What Our Clients Have Achieved

A regional hospital engaged our team to redesign patient flow from triage to treatment decision in their emergency department, where wait times were consistently exceeding provincial targets.

• Current-state value stream mapping with ED clinical and operations staff
• Waste analysis across triage, registration, bed allocation, and assessment processes
• Standard work design, visual management implementation, and change management support

A hospital pharmacy sought to reduce inventory carrying costs and eliminate dispensing errors through structured Lean methodology applied to ordering, storage, and dispensing workflows.

• Lean waste analysis of dispensing workflows and ordering processes
• Par-level redesign and pull system implementation for high-volume medications
• Staff training in Lean pharmacy operations and visual management

A 132-bed long-term care home engaged our team to optimize staffing and workflows in alignment with the Fixing Long-Term Care Act (2021) and an emotion-based model of care.

• On-site shadowing and staff engagement across disciplines
• Lean workflow review identifying process inefficiencies
• Gap analysis against an optimal staffing model

A municipality operating two long-term care homes (244 beds combined) engaged our team to apply Lean methodology to shift filling and scheduling processes.

• Staff preference survey achieving a 72% response rate
• Lean waste analysis of shift filling procedures
• Future-state master schedule design and validation

A mid-sized Canadian municipality engaged our team to address chronic vehicle downtime and scheduling gaps in fleet services that were limiting frontline service delivery capacity.

• End-to-end value stream mapping of fleet maintenance intake, scheduling, and dispatch
• Preventive maintenance standardization and scheduling redesign
• Visual management and daily accountability system for fleet supervisors

A municipal public works department needed to reduce operating costs and improve responsiveness to service requests while staying within existing headcount and equipment budgets.

• Cross-functional waste analysis across core public works service areas
• Work order management redesign and crew scheduling optimization
• Standard work documentation for recurring maintenance and service activities

A Canadian manufacturer engaged our team to map and redesign their primary production value stream, where excessive WIP, long changeovers, and scheduling variability were eroding margin.

• Current-state and future-state value stream mapping with production teams
• Changeover reduction (SMED) and batch size optimization
• Pull system design and visual production control boards

A food manufacturing operation sought to improve overall equipment effectiveness and identify automation opportunities across their packaging lines.

• OEE baseline measurement and loss categorization
• Rapid improvement (Kaizen) events focused on top downtime drivers
• Automation readiness assessment and digital strategy roadmap

An aerospace MRO operation engaged our team to reduce aircraft turnaround time and improve scheduling predictability across their maintenance bays.

• Current-state value stream mapping of maintenance and inspection workflows
• Constraint analysis and resource levelling across maintenance bays
• Standard work implementation for high-frequency inspection tasks

A utility provider sought to improve field crew scheduling efficiency and reduce time spent on non-productive activities.

• Value stream mapping of work order creation, scheduling, and dispatch processes
• Scheduling redesign to reduce travel time and improve job completion rates
• Standard work and visual management for field crew supervisors

A professional services firm engaged our team to redesign their client onboarding process, where excessive handoffs and incomplete documentation were causing delays and client frustration.

• Current-state process mapping with front-office and back-office teams
• Waste analysis: identified 40% non-value-added steps in onboarding workflow
• Future-state design with standardized checklists and single-point accountability

A financial services organization sought to reduce average handling times and error rates across their processing centre without adding staff.

• Time study and workload analysis across processing functions
• Queue management redesign and batch-to-flow conversion
• Error-proofing and standard work implementation for high-volume tasks

A construction firm engaged our team to address chronic schedule overruns and coordination breakdowns across their active project portfolio.

• Pull planning workshops with project managers and trade supervisors
• Constraint identification and weekly look-ahead scheduling implementation
• Daily huddle standardization and visual management on active sites

A multi-branch library system sought to reduce holds processing time and patron wait time for requested materials.

• Current-state mapping of intake, cataloguing, and holds fulfillment workflows
• Batching and routing redesign to reduce processing cycle time
• Standard work documentation and cross-branch performance measures

A multi-site hospitality and food services operator consolidated weekly site financials by hand, and about half of each reporting cycle went on clarification between Operations and Finance. An operations leader led the fix as a Green Belt project, mentored by LEA.

• Value stream mapping with Finance and three pilot sites, with regression to confirm which inputs drove errors
• Standard intake form, locked template, validation checklist and a firm submission cutoff
• Measured in the pilot: cycle time 12.05 to 3.5 hours, first-pass accuracy 93% to 98%, rework down 83%

Front-of-house attendants in a high-volume staff cafeteria each restocked their own way, decanting bulk product during service and blocking the line. A food service team lead took it on as a Green Belt project with LEA mentoring.

• Day-in-the-life studies, spaghetti diagrams and timed restocking cycles across shifts
• Kitchen now loads product straight into display-ready containers, with one timed front-of-house routine
• Measured at the pilot site: restocking cut from 35 to 11 minutes and from 124 to 54 minutes

Sites were buying a high-volume consumable outside the operator's national supply agreement. A procurement Green Belt candidate, mentored by LEA, analysed two years of purchasing data across four sites.

• Spend analysis and process mapping of site ordering across four sites
• Switched to the contracted equivalent from a supplier already delivering three times a week, and removed a non-essential chemical
• Updated order guide and procedures, with a monthly contract-compliance report

Floors were scrubbed manually while an autonomous scrubber sat largely unused and the team weighed buying more. A facilities Green Belt candidate, mentored by LEA, studied the process before recommending any purchase.

• 30-day time study, fishbone analysis and FMEA
• Root cause: staff had not been trained on the machine's controls; unit reprogrammed and staff retrained
• Measured: an average of 58 minutes of cleaning time saved a day, with no capital spend