybe an overdose of academic positioning!) It is easy for those closest to these fields of work to get quite embroiled in the merits of one against
- [How long does it take to embed lean?](https://www.castlefirth.com/how-long-does-it-take-to-embed-lean/) - This series has already written about People, Purpose and Process in the creation of a lean organisation. In these times there is constant pressure to deliver results and maintain the rate of improvement so we are often challenged to deliver an "embedded" lean system as a soon a possible. When your organisation will have an
- [Can I really implement flow in my business?](https://www.castlefirth.com/can-i-really-implement-flow-in-my-business/) - Flow in the automotive industry is something that has been developed over many years and its use of moving production lines that we see on television and written into articles has influenced many people's paradigms about flow. As we know, a moving line can help to eliminate vast amounts of waste, which is why it's
- [Too busy to improve?](https://www.castlefirth.com/too-busy-to-improve/) - We work with a diverse range of clients in a variety of sectors. To consistently achieve a double digit return on investment (greater than 10 times cost) we need to have deep experience in lean principles and the approach to implementing transformative change. There is no sector that I have found that cannot improve through
- [Isn't Lean Just Common Sense?](https://www.castlefirth.com/isnt-lean-just-common-sense/) - So what was it that we did to invoke such a question? The improvement was in a hospital where the team managed to reduce the time in the emergency department from admission to medical decision (to either admit or discharge) by two hours. I'm sure you'll agree it's a great result for the patient and
- [How do I Improve without defining "improvement"?](https://www.castlefirth.com/how-do-i-improve-without-defining-improvement/) - The answers could be varied but a few common ones are: The improvement is seen as tactical and not strategic. The leadership are frightened of being embarrassed - a good programme will highlight faults and wastes in the business which may reflect badly on them. They're too busy doing other things is improvement really that
- [What is a good return on investment from lean?](https://www.castlefirth.com/what-is-a-good-return-on-investment-from-lean/) - The answer should always begin with what they value and what their clients value. For some it is simple, reducing costs are what it is all about. Budget cuts and market pressures drive them to focus on these areas and of course the lean methodology is extremely powerful in helping to do this. For others
- [Are lean geeks killing my improvement programme?](https://www.castlefirth.com/are-lean-geeks-killing-my-improvement-programme/) - For some organisations this is great, the lean expert keeps them honest and challenges them and holds them to account until they achieve amazing things. For others this is really off-putting being made to feel guilty (or stupid) about having some waste still in the system or not being able to speak the lean language
- [Is my lean programme sustainable?](https://www.castlefirth.com/is-my-lean-programme-sustainable/) - Teams can debate endlessly on the tools and techniques required to deliver the breakthroughs required by their businesses.But the tools and techniques are only one segment of making a lean programme work. Fundamentally the programme needs to be built around developing people if it is going to be sustainable. It should: Enable people to see
- [What Return is your CI Programme Delivering?](https://www.castlefirth.com/what-return-is-your-ci-programme-delivering/) - As a performance measure, Return On Investment (ROI) is used to evaluate the efficiency of an investment or to compare the efficiency of a number of different investments. So what is typical for ROI? Dow Jones typically returns 0% to 20%, property rental 6% to 8%, and bank savings are currently < 2%. It's reasonable
- [Why do we need to talk about Purpose?](https://www.castlefirth.com/why-do-we-need-to-talk-about-purpose/) - Mission statements are often backed up by core values of people behaviours, but the purpose if often missed. Where company Purpose Statements are found they are often based from the owners' point of view (need to increase revenue etc.). The Purpose should be designed around the voice of the customer in the same way Lean
- [What came first - the chicken or the egg?](https://www.castlefirth.com/what-came-first-the-chicken-or-the-egg/) - The generally accepted answer to this age old question is that the egg came first. This is based on the thinking that two things which were very much like chickens (but were obviously not) could create an egg containing a chicken. However, no amount of eggs containing things that are very much like, but not,
