A recent conversation with the general manager of a manufacturer that was in the process of implementing lean methodologies provided insights as to their ongoing results. He was excited about what was happening in his company. Initiatives in the past had not been successful, and he now understood why, as well as why the employees and management blamed each other for the failures.

The difference was not in the content of the program, he stressed, but the implementation of it and the associated transformation of his company’s culture. Although the content of the training was rich, and the speeches from the CEO inspirational, the employees were excited only when they were able to work together on meaningful projects. While projects required as part of the initiative helped them get started on this path, the CEO’s display of commitment, support for ongoing improvement projects, and recognition of performance made all the motivational difference. It improved communication among management, employees, and customers. It reconnected the organization!

Based on the initial momentum, successes, and sense of ownership from the employees, the general manager began other efforts focused on communication that supplemented the initiative:

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