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For the true sensei, the change agent’s level of commitment is the single most important issue.

The change agent and all of the senior managers in your firm must master [lean] themselves to a point where lean thinking becomes second nature.

…temporary failure in pursuit of the right goal is acceptable but no amount of improvement in performance is ever enough.

…in a learn world there is no end to improvement: Jobs are always being eliminated in specific activities.

It’s critical to get your employees to understand at the outset that no level of performance is ever good enough, and that there is always room for improvement.

…it’s not acceptable to do nothing to improve your operations on the grounds that the risk of failure is too high.

…what primary workers and front-line managers typically don’t understand is how to think horizontally about the total flow of value and how to pull it.

Over time, the investment in training can only be directly connected to the resulting improvements in the business.

…managers must become coaches rather than tyrants and employees become proactive.

…a growing fraction of managers seem to understand that real change and building a solid foundation simply take time.