In the January issue of Governance, Jonathan Plumtree of Clic Sargent described how the charity cut ongoing costs without cutting services using the ‘Lean’ processes. Philip Webb argues that just looking at processes isn’t enough.

For the last decade we have been taken through the learning curve of various initiatives whose names begin with ‘six’ – from Hats1 to Sigma2, and its assorted Lean3 variants.