The Toyota Motor company pioneered the Lean method, and the Japanese automotive industry used it widely [24]; the Toyota Way has been taught in business schools for many years, but is often over-simplified to a process of continuous improvement and Just-in-Time (JIT) supply chain management; in fact, the Toyota Way has more than sixty individual components. It is an interesting counterpoint to TQM and Six Sigma, because it is focused very narrowly on heavy industrial processes. It generated a broader approach known as ‘Lean Manufacturing’, having originated in manufacturing industries that had changed from mass production to ‘lean production’ [25]. In addition, the Lean methodology can apply throughout an organisation to improve products and services by eliminating waste and delivering greater value to customers and stakeholders [26]. Based on the Shingo principles [27], Lean is defined as a performance-improvement approach that develops a continuous-improvement culture, empowers workers and managers to solve problems and eliminates waste by using standard procedures to improve the value of business processes. Lean methodology is partially derived from the Kaizen concept, a management philosophy that includes every aspect of the organisation and is an on-going change process [28]. The Kaizen concept mainly focuses on fundamental changes in the organisation’s culture and improves all areas of the business. In the Kaizen concept, to guide the continuous improvement process, the Plan-Do-Check-Act (PDCA) [29] methodology is implemented, and the cycle is rep