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Lean principles, once seen as tools only for global corporations in developed markets, are now taking root across Africa. In today’s competitive economy, where businesses grapple with rising costs, tough regulations, and shifting consumer demand, African companies are learning that efficiency and innovation are not optional—they are survival strategies.
Lean thinking focuses on reducing waste, streamlining processes, and delivering more value to the customer. On a continent where resources are scarce, infrastructure challenges are common, and operating costs are high, the application of lean is not only practical but also transformational.
Across telecoms, aviation, rail, food processing, and beverages, African companies are embedding lean principles into their operations. Their stories highlight resilience, creativity, and a new way of doing business. In no particular order, here are five companies that demonstrate how lean thinking is helping Africa compete on the global stage.
Safaricom (Kenya): Transforming Supply Chains with Lean Thinking
Safaricom is not just a telecom giant; it is a lifeline for millions of Kenyans who rely on its mobile money service, M-Pesa, and its mobile network. But behind the scenes, the company’s real strength lies in how it manages its supply chain.
Research from the University of Nairobi shows that Safaricom has fully embraced lean procurement practices. The company uses tools like 5S for workplace organization, pull systems to match supply with actual demand, and collaborative relationships with suppliers to reduce delays. This lean approach ensures that the company does not overstock, while also avoiding shortages that could disrupt services.
The results are visible in faster lead times, more reliable service delivery, and lower operational costs. For example, by reducing excess inventory, the company has freed up capital that can be reinvested in expanding network coverage and upgrading technology. Safaricom’s lean supply chain is also designed to adapt quickly, which has helped the company remain competitive even during economic downturns and global disruptions like the COVID-19 pandemic.
Beyond operations, Safaricom’s lean principles have extended to customer service. The company uses continuous improvement models to train its staff, improve response times, and resolve complaints faster. This balance of efficiency and customer focus has helped Safaricom maintain its position as Kenya’s leading telecom provider.
Gibela (South Africa): Redefining Manufacturing with Lean Rail Production
South Africa’s Gibela Transport Rail is rewriting the story of African industrial manufacturing. Established as part of a government initiative to modernize the rail system, Gibela was tasked with producing hundreds of modern commuter trains for the Passenger Rail Agency of South Africa (PRASA). Instead of relying on traditional methods, the company turned to lean manufacturing.
At its factory in Nigel, east of Johannesburg, Gibela uses a combination of standardized processes, automation, and advanced robotics. These lean practices allow the plant to produce up to two rail cars per day. Every stage of production is carefully monitored to eliminate waste, reduce errors, and improve speed.
The use of lean has also created a ripple effect in job creation and skills development. More than a thousand South Africans have been trained in modern rail manufacturing, with a focus on efficiency and continuous improvement. By embedding lean into both its processes and workforce culture, Gibela is not only meeting immediate demand but also building a sustainable industrial future for South Africa.
Critics once doubted that African manufacturers could compete with European or Asian rail producers. Today, Gibela has proven otherwise, showing that with the right systems and commitment, Africa can deliver complex, high-quality products on time and at scale.
Ethiopian Airlines: Flying High with Continuous Improvement
In aviation, efficiency is life or death for airlines. Ethiopian Airlines has mastered this reality through consistent application of lean-oriented strategies. Known as Africa’s largest and most successful carrier, Ethiopian has built its reputation on more than just expanding routes—it has embedded continuous improvement into every corner of its operations.
The airline uses process benchmarking to measure itself against global leaders. It has invested heavily in digital transformation, automating processes such as ticketing, baggage handling, and maintenance scheduling. This has cut turnaround times at airports, reduced flight delays, and improved the passenger experience.
Lean thinking also drives Ethiopian Airlines’ safety culture. Performance monitoring systems ensure that potential risks are flagged early and corrective action is taken quickly. The airline’s engineering and maintenance wing operates with lean practices to minimize downtime of aircraft, ensuring planes are in the air generating revenue rather than sitting idle.
Perhaps most impressive is the airline’s financial performance. While many African carriers struggle with losses, Ethiopian has remained consistently profitable. Lean efficiency in operations, coupled with strong cost management, has allowed it to reinvest profits into fleet expansion and training at its Aviation Academy. The result is an airline that competes globally while staying deeply rooted in Africa.
Sony Sugar Company (Kenya): Lean Lessons in Food Manufacturing
Agribusiness in Africa often suffers from inefficiencies, high costs, and wastage. Kenya’s Sony Sugar Company has turned to lean manufacturing to tackle these problems head-on.
For years, the company faced challenges such as fluctuating sugarcane supply, outdated equipment, and high operational costs. Through the adoption of lean principles, Sony Sugar began to transform its production lines. The company introduced technology that improved efficiency, reduced downtime, and streamlined operations. At the same time, it applied lean waste reduction strategies, cutting unnecessary steps in the manufacturing process.
The impact has been significant. Production costs have gone down, output has improved, and customer satisfaction has risen. Farmers supplying sugarcane also benefit, as a more efficient company means faster processing and better payment systems.
Sony Sugar’s journey proves that lean is not only for industries with advanced technology. Even in traditional sectors like food processing, simple lean tools like Kaizen (continuous improvement) and Just-in-Time can deliver meaningful results. By reducing waste and focusing on efficiency, the company has strengthened its position in a highly competitive market.
Guinness Nigeria Plc: Brewing Efficiency with Lean Practices
Nigeria’s Guinness, one of the biggest names in the African beverage industry, has embraced lean as part of its daily operations. In an industry where competition is fierce and customer expectations are high, efficiency is everything.
A 2025 study highlights Guinness Nigeria’s commitment to lean methods such as Just-in-Time production and Kaizen. These approaches help the company minimize waste in raw materials, optimize storage, and maintain strict quality control. Instead of holding large inventories that tie down capital, Guinness produces in sync with demand. This not only saves money but also ensures that products reach the market fresher and faster.
Kaizen has been a particularly strong driver within the company. Employees are encouraged to identify inefficiencies and propose solutions, creating a culture of continuous improvement. From production staff to management, lean thinking has become a shared responsibility.
The company’s lean approach has also extended to sustainability. By cutting waste, reducing energy consumption, and improving water management, Guinness has aligned its operations with environmental responsibility while boosting efficiency. For Nigerian consumers, this translates into trusted quality in every bottle; for the company, it means resilience and competitiveness in an uncertain economy.
What ties these five companies together is not just their success but their willingness to adapt global ideas to African realities. Lean thinking has helped them cut costs, improve efficiency, and deliver better services.
For Africa as a whole, these examples signal a turning point. If more companies embrace lean, the continent could see a wave of efficiency-driven growth. This is particularly important in sectors such as manufacturing, agriculture, and aviation, where inefficiencies have long held back progress.
Lean is not a quick fix. It requires commitment, cultural change, and long-term vision. But as Safaricom, Gibela, Ethiopian Airlines, Sony Sugar, and Guinness Nigeria show, the rewards are worth it. Lean thinking is quietly reshaping African business. The continent is proving that it does not only consume global ideas but can also apply them in ways that deliver lasting value.
