LEAN LEADER SHIP - Staufen AG€¦ · questions, enable employees and offer them support. This means on-site leadership is apparent on a daily basis and resonates directly with employees

LEADING THE WAY TO TOP PERFORMANCEA Staufen AG white paper

LEANLEADERSHIP

2 WHITEPAPER: LEAN LEADERSHIP

3 Introduction

4 Lean transformation: Process and leadership excellence

6 Lean leadership as the formula for success

The emotional foundation: values, attitudes and behavior

The link: Leadership roles

Rational implementation: tasks, methods and skills

9 Additional Shop Floor Management roles

Defineandagreeongoals–HoshinKanri

Creatingstructures–Hancho

Improvementaspartoftheleadershiproutine–Kata

14 Leanleaderqualifications

“CertifiedLeanLeader”training

16 Facts

16 Links

17 Companyprofile 17 Author

17 Contact

Contents

WHITEPAPER: LEAN LEADERSHIP 3

It hasbeena fewyears since the firstprojects to introduceShopFloorManagement

were implemented, andover the courseof these yearswehave executednumerous

success-fulimplementationprojectswithourcustomersandBestPracticepartners.Asa

resultofintroducingShopFloorManagement,manymanagershavecomealongway.

Daily Shop Floor Management is now being actively implemented by these

managers, who lead in accordance with the defined tools: they ask open-ended

questions,enableemployeesandofferthemsupport.Thismeanson-siteleadershipis

apparentonadailybasisandresonatesdirectlywithemployees.Moreimportantly:by

performing theroleofmentor,managers transfer thismodeofoperationon to their

employees. Over time, this evolves into a culture that exhibits noticeable change –

one that consists not only individual of protagonists, but one in which increasingly

morepeoplearemovinginthesamedirection.

Ascoaches,guidesandobserversofthischangeprocess,variousthingshavebecome

apparenttous.“Go&See”,thewayinwhichescalationsaredealtwith,ortheregularap-

provalofstandardsarevisibleindicatorsofchange.Ontheotherhand,thereareother

thingsthatwecanonlyassume.Theinnerattitudeofmanagersandemployeestowards

ShopFloorManagementbecomesapparentwhentheexhibitedbehaviorisnotideal.It

wouldbenaivetoassumethatallmanagersreadilyjumpaboard“theboatofchange”.

Itiscompletelynormalthattheremightbereservationsandevenresistance.Theneed

tounderstandthereasonsforresistanceandfigureouthowtodealwiththisprofession-

allywasthedrivingforcebehindourdecisiontoaddressleanleadership.Thefrequent

rallyingcryof“Youneedleanculture!”fallsshorthere.Itismoreaboutacquiringabasic

understandingof how consistent, continuous values and attitudes can allowgenuine

behaviourtoemerge.Consistencyisofparticularimportance,asthereisnothingmore

damagingthan inauthenticmanagersthatfeelasthoughtheyhavetoplayalongand

onlypretendtoplaytheroleofleanleader.

Aseconddrivingforcebehindour lean leadership initiativewasthe issueof integrity.

Aremanagerswho practise Shop FloorManagement automatically lean leaders? Put

suc-cinctly, Shop Floor Management in the morning and Go & See, and in the

afternoon…?In our view, a lean leader is someonewho successfully and sustainably

shapes a leantransformation and who leads a team or even an entire organization

to excellence. Inotherwords,someoneleadsthewaytotopperformance.Giventhis,

youwill likelyagree thatShopFloorManagement isagood foundation,butdoesnot

complete thepicture.Thepicturecanonlybycompletedthroughthepracticeof lean

leadership;however,thisalsoincreasesdemandsonleadership.

Introduction


Lean isstilloftencomparedtotheprocessoptimizationmethodsthateveryone is fa-

miliarwith. Fromourperspective, this is tooone-dimensional.On theonehand, the

methodsare less important thantheunderlyingprinciples.Ontheotherhand, it’sall

aboutthefundamentalmindsetandcourseofactionandhowleadershipperforms.In

otherwords, leantransformationwillonlyworkiftheprinciplesofprocessexcellence

andleadershipexcellencecollaboratethroughleanleadership.However,therearesome

barriers to sustainable lean transformation:

6 barriers to lean transformation

1. Reliance on individual stakeholders

Noteveryoneispullingtogether,butrather,thechangeisonlydrivenbyafew

individuals.Assoonastheseindividualsleavethisareaofresponsibility,theproject

ortheorganization,thehouseofcardscollapses.

