ABSTRACT
By applying the concepts covered in Chapters 1 through 6, you will implement highly performing, controlled processes that are, to a large degree, worker managed. When processes are worker managed, the role of the manager in a Lean organization changes, from manager to leader. When you manage according to Merriam-Webster, you “handle” or “make and keep compliant.” But when you lead, you “guide on a way, especially by going in advance.” In other words, leaders get people to move to a new or different place, often when they did not want to believe, or did not believe, it was possible. When you implement Lean in your organization, your traditional management role will change from one based on control and direction of basic tasks to leading your people and organizations to a new place-a continuously improving organization, with a more enriching and rewarding work environment.
