Make sure no one else uses the Lean knowledge and tools – they wouldn’t understand
Lead process improvement projects
Model continuous improvement behaviours and attitudes
Get certified then go back to the old way of doing my work
Highly specify how the work is done, but give employees latitude to improve things.
Set individual goals, but give people wide latitude in how the work is done.
Managers and supervisors get directly involved with their employees in problem solving.
Managers and experts help people work around problems.
Staff who do the work are those that come up with ideas for improvement.
People need to be creative and do their job differently every day to stay “fresh”.
Staff need to respect their managers and follow their directions without asking too many questions.
People need to be happy at work so they won’t mind doing processes full of waste.
Trust employees to do thorough root cause analysis.
Make sure that their people have the training, tools, materials and authority to identify problems.
Inspire, mentor, model the philosophy of continuous improvement.
Use Lean productivity tools such as, touch point mapping, to determine which staff positions to eliminate.
Country Club management
Middle of the road management
None of the above
Understand the Goal, Self Awareness, Other Awareness, Communication
Set the metrics, Training, Measuring, Performance Management
Understand the Goal, Do a DISC Profile, Change Your Style, Communication
Understand the Goal, Self Awareness, Communication, Performance manage staff that “don’t get it”
A way to motivate staff to develop skills
A tool increase team flexibility
A Skills Matrix
All of the above
Individual Development Plan