ABSTRACT
This chapter uses as an example a subcontractor who is executing work on site, whose leadership team is comprised of a Project Manager (PM), a Purchasing Agent (PA), and a General Foreman (GF). Lean leadership requires a full-time mindset but only a part-time investment in behavior. Truly effective Lean leaders quickly realize that everything done and said each day is an invitation for individuals to stay invested and committed to the overall team process throughout the life of the project. Creating the right environment actually takes that excuse away and helps everyone understand that no one on the team has permission to go it alone, because if they do, everyone loses. The areas of overlap are where teamwork is required. To solidify Functional team interface points, it is imperative that the leader extend an invitation for everyone to be open and honest about any problems that they are encountering so they can be handled as a team.
