While beginning its lean journey, Rudrey had not formally trained many, if any, of its hourly associates on lean manufacturing systems. Production supervisors were in the same situation. With very little training, these line and/or cell leaders were expected to run the newly implemented lean manufacturing systems. Rudrey soon realized that some of its most knowledgeable employees were not being utilized to their fullest extent. The company began to explore ways to get these
valuable resources to play a significant role in continuous improvement of its facility.