2. The department is responsible for lean programs

Employeesfeelthattheyshouldn’tpromotelean,butthatrather,itshouldbetheir

colleaguesintheleandepartment.Truetothemottoof“They’llgettoit.”

3. Lean is only seen as a project

Projectshaveabeginningandanend.Inthissense,leanisnota“project”,butrather,

aperpetual,never-endingprocessofpermanentoptimization.Inthisrespect,allthose

whoareofthemindsetthat:“Thistooshallpass,”arewrong.

4. The only focus is the bottom-up approach

Managementisoftheopinionthatleanisonlyintendedfor“theemployeesdown

there”,andmakesnoefforttointegrateatop-downapproach.

5. Lean is only for production

Leanisanintegratedapproach,onethatmightstartattheproductionlevel,butthatin

theend,hastoincludetheentirevaluechain,fromdevelopmenttodistribution.

6.Thechangeisonlysuperficial

Atfirstglance,onegetstheimpressionthatanewleancultureprevailsinthe

organization.However,aglancebehindthescenesrevealsadifferentpicture,because

behavioratthemanagementlevelcontinuestofollowtheoldpatterns.

Lean transformation: Process and leadership excellence


Principles of process excellence

Attheriskofrepetition:processesthatarelowwaste,highlyproductiveandasdisrup-

tion-freeaspossiblearebasedonfourprinciples.

Disturbance-free:allprocessesarefreeofdisturbances. Ifanerrorarises,thecauses

aresoughtimmediately,andsolutionsaredevelopedtoavoidthiserrorinthefuture.

Flow:A leanorganizationstrives foranuninterruptedvaluechain, inorder toenable

flow.

Rhythm:Allworkcontentsarealignedwitheachotherbasedontheirduration,allowing

forrhythmiccollaboration.

Pull: Onlythosethingsareproducedthatarereallyneeded,andonlyasneeded.Inad-

ditiontotheseobviousprocessdesignprinciples,thereareanumberofprinciplesfor

structuringleadership.

Management excellence through Lean Leadership

Thegoalistoenableemployeestolearnindependently,therebyinitiatingacontinuous

improvementprocess(CIP).Thisiswhymanagersshouldspendmoretimesupporting

theiremployeeson-site,ratherthanmanagingfromtheirdesks.Inour“25YearsofLean

Management”study,ProfessorDanielT.Jonescapturesthisinanutshell:“Theyhaveto

provide their employees with the tools they need to improve their work and the pro-

cessesonanongoingbasis.Thiswillchangethewayinwhichmanagersworkatleast

asmuchasitwillchangetheworkmethodsoftheemployee.However,manyGerman

managersstillfeelmoreateaseintheoffice,evaluatingdata,thantheydoonsite.”


Aleanleaderischaracterizedbyaseriesoffactorsthatcontributetowardsaccompany-

ingandstructuringthetransformationtoaleanorganization.Toputitfiguratively,man-

agement’splayingfieldincludesconsistencybetweenvalues,attitudesandbehaviors,as

wellastheimplementationofroles,tasks,methodsandskills.Thesevencontributing

factorscanberepresentedsimplyusingamathematicalformula:

Lean leadershipLean transformation on the waytotopperformance

Values

Value system as identity and for

alignment

Visible management

behavior

Behavior

Judgmental reaction tochange

Attitude

Situation-based management:

Selecttherightrole attherighttime

Roles

Processand employee-driven

skills

Skills

Lean methods and tools

Methods

Managementand leadership tasks withinthecontext

of lean

Tasks

= f (values,attitude,behavior,roles,

tasks,methods,skills)

Lean leadership as the formula for success


The emotional foundation: values, attitudes and behavior

Valuessuchascommitment,transparency,honestyandconsistentconductdescribethe

identityandpaintapictureofanorganization.Theyprovidedirectionandmoralfooting

toanorganization’s“leanjourney”.Asamanagerandemployee,whataremyviewson,

forexample,transparency?HowdoIfeelabouttransparencyontheshopfloorthrough

dailytargetandactualcomparisonsusingkeyindicators?Thisattitudecanonlybeposi-

tiveandopenwhentransparencyisdealtwithobjectivelyandthereisnofinger-pointing.

