LAI Releases LESAT 2.0
- Published on 31 March 2012
The LAI Self-Assessment Tool (LESAT) 2.0 is now available. "LAI's updated LESAT tool reflects the power of the Lean Advancement Initiative (LAI) and its ability to convene industry, government, and academia around important issues," explains LAI Co-Director Prof. Deborah Nightingale. "This is an important and unique tool that provides organizations with valuable insights into the process of effective enterprise transformation." LESAT is a capability maturity matrix with 54 practices designed to assess the leanness of an enterprise on a five-level scale and enable leaders to make more consistent and informed decisions.
LESAT 1.0 was developed in 2001 by LAI and the Manufacturing Group at the University of Warwick to help guide planning and implementation activities throughout an organization’s transformation journey. LAI researchers and consortium members have conducted dozens of assessments since the tool's introduction, and the resulting learning and insights have been incorporated into LESAT 2.0.
Specific LESAT 2.0 updates and improvements include:
- Clarifies “lean.” The word ‘lean’ was replaced with clearer and more concrete language. Lean has multiple potential interpretations, and the goal was to ensure that assessment respondents knew exactly what each practice was assessing. Phrases used to replace 'lean' include: process improvement, enterprise, systems thinking, enterprise transformation, efficient/effective, etc.
- Reflects new LAI paradigm and products. Although LESAT 1.0 was not dependent on the Transition to Lean Roadmap, it was closely coupled. LESAT 2.0 updates the 54 practices and organizes them to match LAI’s Enterprise Transformation Roadmap.
- Emphasizes enterprise-level assessment. There are many assessment tools focused on lower organizational level work. LESAT 2.0 clarifies and strengthens LESAT’s unique enterprise focus.
- Broadens applicability and creates hooks for further refinement. LESAT 2.0 has strengthened flexibility across new sectors and industries (e.g., service-oriented businesses, government programs, etc.), with revised practices to ensure the tool’s applicability to product-oriented businesses and extension opportunities for adding new modules.
- Incorporates user feedback. In addition to incorporating new research findings and new opportunities, LESAT 2.0 builds on user feedback and insights. LAI extends appreciation to its members who tested the new version and provided feedback that was integrated into the final LESAT 2.0 tool.
- Provides better supporting tools. The LESAT 2.0 Facilitator’s Guide is based on new research findings and offers a more detailed description of the assessment process; strengthened interpretation, insights, and guidance sections; and an updated LESAT scoring calculator and facilitator template presentations.
LESAT 2.0 Architecture
LESAT 2.0 contains 43 enterprise practices that are organized into three sections that align with three key types of enterprise-level processes, all of which are related to enterprise transformation.
Section I: Enterprise Transformation and Leadership
The first section now consists of eight groups of practices related to leadership and its role in catalyzing enterprise transformation. These practices assess the maturity of processes that are developed and maintained by leadership to guide enterprise activities. Practices have been added and deleted and all have been newly aligned with LAI’s Enterprise Transformation Roadmap, as shown in the figure below.
Section II: Lifecycle Processes
The second section assesses the maturity of the processes that define the product lifecycle from initial conception through operational support. These practices directly determine the value provided to customers and other stakeholders. The degree to which an enterprise is successful in making these processes effective and efficient is one measure of how well the enterprise delivers value to its customers and other stakeholders.
Section III: Enabling Infrastructure
These practices assess how well processes related to the enterprise’s enabling infrastructure support enterprise transformation and enterprise processes.