ABSTRACT
An engaged workforce, in which everybody is participating in identifying and implementing improvements, is the best way to achieve long-term success. Managers in a Lean environment do not make all the decisions or solve all the problems. Lean managers avoid giving directives to their employees. Many managers do not know how to operate in any other way. The kaizen card and the method also prompt employees to obtain input from coworkers or leaders. Supervisors and managers should be appreciative of employees coming forward with a complaint or a problem. Exposing and embracing problems instead of covering them up or avoiding them is a positive step forward. Asking employees what they think might catch some people by surprise, given common pre-Lean environments. Leaders should play the dual role of encouraging and empowering employees by challenging them to develop their own solutions and stepping in to help when needed, particularly with value stream problems that cross department boundaries.
