Mathias Adolpsson is an Internet consultant for Lean at Sigma Kudos in Gothenburg. One of his assignments is to be a coach for the implementation of lean within Volvo Cars' aftermarket organization.The Lean concept comes from the Japanese automotive industry, which has used it successfully for several decades. It involves making the operation efficient by ensuring a flow without interruptions, and also to standardize and eliminate waste."Lean is common within production, but still relatively unusual in the service sector," Mathias Adolphsson points out.At Volvo Cars' aftermarket department there are around 550 employees in 65 different teams, and Mathias Adolphsson is the only external consultant among the five coaches who support employees. People follow a four-year program that includes everything from kickoff to group coaching, seminars and leadership training."The greatest challenge is to motivate those who perhaps see lean as a fad. But it is fully possible, especially by showing the opportunities for major profits."Mathias Adolphsson feels that there are three factors that are vital in order for the lean concept to be established in the organization: drive from upper management – both for the principle and as committed leaders in the process – as well as wholehearted engagement and patience."This is not exactly rocket science," he says, "but it takes a lot of hard work to succeed.