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Ian Glenday

Ian Glenday


Ian Fraser Glenday started his lean journey as a micro-biologist running a fermentation plant producing enzymes, where he first began developing Lean/RFS concepts and principles for application in process industries. After time out to gain an MBA from Bradford Business School he joined Reckitt & Colman. He led an MRPII project to class "A" status in their pharmaceutical division. He then moved to the house-hold and toiletries division where he was responsible for initiating and implementing a pan-European supply chain strategy based on the lean concept of "every product every interval". He then became Head of Policy Deployment at Colman's of Norwich where substantial increases in sales per employee, market share and profit margins were achieved by applying Lean Thinking across the whole company.

More recently Ian has been working with companies as an independent Lean coach and sensei. His approach to applying lean in many types of industries, including chemicals, paints, pharmaceuticals, grocery, food and drinks, is refreshingly different, instructive and always entertaining.

Ian has written two books on Lean: “Breaking through to flow” in 2009 and in 2013 “Lean/RFS: putting the pieces together”. Both books have won the prestigious Shingo publication Award.

Articles by Ian Glenday
Levelled Production: Where to Start
"A fixed repeating pattern in production that involves more frequent short runs seems ridiculous and impossible to achieve," writes Ian Glenday. In his latest piece for the Post, Glenday offers a simple analysis tool ("the Glenday sieve") for getting started. More »
Levelled Production: Why Do It?
Ian Glenday explains how levelled production and "economies of repetition" make way not just for stability, but improved business performance. More »
The Real Lean Challenge: Levelling Production
Most lean practitioners focus primarily on the waste elimination aspect of Lean and ignore levelled production. In his second piece for the Post, Ian Glenday explains why levelled production is so important to overall system improvement. More »
The Problem with Batch Logic
Enterprise Resource Planning processes use economic order quantities (=EOQ), also known as batch logic, to calculate what is required. This is not compatible with Lean. In his first piece for the Post, lean author and coach Ian Glenday gives us three reasons why. More »