ABSTRACT
Leadership and ethics comprise the first of two Shingo elements that are described as the cultural enablers of lean. The second cultural enabler is people development, which will be described in the next chapter. Conceptually, leadership and ethics are both enormous topics. However, for these purposes, it is practical to reduce the broad topic to ensuring that leadership is sufficient to the successful practice of lean manufacturing. More specifically, the discussion comes down to ensuring that leadership creates the new industrial culture discussed in Chapter 1. In order to practice lean manufacturing successfully, you will need to design and create within your business an industrial culture where each person can make his or her personal-best contribution and the people at the frontline are enabled to make autonomous small event improvements.
