ABSTRACT
The customer should be the main focus of the Lean culture. A consultant should work to transition out of the consulting job by developing internal resources through mentoring and facilitation to continue the organization’s Lean journey. Human resources exemplify a key role with Lean. The concept of standard work extends to the leadership and supports the sustainment of the overall system. A culture of organizational accountability is critical to sustain Lean. Once people implement Lean in an area, there is a need for it not only to be sustained, but also continuously improved. Once the pilots are complete and the new Lean process is initiated in an area, enough time must be given for the implementation to work. Toyota has somehow managed to sustain this culture. Sustaining is the most difficult part of any Lean journey. The senior leadership and management team must create the burning platform to create the compelling need to change for their employees.
