Very few people would argue that making the revolutionary transition from conventional mass manufacturing to lean manufacturing doesn't require a significant change in the culture of an organization. This chapter will address the matter of cultural change but there is no way we can possibly cover every issue for there are distinct differences with each factory that, at least in part, determines its particular culture. However, this chapter will address such key issues as working with your union, finding opportunities within the professional ranks, and helping a work force understand the "center of value-added."

The basic culture of most organizations is usually a reflection of the vision local factory management portrays. If local management does not project a clear vision, the culture will tend to become what people who are in a position to influence think management envisions. This is both dangerous and deceptive. It is dangerous in terms of the possibility of the established vision not being representative of the true expectations of a firm's customers. It is deceptive in terms of placing a work force in a position of working hard on doing what local management portrays as right, even when it is all wrong. If it is indeed wrong, it will usually end up putting a plant on a collision course that is today commonly referred to as a reengineering or restructuring.

To further clarify the point, consider what occurred in the '50s and '60s. Back then the Big Three were convinced the only thing important...