Subscription Required

To get access to this video, and more than 1000 like it Subscribe Online today!

View our pricing

Log In

Lean Leadership Week 2015

Mike Wroblewski — Leadership in Sustaining a Kaizen Culture

Mike Wrob­lews­ki high­lights the mean­ing, mind­set and lead­er­ship nec­es­sary to cre­ate and sus­tain a kaizen cul­ture. Hav­ing a strong cul­ture is not the same as hav­ing a kaizen cul­ture. The act of cre­at­ing a kaizen cul­ture can­not be sep­a­rat­ed from sus­tain­ing it.

Series Videos

1

Jamie Flinchbaugh - Leading Lean as an Operating System

55:41

 2

Michael Ballé - Lead with Respect

1:04:57Members only

Current Video

Mike Wroblewski - Leadership in Sustaining a Kaizen Culture

31:04Members only

4

Next VideoBrian Maskell - 15 Behaviors of Lean Executives

1:02:09Members only

 5

Mike Wroblewski - Creating a Kaizen Culture

52:18Members only

 6

Lori Siwik - Lean Risk Management

59:45Members only

 7

Kim Barnas - Moving Beyond Heroics Using Lean Thinking

1:00:35Members only

 8

Brian Maskell - Solving the Standard Cost Problem

1:00:55Members only

 9

Sam MacPherson - The Obeya: The Secret to Achieving Lean Management System Excellence

1:04:48Members only

 10

Joe Murli - The Lean Management System

54:23Members only

 11

Jacob Stoller - Core Beliefs: The Defining Element of Lean Leadership

55:48Members only

 12

Orry Fiume - Understanding the Role of Lean Leadership

59:23Members only

 13

Bob Miller - Leader Lead Culture

40:42Members only

 14

Cheryl Jekiel - How I Develop Leaders

20:48Members only

 15

Bill Waddell - People, Process, Prosperity

18:18Members only

Next Video Brian Maskell — 15 Behaviors of Lean Executives 

In most com­pa­nies the peo­ple look to their senior man­agers to set the tone and ethos of the busi­ness. Mak­ing cul­tur­al change is demand­ing, dif­fi­cult and risky. The peo­ple in the com­pa­ny need a great deal of lead­ing if these changes are to real­ly occur and then be sus­tained. In this pre­sen­ta­tion we will dis­cuss 14 behav­iors exec­u­tives must exem­pli­fy if they want to be all-day, every-day lead­ers of lean change.