Repetitive Flexible Supply is a different logic, approach and focus for what's important in manufacturing businesses, which is why it can produce a step change for the better. It is the same logic that Toyota originally used to develop levelled production, the foundation of the Toyota Lean Thinking model. It brings together:

- standard deviation statistics
- the central limit theorem
- theory of learning curve
- human behaviour for developing routines

in a combination that results in natural continous improvement and, crucially, also eliminates the root causes of short term plan changes and reactive fire fighting behaviour that is prevalent in many manufacturing businesses today.

Our tools and techniques are participative and practical, focusing effort on implementing Lean Thinking structures, processes and ways of working that creates the environment for motivated employees committed to continuous improvement.


RFS is different and flies in the face of conventional wisdom, therefore people quite naturally often have initial scepticism and reservations. To demonstrate the practical difference of RFS, we recommend running the RFS Game. It is a fun, visible and highly participative way to quickly learn the practical difference RFS can make to employee motivation, product quality and improving business performance.

Contact us for a more details on running the RFS game and, for any of you who are more technically minded, the mathematics and organisational behaviour logic behind Repetitive Flexible Supply and levelled production.