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First the assessment of the current practices will be done to identify specific gaps between the existing operation and a truly lean enterprise. Several areas of organizations like scheduling, inventory management, customer service, communication, quality control procedures, manufacturing operations and type of improvement strategies (lean, six sigma, etc) will be reviewed.

In this stage, the improvement process starts. The improvements could be cycle time reduction, quality improvements, waste reduction, inventory reduction, customer satisfaction improvement and more. This is also the stage where all the tools are put into work to enhance the existing process.

The system streamlining is done at this stage. The key areas of improvements are identified. The current financial status and data in these key areas will be recorded. This step is essential to measure how much change has been made after the improvement. This information can also be used as part of the feed back system in a continuous basis.

This is the stage when lean-motive approach will be applied to assure consistency, and stability of the improvement process as changes happens in the organization. The motivational factors are added for continuation of the process improvement as the organization goes through the cost cutting process

In this part, key employees are trained on how the improvement will be done. This is when six sigma implementers will learn about lean tools, lean implementers learn about six sigma tools, and lean sigma implementers learn about lean-motive concept and motivational factors. In case no strategy being used, all the tools will be introduced to the trainees.

The procedure are provided for ongoing improvement to the business. Feed back system is established to monitor improvement progress. This stage is important in terms of identification of new problems that appears as the organization grows.