As you continue your gemba visits, can you see which topic each of your team is facing, and is trying to improve?

Can you see how these improvements come together to build a different ideal vision of what work could be to support greater performance? Do you see specific obstacles people have to overcome to improve their own work?

The challenge at this stage is to create a dynamic vision of the company based on improving specific control points by getting teams to analyze their own work and try new stuff - as well as identifying clearly they obstacles they have to overcome.

Do you come back from a gemba walk with a clear list of obstacles you need to help the team with?

• Is lean scientific?
• We found your visit rather challenging - rose "real" lean have to be such a struggle?
• Why don't middle managers practice A3 thinking Part I? 
• Why don't middle managers practice A3 thinking Part II?
• Why reduce inventory even further? 
• How can lean take root in a crappy culture?
• Standards at workstations?
• What does problem solving look like?