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Lean Implementation
Applications and Hidden Costs
Sustainable Improvements in
Environment Safety and Health
Series Editor
Frances Alston
ESH Director
Lawrence Livermore National Laboratory, CA
Lean Implementation: Applications and Hidden Costs, Frances Alston [2017]
The Legal Aspects of Industrial Hygiene and Safety, Kurt W. Dreger [2018]
Industrial Hygiene: Improving Worker Health through an Operational Risk

Approach, Willie Piispanen, Emily J. Millikin, and Frances Alston [2018]
Safety Culture and High-Risk Environments: A Leadership Perspective,

Cindy L. Caldwell [2018]
Lean Implementation
Applications and Hidden Costs
by
Frances Alston
CRC Press
Taylor & Francis Group
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Boca Raton, FL 33487-2742
© 2017 by Taylor & Francis Group, LLC

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Library of Congress Cataloging-in-Publication Data
Names: Alston, Frances (Industrial engineer), author.

Title: Lean implementation : applications and hidden costs / Frances Alston.
Description: Boca Raton, FL : CRC Press, 2017. | Series: Sustainable
improvements in environment safety and health
Identifiers: LCCN 2016048562 | ISBN 9781498773379 (hardback : alk. paper) |
ISBN 9781498773386 (ebook)
Subjects: LCSH: Organizational change--Management. | Organizational
effectiveness--Management. | Cost control. | Quality control.
Classification: LCC HD58.8 .A6778 2017 | DDC 658.4/06--dc23
LC record available at https://lccn.loc.gov/2016048562
Visit the Taylor & Francis Web site at

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and the CRC Press Web site at

http://www.crcpress.com
Contents
Preface ......................................................................................................................xi
About the Author ................................................................................................ xiii
1. Lean Thinking ................................................................................................ 1

1.1 Introduction ...........................................................................................1
1.2 Attributes of a Lean Organization......................................................2
1.2.1 Know Your Customer ............................................................3
1.2.2 Respect for People ..................................................................4
1.2.3 Management Make Decisions Focusing on the
Long-Term Value as Opposed to the Now ......................... 5
1.2.4 Create a Culture That Will Allow Workers to Feel
Empowered and Free to Bring Problems to
Management’s Attention As Soon As They Arise ............ 5
1.2.5 A Continual Focus on Continuous Improvement .............5
1.2.6 Maintain a Focus on Quality Continuously ...................... 6
1.2.7 Avoid Overproduction (Use a Pull System) ....................... 6
1.2.8 Develop Leaders Who Are Inquisitive, Leaders
Who Walk the Talk on a Daily Basis, and
Are Worker Friendly.............................................................. 6
1.2.9 Develop a Process That Can Monitor Performance
As Well As Locate Improvement Areas..............................7
1.2.10 Develop a Culture That Embraces a Learning
Organization Philosophy......................................................7
1.3 Why Go Lean? ....................................................................................... 8
1.4 Delivering Customer Value .................................................................8
1.5 Defining the Waste Stream ..................................................................8
1.6 Actions That Create Flow................................................................... 10
1.7 Produce What Is Used by the Customer and Avoid
Overproduction ................................................................................... 10
1.8 Seek Perfection to Achieve Continuous Improvement .................. 11
1.9 Overview of Lean Tools ..................................................................... 11
1.9.1 Value Stream Mapping........................................................ 12
1.9.2 Six Sigma and Lean ............................................................. 12
1.10 Staying Lean ........................................................................................ 16
1.11 Summary ..............................................................................................17
2. Lean Thinking Leadership Team .............................................................. 19

2.1 Introduction ......................................................................................... 19
2.2 Leadership Responsibilities in Organizations................................ 20
2.2.1 Vision Tenet .......................................................................... 20
v
vi Contents
2.2.2 People Tenet .......................................................................... 21

2.2.3 Strategy Tenet ....................................................................... 21
2.2.4 Decision Tenet....................................................................... 21
2.3 Followership and Leadership Roles .................................................22
2.4 Qualities of a Good Leader ................................................................ 23
2.4.1 A Good Leader Is Confident ............................................... 24
2.4.2 A Good Leader Acts with Purpose ................................... 24
2.4.3 A Good Leader Demonstrates Exemplary Character ..... 25
2.4.4 A Good Leader Is Enthusiastic........................................... 25
2.4.5 A Good Leader Is Focused ................................................. 25
2.4.6 A Good Leader Is Able to Build and Retain Good
Relationships......................................................................... 25
2.4.7 A Good Leader Is Committed to Continuous
Improvement and Excellence ............................................. 26
2.5 Lean Thinking Behaviors .................................................................. 26
2.6 Walking the Talk ................................................................................. 27
2.7 Leadership Styles ................................................................................ 27
2.8 The Influential Leader ........................................................................ 31
2.9 The Accountable Leader..................................................................... 31
2.10 The Lean Thinking Leadership Team .............................................. 32
2.11 Summary .............................................................................................. 33
3. Lean Culture .................................................................................................. 35