- [How Lean Transformation Delivers Growth](https://www.castlefirth.com/how-lean-transformation-delivers-growth/) - To think about this properly we need to go back to the improvement strategy. Without one it can become unclear as to why the improvement should be made which has a damaging effect on engagement. So we should ask: "What does the business look like if we deliver the improvement, make the savings and are
- [What do you perceive?](https://www.castlefirth.com/what-do-you-perceive/) - This principle is so easily forgotten in the pressure of the workplace. Available time is in short supply; available work is abundant. It's near impossible to square this circle (sorry) The two key areas of improvement work that I wrote about in my last piece are affected here; people and processes. If we do not
- [What comes after Transformation?](https://www.castlefirth.com/what-comes-after-transformation/) - It is an overused term today, often not really describing any significant change at all. I have seen it used to describe routine upgrades to the next generation of software for example. This is not Transformation. To us "Transformation is the deep review of everything within the scoped area to enable the creation of an
- [Stay True to the Principles of Lean](https://www.castlefirth.com/stay-true-to-the-principles-of-lean/) - Whilst we know that everyone hasn't yet realised that Lean is a critical success factor when it comes to organisation performance, fortunately there are a lot of people who do have the message and are running their own Lean programmes. This is great news and I admire everyone that is striving to make their organisation
- [Who performs surgery on your business?](https://www.castlefirth.com/who-performs-surgery-on-your-business/) - Teams that get little support and development often tend to be those delivering smaller degrees of change for their organisations. There is a parallel in healthcare. Those that are self-taught and get their information from books and the internet can only be expected to deliver basic healthcare and treatment. This is all well and good
- [Engineering Thinking](https://www.castlefirth.com/engineering-thinking/) - A good friend of mine got married recently in Nottingham, the city of my university education. While in the area I decided I would extend my stay and see if I could summon any memories of those years of my life. I could not. Undeterred I dropped into my University building to see who was
- ["Whether you think you can, or you think you can't, you're right."](https://www.castlefirth.com/whether-you-think-you-can-or-you-think-you-cant-youre-right/) - I recently coached some lean workshops in a large hospital. They weren't part of an enterprise wide transformation but were three stand-alone activities which were all being run in parallel during the same week. The facilitators and team members were great. All enthusiastic, willing to learn, willing to try new things and entirely committed to
- [Has Lean Expired?](https://www.castlefirth.com/has-lean-expired/) - If you understand and have followed the history of lean then you will already be aware of the different stages. Key contributors from Adam Smith* in the late 18th Century, Henry Ford, Deming, Ohno, Womack/Jones and more current thinking from John Seddon and Eric Ries have all added to the toolbox. Through these ages structured
- [Why the voice of the Customer is not everything](https://www.castlefirth.com/why-the-voice-of-the-customer-is-not-everything/) - Surely the most important aspect of successful businesses and organisations is providing the products or services that people want. This seems pretty simple to understand, so why do some get it so tremendously wrong sometimes? Logically there are only a couple of reasons for this: The requirements are not understood The requirements are not well
- [Who says people don't like change?](https://www.castlefirth.com/who-says-people-don-t-like-change/) - A common expression that I hear is about how people don't like change. I often pause and shudder slightly at this expression because I find it only to be partly true. What I find is that people actually really need change to be happy and can enjoy it. Please read "The Age of Absurdity" by
- [A Visual World](https://www.castlefirth.com/a-visual-world/) - I have recently returned from travels around the East and spent a lot of time in both China and Japan which was quite an experience. Like many of us that have travelled to these places without the ability to converse in Mandarin or Japanese, getting around solo was a daunting prospect, particularly since my navigational
- [Follow the process!](https://www.castlefirth.com/follow-the-process/) - Those who are involved in Lean process improvement know that we have a structured way of driving breakthrough improvement, those who have not yet experienced this methodology can be forgiven for being a little more sceptical. However, one adage that helps to keep us focussed and continue to deliver these amazing results is "follow the
