Lean Enterprise Research Centre
Associated with the Logistics and Operations Management section
LERC's mission is to research, apply and communicate lean thinking. LERC has been at the forefront of development of lean thinking through its research and its focus has broadened from manufacturing to all sectors, including services. Recent work has focused on Sustainable Lean - that is, how lean thinking can be implemented in a way that ensures lasting change.
Any organisation that is looking for methodologies that improve the quality, cost and delivery of their operations would find the work of this centre useful.
LERC's activities can be split into three areas:
- Research - Our research focuses on the application and meaning of lean thinking in a variety of different contexts and environments. Projects tend to be of a collaborative nature, often involving a number of organisations who come together as a network with common issues that the particular research programme addresses.
- Executive Education - Our executive education programmes range from 1 day courses right up to a 2 year part time masters level. Our short courses are run on both an open and bespoke basis.
- Innovation and Engagement - Innovation and engagement activity concerns projects where we work with organisations in transferring lean oriented knowledge for them to use directly in their operations or strategy. This can be linked to either research or education.
Details of the Lean Competency System (LCS), a unique workplace based lean qualification system developed by LERC researchers, are available on the LCS website.
Reader in Service Operations
Program Director, Executive MBA
Program Director, Executive MBA
- +44 (0)29 208 75276
- C22, Aberconway Building
Research HighlightsView all
What is lean thinking?
The term ‘lean’ was first popularised in the seminal book ‘The Machine that Changed the World’, which clearly illustrated - for the first time - the significant performance gap between the Japanese and western automotive industries.
It described the key elements accounting for this superior performance as lean production - ‘lean’ because Japanese business methods used less of everything - human effort, capital investment, facilities, inventories and time - in manufacturing, product development, parts supply and customer relations.
Books and book chapters
Bateman, N. Lethbridge, S. (Forthcoming). Managing Operations and Teams Visually in Warren, Bell and Schroeder (Eds.) Routledge Companion to Visual organisation (in Press).
Found, P.A. (2012). Lean Supply Chains: A Behavioural Perspective. In Giannoccaro, I. (Ed) Emerging trends in Behavioral Operations Management: Promising methodologies, hottest themes. Springer, UK (In Press)
Hines, P., Found, P., Griffiths, G., Harrison, R. (2011). Staying Lean: Thriving not just surviving Second Edition. New York: Productivity Press. ISBN 978-1-4398-2617-1
Lethbridge, S. and Hamer, R. 'Seeing Shared Service as a System', in Edited by Zokaei, Seddon & O'Donovan 2011. 'Systems Thinking: From Heresy to Practice', Palgrave
Peer reviewed journal articles
Esain A., Williams S., Gakhal S., Caley L., and Cooke M., (2012). Healthcare Quality Improvement – Policy Implications and Practicalities, International Journal of Health Care Quality Assurance, 25, 7, pp 565-561.
Hu, Q., Found, P., Williams, S., Mason, R. (2012). The connections between lean and organisational learning. International Journal of Production and Operations Management (Submitted for publication)
Hu, Q., Williams, S., Mason, R. Found, P., (2012). Lean implementation within SMEs: A literature review. Production Planning and Control (Submitted for publication)
Lynch, J., Mason, R., Beresford, A. Found, P. (2011). An Examination of the Role for Business Orientation in an Uncertain Business Environment. International Journal of Production Economics. 137(1) 145-156
Pampanelli, A., Found, P., Bernardez, A. M. (2012). A Lean and Green Business Model. International Journal of Production and Operations Management (Sumitted for publication)
Pampanelli, A., Found, P. Bernardez, A. M. (2011), A Lean and Green Kaizen Model for a Production Cell. International Journal of Cleaner Production (Submitted for publication)
Esain, A., (2011). 'A Socio-Technical Systems Perspective of the Operational Delivery of Secondary Care in the NHS'. Cardiff University, Cardiff.
Samuel, D., (2012). 'Exploring UK Lean Diffusion in the period 1988 to 2010', Cardiff University, Cardiff