Atopexecutivewhodoesnothavetherightattitudetowardsleanandleanvalueswill

exhibitinconsistentleadershipbehaviorandwilllosecredibility.However,whatshould

bedoneifthereisnoexperienceonwhichtobasetheearlyphasesofaleantransfor-

mation? Itmustbe remembered that attitudesarebasedonpast experiences. Lead-

ershiphas tofill this void through, forexample,bestpractice visits,practice-oriented

simulations and lighthouse projects. Thiswill create an environment inwhich an ap-

propriate,openoutlookwillflourish,evenamongthosewhoseoutlookismorecritical.

Thebehaviorofmanagement,bothasitisexperiencedandobserved,isadirectindicator

ofthechangeprocess.Throughinterventionssuchasregularcoachingandfeedback,itis

possibletobringanendtopriordailypracticesandoldpatternsinmanagementbehavior.

Comparing lean leadership to daily practices

Lean leadership

Dailykeyperformanceindicators

ideas and solutions

Realityontheshopfloor

Inquiriesmadeaboutideas

and solutions

Errors–howcantheprocess

beimproved?

Dailypractices

Monthlyreporting

PowerPoint

Solutions are provided

Errors–whoisresponsible?

Transparency

Go & See

Accusations

Employee development


The link: Leadership roles

Inmanycases,theleanleader’sroleisreducedtothatofmentor.Thisdefinition,how-

ever,fallsshort,becausetheleanleadermustplayavarietyofroles,dependingonthe

organization’scurrentsituation.Ifthereispendingchange,theleanleaderwilltakeon

theroleofchangeagent,formulatingamissionstatementandthensteeringtheorgan-

izationintherightdirectionasquicklyaspossiblebychangingstrategies.Todoso,the

leanleadermustprovideconcreteinstructionsinthemannerofatraditionalmanager.

Theorganizationthenmoves intoaphaseofcontinuous improvement.Nowthe lean

leadermustplaytheroleofmentortohis/heremployeesandshiftthefocusontofurther

developmentandenablement.Dependingonhowfar-reachingthedecisionstobeim-

plementedduringthechangephaseare,thegapbetweentheroleofchangeagentand

mentorcanbealargeone.Incasessuchasthese,muchconsiderationmustbegivento

staffingandtheallocationofroles.

Separate from theorganization’s existing situation, it is important to lead employees

dependingonthesituation, inotherwords: leadershipthroughquestionsorperhaps,

leadershipbyproclamation.Whatwouldbemostexpedientgiventhecurrentsituation

andthecurrentemployees?Situationalleadershipiseasiersaidthandone.Basedonour

experience,managementrequirestimeforreflection,butalsocoaching,inordertobest

harnessofthediversityofrolesinamannerthatfeelsauthentic.

Rational implementation: tasks, methods and skills

Thechallenge”Nowjusttrytobehavedifferently…”willnotwork.Changingthebehavior

of a lean leader necessitates regular management and leadership tasks that are

logically intertwinedandapartofroutinepractices.ThroughdailytaskssuchasShop

FloorManagement, leadership situations arise that allow management to have an

impact. How-ever, the tasks of a manager depend on where the manager is in the

hierarchy – forexample,ateamleaderhasanagendathat isdifferentfromthatofa

plantmanager.

Inordertosuccessfullyfillresponsibilities,thepersonalskillsetofaleanleaderserves

to round out his/her profile. This means being able to ask questions, listen in an

engaged manner, prioritize, delegate, reflect and provide feedback. As a rule,

managers,whotypi-callyhaveabackgroundintechnicalengineering,mightoftenfind

all these soft-skills dif-ficult tomaster. This is because now, processes and technical

procedures are not in the foreground, but rather, people and organizing their

collaboration.A lean leader is inthepositiontounitetheworldofprocessexcellence

withtheworldof leadershipexcellence.Learningandfurtherdevelopmentoftentake

placeunder situations that areoutsideof the comfort zone.A lean leaderoffers the

team learning situations such as these, and then provides support through regular

feedback.Inaddition,aleanleaderdevelopstheabilitytoreflector,inotherwords,to

conductaself-analysisandtothenselectivelyde-terminethenecessaryactionsbased

onthis.


In this section,wewill discuss the selectedmanagement and leadership roles that a

lean leader associates with Shop Floor Management and structured problem

resolution: HoshinKanri,HanchoundKata.

