You know the feeling. That tightening in your chest when you step onto the factory floor and something feels off. Maybe the presses sound wrong, or there’s a cluster of high-vis vests around the main conveyor. You walk over. You’re the production manager or operations director—it’s your job to fix things. You dive in, ask what’s wrong, bark a few orders because time is money, and the truck is due at 2 p.m. You move people around, maybe grab a spanner yourself because it’s quicker that way.

By 11 a.m., the line is running again. You feel relief, maybe even pride. You saved the day. You were the hero.

But here’s the uncomfortable truth: that hero complex is holding your factory back.

It’s a hard pill to swallow. I know because I’ve been there—running around, thinking I was being effective. But that command-and-control style, where the boss holds all the answers and everyone else just follows orders? It’s the antithesis of lean. It stifles problem-solving, creates dependency, and exhausts you.

If you want a manufacturing business that improves daily and runs smoothly even when you’re on holiday, you need to change how you lead. You need to stop being the boss and start being the coach.

It’s not just a buzzword. It’s a fundamental shift in behaviour. Let’s explore five practical traits that define this shift—from firefighting to fire prevention.

Trait 1: Coaching at the Gemba, Not Commanding from the Office

Where you spend your time matters. In lean manufacturing, there’s a term called gemba, meaning “the real place.” For us, that’s the shop floor—where value is created, where metal is cut, components are assembled, and packaging is sealed.

Traditional bosses manage from a distance, sitting in offices, looking at spreadsheets, or answering emails. If they visit the floor, it’s usually because something’s wrong or for a VIP tour. Operators look busy when they walk by—it’s a performance.

A lean leader operates differently. They know you can’t understand the process from a spreadsheet. You have to go see. But it’s not just about being there—it’s about how you’re there.

If you walk the floor to point out mistakes or check up on people, you’re a policeman, not a coach. That builds anxiety, not trust. A lean coach goes to the gemba to observe and support.

I remember a plant manager in the Midlands who had a brilliant routine. Every morning at 9 a.m., he walked the line. No clipboard, no phone—just walked. One day, he stopped at a cell where an operator was struggling with a fixture. The old-school boss would’ve said, “Why are you behind target?” or “You need to speed up.” This manager asked, “What’s making this hard for you today?”

That simple shift in language aligned him with the operator against the problem. The operator relaxed and showed him a burr on the part causing the issue. They fixed it together.

That’s what good looks like: structured gemba walks, attending daily huddles to listen, using visual boards to see work status at a glance. It’s about being present to remove obstacles, not create pressure. At first, it might feel aimless, but once the team realises you’re there to help, the dynamic changes completely.

It’s also important to note that being present at the gemba doesn’t mean micromanaging. It’s not about hovering over people or constantly checking their work. Instead, it’s about creating an environment where operators feel comfortable sharing their challenges. When you’re consistently present in a supportive way, you’ll start to notice patterns and recurring issues that might not show up in reports. This deeper understanding of the day-to-day realities on the floor is invaluable for driving meaningful improvements.

Trait 2: Developing Problem Solvers, Not Followers

If you’re always the one with the answers, you’re the bottleneck. I see this often in SMEs. A brilliant production manager knows the machines inside out, can hear a bearing failing from the car park. But because they’re so good at fixing things, nobody else learns how.

When a machine stops, everyone looks at the manager. They fix it, and everyone goes back to work. That’s not leadership—it’s being a highly paid mechanic.

A lean leader’s primary job is developing people, specifically their ability to see and solve problems. Frameworks like PDCA (Plan-Do-Check-Act) or A3 problem-solving teach teams to think scientifically.

Imagine the same scenario where a machine stops. Instead of pushing the operator aside and hitting reset, a coaching leader asks, “What do you think just happened?” The operator might say, “I don’t know, it just stopped.” The leader asks, “What was the last thing you did before it stopped?” They encourage the operator to find the root cause.

This takes patience. It’s excruciating at times—you know exactly which sensor is dirty and could fix it in five seconds. But if you fix it, the operator learns nothing. If you coach them through it, they learn about the machine and gain confidence. Next time, they might check the sensor themselves.

Eventually, you want a factory full of people who treat problems as opportunities to learn. They’ll run experiments: “If we move this bin here, it might be faster. Let’s try it.” That’s the holy grail, but you only get there if you stop being the hero and start being the teacher.

It’s also worth noting that developing problem solvers doesn’t happen overnight. It requires consistent effort and reinforcement. You might need to introduce structured problem-solving training or create opportunities for team members to practice these skills in a safe environment. Over time, as they gain confidence and experience, you’ll see a shift in how they approach challenges. They’ll start taking ownership of problems and proactively seeking solutions, which is exactly what you want in a lean culture.

Trait 3: Modelling Commitment and Authenticity

Trust is essential. You can’t coach people if they don’t trust you. And in manufacturing, people have a radar for insincerity. They know when a manager is faking it.

Nothing kills lean culture faster than a leader who pushes lean tools onto the workforce but doesn’t use them themselves. They demand 5S standards on the shop floor, but their own desk is a mess. They insist on standard work for operators but ignore escalation protocols when it suits them.

