Having been involved with TPS and lean thinking principles and practice for nearly 30 years, I think I have come across – and indeed for a short time maybe believed – all the myths about lean.

Lean cannot be considered as just a set of tools.

Toyota is considered by many lean practitioners as the model to look up to, to emulate no matter what.

Continuous improvement has helped the Ministry of Justice to become more innovative and to look outside the organisation to adopt and adapt best practice, but can we say it is really just common sense?

The reach of lean may be ever growing, but legal services are still mostly uncharted territory.

Higgs&Sons, a UK-based law firm with a 130-year history, is successfully adopting lean thinking to improve its processes and the service it provides to clients.

John Bicheno reviews Matthew Stewart’s The Management Myth: Why the Experts Keep Getting It Wrong, W.

Does working in a lean environment require specific characteristics and behaviours?

John Bicheno, Course Director of the MSc in Lean Operations, University of Buckingham, comments on Joseph Paris’ article Charting the right course published in the February 2013 edition of Lean Management Journal.