Additional Shop Floor Management roles

1

2

Hoshin Kanri Defineandagreeongoals

Shop Floor Management Dailymanagementroutine

Problem resolution Torestorethecurrentstandard

Hancho Createstructureswithasmallmanagertostaffratio

Kata To improve the currentstandard

Lay the foundations

Developcompetenciesandreachobjectives


Define and agree on goals – Hoshin Kanri

For leantransformationtobesuccessfulandsustainable,aconnectionhas tobe“or-

ganized” the top-downandbottom-upapproach.Thissolutionapproach iscalledHo-

shinKanri.Itreferstotheconsistentcascadingalignmentofgoalsthatarederivedfrom

thecorporatevision.HoshinKanricanbedescribedasatypeofnavigationsystemor

compassthatguidesthedevelopmentoftheorganization.Atitscore,itisanevaluated

unfolding of the strategy,whereby “evaluated”means that the crucial drivers behind

development–andtheireffect–areanalyzedsystematically.

Thescaleoftheevaluationstartsthewithcreationofanorganization-widevisionand

spanseverythingfromthedevelopmentofbreakthroughandannualgoals,ananalysis

of thedrivers, theplanningand implementationofactionstotheevaluation,which is

conductedasapartofregularreviews.

Beforetheobjectivesaredevelopedverticallyacrosstheorganization,horizontalalign-

menttakesplaceatthetopmanagementlevel.Thiscross-functionalviewimprovesthe

understandingthatalllevelshaveoftheimprovementofthevaluestream.

HoshinKanri significantly differs from the (general)managementphilosophies of the

pastyears,whichplacelessvalueonsubjectcontentandsocialinterestsandmorevalue

on setting and reaching goals in accordance with the “Management by Objectives”

(MBO)technique.

Thisdifferentiationisalsoindicativeofatypeofparadigmshift:ifleadership–evenin

thecontextoflean–wasconstruedinthepastyearsasbeingmostlyafieldofapplica-

tionforvariousmethods,leanleadershipisalsoandespeciallyaboutleadershipand

behavioralexcellence.


Creating structures – the Hancho

Inlookingatanorganization’sleadershipperformance,thefollowingruleofthumbmight

apply: the smaller themanager-to-staff ratio, the better the leadership performance.

Inactual fact, in thepastyears,organizationsdid theoppositeandsupposedlymade

theirhierarchies“leaner”byeliminatingmanagementlevels.Thisoftenledtomanagers

beingresponsiblefor40employeesormore.Structuressuchasthesearesupposedly

“lean”,butfromaleanleadershipstandpoint,theyarecounterproductive,astheyblock

continuous improvement. Smallmanager-to-staff ratios that operate under the team

leader,“Hancho”inJapanese,ensurethatstructuredproblemresolutionandcontinuous

improvementcantrulybecomeapartofdailyoperations.

TheHanchoisaprofessional leaderandmonitorsaportionoftheprocesschainthat

typicallyconsistsoffivetosevenemployees.ItcouldbesaidthattheHanchoworks“on

thesystem”,butswitchesovertoworking“inthesystem”whensupportisneeded.The

responsibilitiesoftheHanchoinclude:

Guaranteeingproductioncapacity

Promotingstandardizedwork

Supportingcontinuousprocessimprovement

Reactingtodeviations

TheHanchoguaranteesproductioncapacitybyconductingshort-cycleevaluationsand

visualizations.Byrecordingtheoutputquantityandcomparingthistotheproduction

plan, deviations are immediately apparent. Countermeasures are taken before the

deviationbecomesaproblem.Ifastandardisnotadheredto,theHanchotrainsthe

correspondingemployeeandrequeststhatthestandardbeadheredto.Ifthestandard

cannotbeadheredto,theHanchowillstartastructuredproblemresolutionprocess

to identify the root cause. TheHanchocouldbedesignatedas the “guardianof the

standard”,inthatshe/heautomaticallysetsintheplacetherequirementsforcontinu-

ousimprovement.Inactualfact,theHanchoisconstantlyintheprocessofidentifying

improvementpotentialsandof implementingthe improvements.All thesestepsare

partofworking“onthesystem”.

Thetasksthatarise“inthesystem”servetorestorethetargetstatewhendeviationshave

beenidentified.Forexample,theHanchohelpsemployeesmaintainthetact,eliminates

minordisruptionsorstepsinforanemployeeifthereisanunplannedabsence.