If you want to move from boss to coach, you have to walk the talk. Follow the standards. If safety glasses are required in the green zone, wear them every time—even if you’re just passing through for ten seconds.

It’s also about authenticity. One of the most powerful things a leader can do is admit when they’re wrong. In a traditional command-and-control environment, admitting a mistake is seen as weakness. In a lean environment, it’s a learning opportunity.

I worked with a director who made a bad call on a supplier change, causing quality issues. In a town hall meeting, he admitted, “I made a decision to switch suppliers to save cost. I didn’t properly evaluate the quality impact. That was my mistake, and I’m sorry for the extra work it caused. Here’s what I’ve learned and how we’ll prevent it happening again.”

The respect in that room skyrocketed. By showing vulnerability, he made it safe for others to admit mistakes. If you hide failures, your team will too—and hidden failures in a factory lead to scrap, delays, or accidents. Model the behaviour that says it’s okay to be wrong as long as we learn from it.

Authenticity also means being consistent in your actions and words. If you say that continuous improvement is a priority, your behaviour should reflect that. Attend improvement meetings, participate in problem-solving sessions, and celebrate small wins. When your team sees that you’re genuinely committed, they’ll be more likely to follow your lead.

Trait 4: Being an Active Coach and Problem-Solving Partner

Lean leadership is active, not passive. You’re not just a cheerleader shouting, “Go team!” You’re a problem-solving partner.

There’s a balance. While you should ask questions instead of giving answers, some situations require decisiveness. If the building’s on fire, you don’t ask, “How do you feel about the smoke?” You tell people to get out. But most daily issues require coaching.

A good lean leader has a routine. Maybe you use the Toyota Kata approach, with regular coaching cycles and daily visual board meetings. Your role is to look at the gap between the target and current condition, then ask, “What’s the next step?”

You help the team break big problems into manageable chunks. Many leaders set KPIs and shout when they’re not met. “We need OEE at 85%!” Great. How? The coach helps the team figure out the how and removes barriers. If they need tools to improve changeover time, your job is to get them the tools. You work for them.

Think of it as clearing the path. Your team is climbing a hill; your job is to chop down brambles and fill potholes so they can keep moving. It’s hands-on, reviewing data, asking, “What did we expect? What happened? What did we learn?”

It’s relentless and mentally demanding. It’s easier to sit in your office and look at the P&L, but the P&L is a history book. Active coaching changes what happens next month.

Trait 5: Creating a Learning and Improvement Culture

Culture in a factory is simply “the way we do things around here.” In traditional factories, continuous improvement is often a “project” or “initiative.” You might have a “Kaizen Week” once a year, then go back to the old way of working.

A lean leader understands improvement is the day job. It’s not something you do in addition to work—it is the work.

Change what you celebrate. Many factories reward firefighting—the person who stays late to fix the machine gets a pat on the back. But what about the person who did preventive maintenance so the machine didn’t break? They’re often ignored.

Celebrate small improvements and learning. For example, if there’s a near-miss safety incident, don’t just blame the driver or put up a “Safety First” poster. Investigate: Why didn’t the driver see the pedestrian? Was the lighting bad? Was there a blind spot? Treat it as a system failure, not a person failure.

This approach signals you’re interested in truth, not scapegoats. Psychological safety is essential. If people fear blame, they’ll hide problems, and you can’t fix what you can’t see.

You want a culture where breakdowns are opportunities to make processes more robust. It’s a massive mindset shift, but it’s the only way to sustain lean long-term.

Putting It into Practice: First Steps for Manufacturing Leaders

Where do you start? This might feel overwhelming, especially if your current reality is far from this ideal. You might think, “This sounds great, but I have orders to get out, and my team is stretched thin.”

You can’t change everything overnight. Start small. Authenticity matters more than perfection.

Here’s a quick self-check. Be honest with yourself:

1. How much time did I spend on the shop floor this week? More than 10%?
2. When I was on the floor, did I ask more questions or give more orders?
3. Do I know the top three problems for my operators right now?
4. When was the last time I admitted a mistake to my team?
5. If I went on holiday for two weeks, would improvement activity stop or continue?
6. Do my team hide bad news from me or bring it immediately?
7. Am I modelling the standards I expect from others?
8. Do I fix problems or fix the people who fix problems?

If these questions made you wince, that’s okay—it’s a starting point.

Pick one trait to focus on for 30 days. Maybe commit to a daily gemba walk. Just 20 minutes, same time every day. Ask, “What’s getting in your way today?” and listen. Or focus on Trait 2: next time a problem arises, stop yourself from giving the answer. Ask, “What do you think we should do?”

It will feel awkward, but stick with it. Changing ingrained habits isn’t easy, but the payoff is worth it. You’ll move from being the stressed-out boss holding everything together to the coach leading a team of problem solvers. Your factory will run better, and you might even enjoy your job again. If this resonates with you and you are looking for some support in making this shift, we can help. Sometimes it is hard to see the wood for the trees when you are in the thick of it. Our lean coaching and mentoring program is designed specifically for manufacturers who want to make this transition. We work with you on the shop floor dealing with real problems, not just theory in a classroom. Why not take a look? It might be the first step towards a calmer, more productive future for you and your factory. But for now, just try to ask one more question tomorrow than you did today. That is a good start.