- [The power of Obeyas and Visual Management for Project Management](https://www.castlefirth.com/the-power-of-obeyas-and-visual-management-for-project-management/) - I have been working with a team who have made real improvements to their Project Management through the implementation of some simple visual management structured in an Obeya. In many organisations you will find that there are Project Managers whose role it is to coordinate projects. They find themselves trying to get all the departments
- [When Lean Meets Private Equity](https://www.castlefirth.com/when-lean-meets-private-equity/) - PE firms are always looking for new and exciting prospects to convert wealth into more wealth. Understanding how to do this requires both structure and a well-honed talent for asking the right questions, for thinking in opportunistic ways. The teams that do this are often extremely talented people to work with and see the world
- ["We are too busy to improve" really?](https://www.castlefirth.com/we-are-too-busy-to-improve/) - Recently I was facilitating an Improvement Activity, at the end of the first day I saw some resistance from the team as they felt they were too busy to continue to spend time on this improvement work. The team admitted that they wanted to improve things, and it was evident that their leadership wanted their
- [Lean thinking, a scientific approach](https://www.castlefirth.com/lean-thinking-a-scientific-approach/) - Lean thinking requires not only knowledge of the tools but the right mindset to apply them, we shouldn’t be afraid of trying new ideas and learning from the experience. As we should all be aware, Lean thinking requires a slightly different and often counterintuitive way of thinking. It requires us to base decisions on the
- [Have you been 'leaned'?](https://www.castlefirth.com/have-you-been-leaned/) - In a previous article we talked about change and the effect it has on people. Some people love change whilst others declare that they don't. On reflection, the point of view is not about whether you like change or not but more about how much control and influence you have in the change. Those who
- [How to reduce lead times from the supply chain by implementing lean](https://www.castlefirth.com/how-to-reduce-lead-times-from-the-supply-chain-by-implementing-lean/) - When I got to the checkout screen of a recent internet order, the website informed me that delivery could take up to 10 weeks. I did a little digging around and found that the item was coming from China. On rough calculations, items should only take about 2 weeks to be shipped from China so
- [50% improvement in one week is more than an aspiration](https://www.castlefirth.com/50-improvement-in-one-week-is-more-than-an-aspiration/) - If you're not used to working in an environment that regularly does extraordinary things in terms of Lean improvement, then you can be forgiven for being sceptical when someone makes extraordinary promises. In some circumstances this scepticism is probably healthy as unfortunately not everyone who promises these breakthroughs can actually deliver them. However, placing aside
- [Is Lean the best way to make change happen?](https://www.castlefirth.com/is-lean-the-best-way-to-make-change-happen/) - For sure there are plenty of Lean zealots out there who are totally committed to that statement. People who live and breathe Lean as a way of life, always looking to make a difference and always looking for opportunities to make things better. I share much with these individuals and have no criticism whatsoever of
- [Are you a suitable candidate?](https://www.castlefirth.com/are-you-a-suitable-candidate/) - Everyone has a different perception and things to offer us, so how can we take advantage? As is becoming a theme through my articles, the importance of understanding people and taking appropriate time to develop their skills in problem solving should not be under-estimated. Over the last couple of months, a friend of mine has
- [A year from now, you'd wish you had started today](https://www.castlefirth.com/a-year-from-now-youd-wish-you-had-started-today/) - All organisations want to sustainably improve so why are we not starting immediately and taking full advantage? It can be hard to get started with a task or activity you know you really should start sometimes – my currently unused gym membership is a fine example. Getting sidetracked personally is very similar to putting off
- [Keep Pulling](https://www.castlefirth.com/keep-pulling/) - A short discussion on how the lean principle of Pull means much more than just a kanban card in a box. The five lean principles are well known nowadays. Many organisations across just about any industry you can think of work extremely hard to implement them. With this wealth of experience out there it baffles
- [5 points for perfection](https://www.castlefirth.com/5-points-for-perfection/) - We are all undertaking a healthy pursuit of perfection, but can we really get there and if not, how do we enjoy the journey in trying? After writing my last entry on Pull, I thought it only right to move onto perfection. As I’m sure you’re aware that this is the fifth of the five
