and system development was pushed down to the "lowest levels," which consisted of trained and truly empowered people. Sharing information and managing employee Several success stories have emanated from the lean manufacturing initiatives. Although some organizations were not able to sustain the success after a few years, many others kept building on the initial success through continual improvements in processes. Discussed below are the keys to lean manufacturing success that were common for most of the success stories:

Prepare and motivate people: Widespread orientation was given to continuous improvement, quality, training, and recruiting workers with appropriate skills. A common understanding of need to change to lean manufacturing was created.

Employee involvement: Decision making and system development was pushed down to the "lowest levels," which consisted of trained and truly empowered people. Sharing information and managing employee e

, many others kept building on the initial success through continual improvements in processes. Discussed below are the keys to lean manufacturing success that were common for most of the success stories:

Prepare and motivate people: Widespread orientation was given to continuous improvement, quality, training, and recruiting workers with appropriate skills. A common understanding of need to change to lean manufacturing was created.

Employee involvement: Decision making and system development was pushed down to the "lowest levels," which consisted of trained and truly empowered people. Sharing information and managing employee

re common for most of the success stories:

Prepare and motivate people: Widespread orientation was given to continuous improvement, quality, training, and recruiting workers with appropriate skills. A common understanding of need to change to lean manufacturing was created.

Employee involvement: Decision making and system development was pushed down to the "lowest levels," which consisted of trained and truly empowered people. Sharing information and managing employee

ecruiting workers with appropriate skills. A common understanding of need to change to lean manufacturing was created.

Employee involvement: Decision making and system development was pushed down to the "lowest levels," which consisted of trained and truly empowered people. Sharing information and managing employee

and system development was pushed down to the "lowest levels," which consisted of trained and truly empowered people. Sharing information and managing employee expectations along with identifying and empowering champions, particularly operations managers, also went a long way in involving in this initiative.

Remove roadblocks: The initiative was made both directive and empowering, resulting in the successful creation of an experimental atmosphere.

Tolerating mistakes: An atmosphere with a willingness to take risks was created.

Implementing realistic performance measures, evaluation, and reward systems: Rigid performance goals were completely done away with during implementation. Results were measured instead by the number of activities/events.

Execute pilot projects before