The Lean Competency System (LCS) Background

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Development

Many individuals and organisations have identified a weakness in the field of lean education, in that there is no accepted qualification structure around which an individual can organise a programme of learning. There is also no means through which a lean practitioner can formally identify their particular level of lean knowledge and competence. Furthermore, many employees have undergone extensive training and have wide experience of implementation, but have nothing to show for this to existing or prospective employers.

This situation is contrasted with that of Six Sigma, where there is a well accepted and recognised structure of 'belts' (green, black, etc), which aim to indicate an individual's level of knowledge and competency in this particular field (though it could be argued that there is a degree of variability in the standards achieved).

The Lean Competency System (LCS) has been developed by LERC to remedy this situation and provide a mechanism to promote and develop lean knowledge transfer. It aims to provide a structured lean qualifications system, offering a practical oriented hierarchy of lean qualifications – or “learning ladder” – around which employees can develop their lean thinking skills, or for an organisation to develop a lean competency strategy for its workforce.

LERC has worked with some pilot companies in the development of the LCS to help ensure that is relevant, useful and workable. It expects this development process to continue as more organisations begin to use and apply it. Feedback and suggestions from individuals or organisation on any of its aspects is always welcome.