- [Transformational Leadership](https://www.castlefirth.com/transformational-leadership/) - Lean thinking requires a very different mindset at all levels of the Organisation. Here James discusses how our approach much change based on what we have in front of us. This week I have been invited into a really exciting organisation that is transforming the way it works. It was clear that they have identified
- [Organisational Reflection](https://www.castlefirth.com/organisational-reflection/) - Lean is very much about Organisational development and to develop as an Organisation we must learn as a team. For my last blog of the year, I thought it appropriate to write a little about reflection. It’s strange that in life we seem to need some sort of milestone or key point to reflect, whether
- [5 Lean behaviours we should all practice](https://www.castlefirth.com/5-lean-behaviours-we-should-all-practice/) - Lean is much more than just a tool box. James discussed the key lean behaviours required to drive sustainable rapid improvement. Hopefully you have been enjoying my articles (if you haven’t I’d be pleased for the feedback). If you have been reading along then you will have ascertained that my belief is process improvement does
- [Why every team needs critical, lateral and creative thinkers](https://www.castlefirth.com/why-every-team-needs-critical-lateral-and-creative-thinkers/) - I have worked both in and with many teams over the last 20 years, some were successful, and others were not. There was always one thing that seemed to stick out as an underlying factor to being successful – the outlook and balance of the team, the way it thought and therefore evaluated, prioritised and
- [Are you just masquerading as a Lean Organisation?](https://www.castlefirth.com/are-you-just-masquerading-as-a-lean-organisation/) - Is everything that we see really as we think it is? It’s important to see reality not just what we want to. Coincidentally, I have been speaking with a number of Lean Improvement practitioners recently in different Organisations about CI culture and what that actually means. They all had one thing in common. That was,
- [5 Reasons why hard work doesn’t always pay off](https://www.castlefirth.com/5-reasons-why-hard-work-doesnt-always-pay-off/) - We all work hard to improve ourselves, our teams and our Organisations so why don’t we always get the rewards that we deserve for our efforts? Over half a million businesses have to sadly shut their doors every year. We hear stories of how they didn’t adapt or change to make things work for
- [Creating the Space](https://www.castlefirth.com/creating-the-space/) - Creating the Space What does empowering our people really mean – certainly more than just saying it out loud. Anyone with a knowledge of todays organisational and business improvement techniques know that they are supported by two necessary elements. A robust, consistent and well understood, process for improvement and a deep rooted respect for
- [It’s about people… but always track ROI](https://www.castlefirth.com/its-about-people-but-always-track-roi/) - It’s about people… but always track ROI As a performance measure, Return On Investment (ROI) is used to evaluate the efficiency of an investment or to compare the efficiency of a number of different investments. So, when looking for improvement in business performance, focussing on ROI is a good idea, right? But how do you
- [We have to change to stay the same](https://www.castlefirth.com/we-have-to-change-to-stay-the-same/) - We have to change to stay the same What does sustaining performance really mean? I was recently having dinner with a friend and I spotted the sign in the picture below hanging in the restaurant. I believe it to be a modified quote from Il Gattopardo (The Leopard) one of the most important novels
- [Inauthentic Lean Application](https://www.castlefirth.com/inauthentic-lean-application/) - It’s been almost 30 years since Jim Womack, Dan Jones and Dan Roos coined the term ‘lean’ in terms of productivity. They shared, and have continued to share, critical insights into how organisations can enjoy huge growth, services can deliver exactly as required when required and charities can make the very most of the donations
- [Happiness & productivity](https://www.castlefirth.com/happiness-productivity/) - The very welcome increase in the publicity and subsequent awareness of critical subjects regarding personal awareness, mental health, equality and general humanity has driven forward thinking businesses and organisation to evaluate their employees ‘happiness’. Much has been written on this over the years of course and I was recently pointed toward an article citing a

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- [Home](https://www.castlefirth.com/) - Get business process improvement strategies catered to your business needs from the experienced and passionate Castlefirth team.
