Take a (gemba) walk on the sustainable improvement side with Ingersoll Rand.
Leaders often make lean operational changes without changing traditional management activities. The problem is that traditional management activities do not support the cultural of daily problem solving that is needed to sustain and improve operational changes. Thus, the lean effort tends to backslide. Lean leaders must change what they do to include the five main tools of management standard work: gemba walks, reflection meetings, response to andons, create accountability, and mentoring people.
Develop capabilities by asking the right questions