Lean Leadership and leadership cascade: strengthening the shop floor

They are present, they ask and they develop. Present means: at the board every day, regularly on the Gemba Walk, approachable when there are disruptions, but not the fire brigade for everything. Asking means: they want to understand the cause before prescribing a solution, and they ask in a way that leads employees to report problems instead of hiding them. Developing means: they hand over responsibility step by step, trust their people to solve problems and measure their success by how much the team can do without them. Added to that is fairness: standards apply to everyone, commitments are kept, and criticism is given in private, recognition in front of the team.

Not with bonuses; they work for two weeks. People in production are motivated when three things are right: they know why their work matters; they have influence over how they work; and they are seen. Concretely, that means: explain the key figures on the board, do not just hang them up; decide on improvement suggestions quickly and implement them visibly; solve problems together instead of prescribing solutions; and talk to people every day, not only when something goes wrong. The strongest motivation arises when a team has solved a problem itself and sees the result on the board the next day.

Lean Leadership is the leadership attitude and practice that carries a Lean system in everyday work. It rests on presence where value is created, on asking instead of giving orders, on dealing openly with problems, and on developing employees into independent problem solvers. Managers work with standards, key figures and regular communication routines and demand the standard every day, but through questions and enabling, not through control. Lean Leadership is the reason why Lean is still alive in some plants after ten years and has disappeared in others after one; the methods are the same, the leadership is not.

Leadership principles are a few concrete statements about how leadership is practised in a company, worded so that they can be checked against behaviour. Not: we lead with appreciation. But: I discuss criticism in private and recognition in front of the team. Good leadership principles are created with the managers, not for them, and fit the plant, not the mission-statement poster. They are taught in trainings, anchored in leadership routines and discussed regularly in feedback conversations between production management and foremen. Five to seven principles are enough; nobody remembers more.

Lateral leadership means leading people you cannot give orders to: project teams, other departments, suppliers, colleagues at the same level. It works through persuasion, trust, negotiation and shared goals rather than line authority. For Lean experts, project managers, process owners and staff functions it is the normal case, but foremen also lead laterally when they work with maintenance, logistics or quality. I led laterally for more than a decade and I know: it is more demanding than hierarchical leadership, but the results last longer, because people carry them instead of enduring them.

Management organises: planning, allocating resources, steering processes, monitoring key figures, correcting deviations. Leadership moves: giving direction, conveying purpose, winning over and developing people, enabling change. A foreman needs both. He has to plan the shift, uphold the standard and know the key figures, and he has to lead his people so that they report problems, think along and take responsibility. Many managers on the shop floor are good managers and weak leaders, because they learned the one and not the other. Lean Leadership works on exactly this gap.

Because they lead the way they were led, and that is rarely a role model. A foreman who is promoted without training falls back under pressure on what he knows: doing it himself, giving orders, controlling. That works in the short term and in the long term exhausts him and his team. Added to that is the role change from colleague to superior, which nobody supports. And the expectation that he will facilitate shop floor meetings, solve problems in a structured way and develop employees, without anyone having shown him how. Training with support on the shop floor is not a reward but the precondition for the promotion to work.

Two to four training days, spread over six to twelve weeks, with practical assignments and support on the shop floor in between. The spacing matters: training on two consecutive days is forgotten as soon as everyday work returns. Between the modules, the managers try out what they have learned in their own area, I observe and give feedback, and in the next module the experiences are discussed. After three months, a baseline assessment follows. For plants running shifts, I plan the modules so that all shifts can take part, usually in half days at shift changeovers.