- [Who We Are](https://www.castlefirth.com/about/) - Backed with years of experience in lean methodology and change management, our professional consultants will take your business to the next level.
- [Recruitment](https://www.castlefirth.com/contact/recruitment/) - Are you a skilled lean consultant interested in joining one of the fastest-growing international teams? Apply with Castlefirth today!
- [What We Do](https://www.castlefirth.com/services/) - Specializing in strategic process solutions and Lean Six Sigma training, our consultants are dedicated to fostering complete operational excellence.
- [Training & Coaching](https://www.castlefirth.com/services/training-coaching/) - We believe the hands-on application of improvement methodologies drives real change which is why we offer lean training and coaching for every project.
- [Project Excellence](https://www.castlefirth.com/services/project-excellence/) - We help deliver successful project results by enabling dramatic performance gains in all business production areas.
- [Change Management](https://www.castlefirth.com/services/change-management/) - Whether you’re needing a breakthrough solution or a standalone change management system, we’re here to help steer your team in the right direction.
- [Process Improvement](https://www.castlefirth.com/services/process-improvement/) - Take advantage of our improvement methods–simple to understand, scalable for any organizational size, and flexible to meet any business goal.
- [Strategy to Action](https://www.castlefirth.com/services/strategy-to-action/) - Unlike our competitors, we don’t just develop a strategic plan - we collaborate with our clients and deliver our strategic plans to full completion.
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- [Get in Touch](https://www.castlefirth.com/contact/) - We’re ready and willing to help your company find success! Contact our consulting team today for more information.
- [Insights](https://www.castlefirth.com/insights/) - Stay up to date with our latest happenings by reading our company’s news articles and helpful insights.
- [Sectors](https://www.castlefirth.com/sectors/) - Our continuous improvement solutions are built to cater to the needs of any sector, whether it be in an office setting or out on the field. Learn more here.
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## Testimonials

- [](https://www.castlefirth.com/testimonial/4590/) - “The Consulting Programme was an exciting journey. My reflections were that I began to see the world through a different lens; a Lean lens. The training was intense and to get the most from it, you need to take the time to reflect on what you have learned.”
- [](https://www.castlefirth.com/testimonial/4592/) - “The impact was three-fold: business performance, developing engaged colleagues, and improving customer experience. In addition, it was always a pleasure to work with Castlefirth who supported us outside of workshops throughout the transformation”.
- [](https://www.castlefirth.com/testimonial/4597/) - Working with Castlefirth has been a successful experience for EDF Nuclear Operations. Most activity has been focused on operational performance of the Nuclear Fleet (mostly asset management activities) and developing a core capability to coach and lead lean based business improvement. Learning by doing has been critical. We now have a Business Improvement team which
- [](https://www.castlefirth.com/testimonial/4594/) - The lasting benefit from Castlefirth is linked to the solid foundation of lean methodology training and upskilling that’s been delivered to the internal EDF Business Improvement team. This grounding provided several of our Business Improvement coaches with the chance to craft and build up the relevant skills, tools, and techniques to help make improvement activities
- [](https://www.castlefirth.com/testimonial/3179/) - The Castlefirth approach to Continuous Improvement is a systematic yet flexible way to deliver return on investment. Putting people first to drive improvement through collaboration allows people who do the work to become fully engaged improving their workplace to deliver the organizational goals. A truly engaging approach that delivers what it promises. However, it is
- [](https://www.castlefirth.com/testimonial/3176/) - The nuclear industry in the UK is going through a period of significant change. Several power stations are reaching the end of their operational life and new power stations are in the planning / construction pipeline. This has necessitated transformational change across several business units within EDF UK. Castlefirth have provided able assistance with this