Method (3), or how 1 and 2 come together

What I'm writing so far is an overview of my systems; there is one big chunk missing that will finish the puzzle, but before I get into it, and without going into two much detail, I think a few words about how GTD and Lean play together could be useful. Synthetically, at bird's view:

• GTD provides ONE masterful process, a loop you can pass your reality through (the diagram from 2 posts ago). A David Allen's client defined GTD vividly as sort of a  'harvester': you can put any kind stuff in front of it, and you have the tranquility that you'll see it emerging at the other end, processed -- things start to happen.
• Lean is a philosophy that can be applied to ANY process. Including, but not limited to, the GTD loop. Following its causal chain, Lean has generated its own collection of tools and techniques to solve this or that particular problem (in fact it never stops generating new solutions, as its nature is primordially creative). But you can apply its principles to anything, and you'll start to see improvements.

So in a way (and I'm butchering for simplicity here), GTD is about how to do things, and Lean is about "how to do the how". Lean sees reality organized as processes, and each process as a black box with an entry where you put something, and an exit where you see something different come out. The thing that we're trying to make 'lean' is the passing from the in-put to the out-put; we want it to be as clear and fluid as possible, and we want to be absolutely sure of what is going to come out, every time.

What I love about this view is that it can make anything interesting and creative, even cleaning toilets. You can always clean a toilet better and faster, don't you think?