The Hancho‘s work only adds value under exceptional circumstances and could be

designatedas“waste”–whichiswhatledtothefallacybehindthenotionthathierar-

chiesneededtobethinnedout,resultinginthelargemanager-to-staffratio.However,

thepracticeofhavinganestablishedHanchosystemshowsthatthenegativeeffects

wereeasilyoffsetbytheextensiveimprovements.Verylittlewasteisacceptedatthe

hierarchical level, so that lotsofwastecanbesustainablyeliminatedat theprocess

level.Thenicethingisthat,asisshowninpractice,veryfewoperationsneedtobuild

upresourcesinordertointroducethisoperationalhierarchy.Thesepeopleareoften

alreadyavailablewithintheworksystem,becauseitdoesn’toperatewithinthepossi-

bledegreeofadaptation.


Improvement as part of the leadership routine – Kata

HoshinKanri,ShopFloorManagement,Hanchostructures–aretheseallthepiecesof

thepuzzle?Unfortunately,theyarenot.Thereisstilloneimportantleadershippiece

missing.Thisiswhy,inthelastfewyears,wefrequentlysetinplacetheKataleadership

routine.Thisaugmentserroreliminationandstructuredproblemresolutionthrougha

short-cycle,continuousimprovementprocess(CIP.

Thestorybehindfalteringorevenfailedleantransformationsisa longone.Among

thenumerousattributedcauses,oneshortcomingstandsout: leandidnotbecome

secondnaturetothemanagersortheiremployees.Theemployeeskepttheirdistance.

Adesireforperfectionandcontinuousimprovementdidnotbecomeroutine.

MikeRotherseizedthisobservationanddevelopeditintohishypothesisofimprove-

mentKata(Rother2013.Kataisamindsetwherebythepursuitofgoalsandcontinu-

ousimprovementiseffectivelyinternalizedbyleadershipandemployees.Sportsare

proofofthefactthatthiscanwork:certaincomplexpatternsareimprintedintothe

physicalandmentalmemoryoftheathletethroughnumerousrepetitiveexercises.

TheimprovementKataalsoworksinaccordancewiththisfundamentalprinciple,asit

buildsuponrepeatedexperimentsusingthePDCAcycleinordertocontinuouslyreach

new,improvedtargetstates.Throughregularpractice,thisresultsinacontinuousdevel-

opmenttowardsthedefinedchallengesandaspiredvision.

Actual Targetstate Visionandchallenges

PDCA-experiments

Barriers


Using sports as an analogy, consider targeted performance improvement through

dailypractice,withthe long-termgoalofanOlympicwin.Asamatterof fact,an

Olympianwhodoesnotmake(frequent)trainingapartofhis/herdailyroutinecan

hardlybeconsideredaseriousmedalcontender.Thedifferencebetweenanathlete

and an industrial operation is that the athlete makes it a priority to push beyond his

orherphysicallimits,whereasmanagersandemployeespushbeyondthelimitsof

theirknowledgeandabilities.Thisdoesnothappenonitsown,butmustbecyclically

supportedbymanagementandpractisedby theemployees.The interplayorpat-

ternofthesebilateralpracticesiswhatRothercalls“Kata”.WhetheryoucallitKata

ornot, routinessuchastheseaffectmentalattitudes,boththoseofmanagement

andemployees.


Lean leader qualifications

I. KEY MODULES II. ELECTIVES III. TEST &EXPERIENCE REPORT

“Certified Lean Leader” training

Increasing competency

over the course of training

Lean Leadership Fundamentals

2×2days,4credits

Digdeeperbasedonyourrequire-

ments:Weoffervariousleadership

andleantrainingprograms.You

canalsooptfor2daysofindividual

coachingtoanchorwhatyou’ve

learnedthroughyourtraining.

Towardstheendoftraining,there

willbeatest.Inaddition,atsome

pointduringthetraining,every

participantmustwriteandsubmit

aprogressreportonhis/herworking

environment.

Lean Leadership in Depth

2×2days,4credits

Shop Floor Management

1-2days,1-2credits

Howcanwestarttofurtherdevelopleadershipexcellence?Managersmustbewillingto

learnandtowork.Basedonourexperience,thisworksmosteffectivelywhentheyare

supportedintheirorganizationbyanexternalcoachoveradefinedperiodoftime.Only

throughacombinationoftraining,implementationandcoachingcansustainablebehav-

ioralchangebeachievedatalllevelsofmanagement.

