首先,我不认为一线管理者会故意破坏精益改进活动。我也不认为一线管理者会有抵制精益活动的倾向。根据我自己的经验,他们往往非常支持精益概念和工具。但是多年来,一线管理者可能已经学到了一些与精益实践不匹配的行为。换个更尖锐的说法,那些不符合精益实践的行为大多是精益专家自己教会一线管理者的。我所见过的一线管理者出于良好初衷,却表现出阻碍精益努力的一些行为,包括:——事后补救的吸引力甚于真正地解决问题; First of all, I do not think front-line managers will deliberately undermine lean improvement activities. Nor do I think front-line managers tend to resist lean activities. In my own experience, they tend to be very supportive of lean concepts and tools. But over the years, front-line managers may have learned some mismatches with lean practices. To put it more sharply, most of the non-compliance with lean practices is taught by lean specialists themselves. First-line managers I've seen, out of good intentions, show behaviors that stand in the way of lean efforts, including: - Post-remedial appeal is more than real problem solving;