ABSTRACT

The Lean initiative needs blocking to keep the forward progress from decaying. If the blocking is removed before reaching the top, the progress is lost as the ball rolls back down the ramp. As each new skill is added, it needs to be supported with leadership activities. The leader needs to build Lean actions into the daily routine as the team forms habits of daily Lean behavior. Leaders are the sustaining factor in Lean implementations. Leaders need to practice their own continuous improvement and constantly help the organization work on improving the value streams. Leaders are always scanning the horizon of work steps and systems candidates looking for prime candidates for improvement. Many organizations have conditioned their collective brains to filter out the wastes. They have become tolerant and numb to the wastes in the value streams. They put Band Aids on the same things over and over, but the same issues reappear.