Absent of effective leadership, the implementation techniques reflected in the following chapters is, by and large, useless (muda). Why? Revisiting the full results from the obstacles to lean implementation survey cited in Chapter 1, it is clear that leadership, or lack of it, is the primary driver. While shortfalls in implementation know-how were identified as obstacles 31% of the time, change management obstacles were overwhelmingly prevalent (Lean Enterprise Institute 2007). Lean transformation requires people at all levels to be adept at leading. To facilitate this modest exploration of transformation leadership, the following four areas will be reviewed: technical scope, transformation leaders, emotional scope, and a transformation leadership model. The lean performance system is a fancy name for the synergistic application of three elements: strategy deployment, value stream improvement plan management, and a lean management system (LMS). The enabling environment for healthy personal and group risk-taking is one of trust. This trust can only be achieved by means of consistent and convincing levels of leader competency and credibility.
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