3.1 Introduction ......................................................................................... 35
3.2 What Is a Lean Culture? ..................................................................... 36
3.2.1 Practices ................................................................................. 37
3.2.2 Behavior ................................................................................. 37
3.2.3 Values ..................................................................................... 38
3.2.4 Symbols and Languages ..................................................... 38
3.2.5 Assumptions and Perceptions ........................................... 38
3.2.6 Lean Thinking ...................................................................... 39
3.3 Subcultures .......................................................................................... 39
3.4 Establishing a Culture of Change ..................................................... 40
3.5 Change Management ......................................................................... 40
3.6 Supervisor’s Role in Change Management ..................................... 41
3.7 Assessing Culture ............................................................................... 41
3.8 Document Review...............................................................................43
3.9 Conducting the Survey ......................................................................43
3.10 Focus Group and Individual Interviews .........................................44
3.11 Shaping Culture .................................................................................. 46
3.11.1 Communication between Workers and Management .....47
3.11.2 Fostering Trust from Within............................................... 48
3.11.3 Consistency in Actions and Reactions .............................. 48
3.11.4 Human Resource Policies and Practices ........................... 48
3.11.5 Management Time in the Work Area ................................ 49
Contents vii
3.11.6 Delegate Lower Level Decisions ........................................ 49

3.11.7 Employee Involvement ........................................................ 49
3.11.8 Leadership Charting the Way ............................................ 49
4. Employee Engagement in a Lean Culture ............................................... 51

4.1 Introduction ......................................................................................... 51
4.2 Defining Employee Engagement ...................................................... 52
4.3 Emotional Connection in the Workplace ......................................... 53
4.4 Employee Engagement Impacts and Benefits ................................. 53
4.5 Improved Morale................................................................................. 55
4.6 Employee Engagement and Increased Productivity ...................... 55
4.7 Team Cohesion .................................................................................... 56
4.8 Innovation and Engaged Employees................................................ 57
4.9 Higher Level of Trust Contributes to Engagement ........................ 57
4.10 The Actions of an Engaged Leader................................................... 58
4.11 Communication Strategy ................................................................... 59
4.12 Human Resource Policies and Practices .......................................... 59
4.13 Evaluating Employee Engagement ................................................... 60
4.13.1 Employee Engagement Surveys ......................................... 61
4.13.2 Focus Group Discussions: Employee Engagement ......... 61
4.14 Summary ..............................................................................................63
5. Succession Planning Strategy in a Lean Environment .........................65

5.1 Introduction .........................................................................................65
5.2 What Is Succession Planning? ........................................................... 66
5.3 Developing a Succession Planning Strategy ................................... 68
5.4 What Does a Good Succession Strategy Look Like? ...................... 69
5.4.1 Identify Key Positions.......................................................... 70
5.4.2 Identify Positions That Are Hard to Fill ........................... 71
5.4.3 Identify Key Competencies................................................. 72
5.4.4 Identify Candidates ............................................................. 73
5.4.5 Internal Candidate Communication ................................. 74
5.4.6 Conduct Skill Gap Analysis................................................ 74
5.4.7 Define and Implement Training Plan................................ 75
5.5 Promoting from Within ..................................................................... 76
5.6 Knowledge Gathering and Retention .............................................. 78
5.7 Continuing Education ........................................................................80
5.8 Succession Planning in a Lean Environment .................................80
5.9 Summary .............................................................................................. 82
Reference .........................................................................................................82
6. Talent Management and Retention and the Hidden Costs ..................83

6.1 Introduction .........................................................................................83
6.2 What Is Talent Management? ............................................................84
6.3 Balancing Employee Needs with Organizational Demands ........84
viii Contents
6.4 The Value of a Flexible Workforce ....................................................85

6.5 Knowledge Retention and Transfer .................................................. 86
6.6 Employee Retention Strategy ............................................................ 87
6.6.1 Employee Recognition........................................................... 89
6.7 Talent Care ...........................................................................................90
6.8 Why Do Employees Leave Their Companies? ................................ 91
6.8.1 Relationship with the Supervisor ........................................ 92
6.8.2 Incompetent Leadership ....................................................... 92
6.8.3 Lack of Challenging and Meaningful Work ...................... 92
6.8.4 Lack of Career Growth and Advancement
Opportunities ......................................................................... 93
6.8.5 Comparable Pay Does Matter............................................... 93
6.9 Why Do Employees Stay with Their Organization? ...................... 93
6.9.1 The Impact of Meaningful and Satisfying Work .............. 94
6.9.2 Trust in the Leadership Team and Its Impact .................... 95
6.9.3 Career Growth in a Learning Environment ...................... 95
6.9.4 Fair Pay and Benefits ............................................................. 96
6.9.5 Feeling of Value ...................................................................... 96
6.9.6 Supportive Management ...................................................... 96
6.10 Summary .............................................................................................. 97
7. Employee Development and the Hidden Cost........................................ 99

