Lean as a Management System: Elements of a Lean Management System and Their Interdependence

A Lean management system connects customer purpose, the organisation of work and the development of people. This paper explains fifteen typical elements of such a system and examines how their interactions shape the performance of the whole. Two connected feedback loops show how governing decisions shape operating conditions and how operating experience informs both improvements in working methods and changes in management assumptions. The central argument is that coherence depends on whether those connections enable the organisation to deliver increasing and sustainable value to the customer. Independent research paper published by Second Law Studio. This version has not undergone formal peer review.