The next challenge is to introduce to every team in your organization two basic tools:

1. A problem solving board to look at problems one by one in terms of problem, cause, countermeasure and impact
2. A kaizen board to address changes to the way we work one by one (and make sure they are really improvement not random changes)

With these two basic tools in place, you can have a deeper discussions with your teams in terms of observation and analysis to explore "why?", open minds and support try-and-see. These simple tools can be started by every team leader with minimal support and if established wall-to-wall in your organization, become the foundations of a common language of kaizen - step by step improvement.

• What problems are lean practices?
• What does developing people really mean?
• How can I tell if people "get" lean thinking; what signs should I look for? 
• How do we solicit feedback from the shop floor without being overwhelmed by the enormous amount of ideas?
• How do I lead change without discouraging employee engagement
• Where do I start?