Toensure that thequalificationprocess is effective and, especially, practice-oriented,

StaufenAcademyoffersamodular“CertifiedLeanLeader”trainingprogram.Thegoal

ofthetrainingistoincreaseleadershipperformanceandtodevelopthecorresponding

leancompetenciesrequiredtoleadtheleantransformationtosuccess.

ELECTIVE

ELECTIVE

SHOP FLOOR MANAGEMENT

LEAN LEADERSHIP IN DEPTH

LEAN LEADERSHIP FUNDAMENTALS

II. Electives

I. Key modules

Leadership

Lean

com

pete

ncy

Forsuccessfulcompletion,13creditsarerequired(correspondsto13daysoftraining),

tobecompletedwithin24months.Thisincludes3mandatorycoremodulesandcom-

binableelectives.Furthermore,awrittenprogressreportistobesubmittedtowards

theendoftrainingandyoumustpassatest.


Facts

Links

A lean leader initiates the sustainable implementation of a lean transformation based

onexcellentleadership,therebybecomingtheleaderfortopperformanceinhisorher

fieldof responsibility.Resistanceandbarriers to this changeprocessare identified,

addressed,andtackledtogetherwiththeemployees.

A lean leader operates:

…Byconveyingandexemplifyingvalues.

…Havinganopenandpositiveattitudetowardsthechangeprocess.

…Throughhis/herleadershipbehaviorandinteractionswithemployees.

…Implementingtherightrolesattherighttime.

…Implementingmanagementandleantaskswithinthecontextoflean.

…Throughatargeteddeploymentoftherightleadershiptoolsandmethods.

…Byfurtherdevelopinghis/herskillsandthoseofhis/heremployeesasneeded.

Asapartof StaufenAG consultingprojects, coachingmodulesaredesignedbasedon

detailedanalysesandthenagreeduponwithmanagement,inordertoprovidemanage-

mentwithpracticalsupportandtoaid in furtherdevelopment. “CertifiedLeanLeader”

trainingexpandsuponthis,providingpractice-orientedqualificationsinordertoincrease

leadershipandleancompetencies.Foritisonlywhenanorganizationfollowsleanprinci-

plesnotonlyattheprocesslevel,butalsoatthemanagementlevel,throughleanleader-

ship,thatthetransformation’ssustainabilitycanbeensured.

2017Academyprogram“CertifiedLeanLeader”

http://www.staufen.ag/academy

“25YearsofLeanManagement”study

http://www.staufen.ag/studies

YOUR PARTNERON THE WAY TO TOP-PERFORMANCE

StaufenAGisoneoftheleadingleanmanagementconsultanciesinGermany.Asyour

“partner on theway to topperformance”, our internationally operating consultancy

helpscompaniesoptimizetheirvaluechainandmanagementprocessesandtomake

theirinnovationandproductdevelopmentprocessesefficient.Inaddition,ourconsult-

ants, in theroleof turnaroundor interimmanagers,developconcepts tohelpcom-

paniestacklecrisissituations.TheStaufenAcademyalsoofferscertified,practice-ori-

entedtraining.Morethan260employeesservecustomers inGermany,Switzerland,

Italy,Poland,theCzechRepublic,Slovakia,Hungary,China,MexicoandBrazil.In2016,

StaufenAGwasawardedtwoprestigiousawards,whichmeantthatitcouldcountitself

amongthewinnersofthe“BestConsultant”(BrandeinsWissen)and“BestofConsult-

ing”(Wirtschaftswoche)competitions.

Author

Company profile

Remco Peters [email protected]

PUBLISHER

STAUFEN.AGBeratung.Akademie.Beteiligung

Blumenstraße573257KöngenGermany+49702480560

[email protected]

RemcoPetersstudiedbusinessmanagementattheUniversityofGroningen(Nether-

lands). He has been active as a trainer, consultant and coach forwell-known inter-

national industrialbusinessesfor18years.Someof thekeyareashehasworked in

include supporting organizations and management through the change process of

leantransformation.RemcoPetershasbeenapartnerofStaufenAGsince2013.His

areaofexpertiseisLeanLeadershipandShopFloorManagement.

Documents

LEAN LEADER SHIP - Staufen AG€¦ · questions, enable employees and offer them support. This means on-site leadership is apparent on a daily basis and resonates directly with employees