ABSTRACT
Lean thinking can be difficult. There is nothing more humbling than to realize that the quest to improve manufacturing processes with an empowered workforce is a difficult job. Doing Lean is different than becoming Lean. Counting the number of Kaizen events can be different than developing a team of people committed to improving the processes in everyday life. Doug isn't attempting to renounce how “short events of people committed to addressing issues and improving a process” can make great gains in productivity, but he is more interested in creating a trained army of leaders that know how to create a culture of continuous improvement.
