✅ Seeking a proven enterprise-wide strategy that will provide your organization with the ability to achieve its’ goals and accelerate growth?
✅ Interested in fostering a learning culture that will take employee engagement to new heights and consistently delight your customers?
✅ Looking for an opportunity to connect with Lean organizations and practitioners from across the First Coast and beyond?
If you Answered “Yes” to these questions, than Lean Jax is the place for you!
Founded in 2003, the Jacksonville Lean Consortium (Lean Jax) is a dynamic, member-driven, non-profit organization dedicated to helping Northeast Florida organizations effectively implement and sustain Lean Thinking as their overall improvement strategy and system.
Our members seek operational excellence by creating world-class, continuous improvement cultures—work environments focused on delivering exceptional customer value—anchored by Lean champions at all levels—proactive problem-solvers who seek to drive improvement every day.
Lean Jax possesses the knowledge, resources, and proven track record to not only help our members achieve their performance goals, but to consistently exceed them!
Lean Jax Member Organizations Achieve Impactful Results!
✅ A medical device manufacturer saved an average of $10 million per year for the first five years of its’ Lean transformation journey.
✅ A medical ID card producer transitioned from batch production to continuous flow, increasing production and profits by 10X.
✅ Slashed product/service lead times from 6-months to 2-weeks, 6-months to 3-weeks, 109 to 10 days, 99 to 10 days and 23-days to 2-hours in various business sectors.
✅ Through a series of rapid improvement events, a law enforcement agency’s clerical department eliminated the time and cost of reproducing 3.15 million unnecessary copies of daily reports and presentations each year.
✅ By leveraging A3 problem solving, a medical device company secured $700,000 in funding for a critical information technology application.
✅ A design-build construction firm implemented lean methods such as visual management to reduce the time top management spends in meetings by 50%, freeing up 10 hours of their time each week to spend on value-added work.