7.1 Introduction ......................................................................................... 99
7.2 Why Train? ......................................................................................... 100
7.3 The Role of the Leadership Team ................................................... 102
7.4 Training Needs Analysis ................................................................. 102
7.5 Training Delivery Methods ............................................................. 105
7.5.1 Classroom Training ............................................................. 106
7.5.2 On-the-Job Training............................................................. 106
7.5.3 Mentoring.............................................................................. 107
7.5.4 Job Rotation ........................................................................... 108
7.5.5 Coaching ............................................................................... 109
7.5.6 Shadowing ............................................................................ 110
7.6 Training Constraints in Lean Environments ................................ 110
7.7 Continuing Education ...................................................................... 111
7.8 Knowledge Management ................................................................. 112
7.9 Learning Culture............................................................................... 113
7.10 Assessing the Effectiveness and Quality of a
Training Program.............................................................................. 114
7.11 Summary ............................................................................................ 115
Contents ix
8. Environment Health and Safety in a Lean Environment................... 117

8.1 Introduction ....................................................................................... 117
8.2 Components of Corporate Environment Health and
Safety Program .................................................................................. 117
8.2.1 Environmental Protection .................................................. 118
8.2.2 Worker Safety and Health .................................................. 118
8.2.3 Environmental Health and Safety Training .................... 119
8.2.4 Health and Medical Services.............................................. 119
8.2.5 Radiation Safety Program .................................................. 119
8.3 Eliminating Waste through Compliance ....................................... 120
8.4 The Role of an Effective Environment Health and
Safety Program .................................................................................. 120
8.5 Environment Health and Safety Programs Value Proposition ....122
8.6 The Reality of Workforce Perception ............................................. 122
8.7 The Real Cost of Accidents .............................................................. 123
8.8 Applying Lean Principles and Application to
an EH&S Program ............................................................................. 124
8.9 The Synergy between Lean and Health and Safety Programs....125
8.10 Lean Tools Usage............................................................................... 127
8.11 Summary ............................................................................................ 128
9. Implementation Pitfalls and Hidden Costs........................................... 129

9.1 Introduction ....................................................................................... 129
9.2 What Are Pitfalls and Hidden Costs? ............................................ 130
9.3 A Project Management Approach to Lean .................................... 130
9.4 Organizational Alignment .............................................................. 131
9.5 Why Lean Fails? ................................................................................ 133
9.5.1 Performance Metrics ........................................................... 134
9.5.2 Retention of Staff in a Lean Environment ........................ 135
9.6 Minimizing Risk through Lean ...................................................... 136
9.7 The Impact of Trust on Costs and the Pitfalls of Lean
Implementation ................................................................................. 138
9.8 The Impact of Culture ...................................................................... 139
9.8.1 The Role of Subcultures ...................................................... 140
9.9 Lean Procurement ............................................................................. 140
9.10 Hidden Costs Are Multifaceted ...................................................... 141
9.11 Capturing the Actual Cost of Lean ................................................ 142
9.12 Summary ............................................................................................ 143
x Contents
10. Lean Implementation Case Study ........................................................... 145

10.1 Introduction ..................................................................................... 145
10.2 The Project Description .................................................................. 146
10.3 Identification and Quantification of the Problem....................... 146
10.3.1 Brainstorming................................................................... 147
10.3.2 Process Mapping .............................................................. 150
10.3.3 Worker Interviews ........................................................... 151
10.3.4 Job Hazard Analysis ........................................................ 152
10.3.5 Work Observation ............................................................ 153
10.4 Benchmarking and Technology Selection ................................... 154
10.5 Conducting the Pilot....................................................................... 154
10.5.1 Implementation of Technology to Reduce Risk in
Conducting Chemical Inventories: A Case Study ....... 155
10.6 Lean Thinking Leadership ............................................................ 156
10.6.1 Strategic Thinking Leadership ...................................... 157
10.6.2 People Oriented and Relationship Builder................... 157
10.6.3 Pulse of the Customer ..................................................... 158
10.6.4 Seeking Perfection Always ............................................. 158
10.7 Employee Engagement and Training ........................................... 158
10.8 Regulatory Impact .......................................................................... 159
10.9 Environment, Health, and Safety Aspects .................................. 159
10.10 The People Aspects of Implementation ....................................... 160
10.11 Case Study Implementation Pitfalls and Hidden Costs ............ 160
10.12 Summary .......................................................................................... 161
11. Evaluation Resource Packet ...................................................................... 163
Index ..................................................................................................................... 175

Preface
Lean thinking is a concept that is widely discussed and used on many levels
across various business processes. The application of Lean has been visible
in many industries, such as automotive, health care, and banking, and in
government. Lean in a sentence involves instituting practices that will
eliminate nonvalue added steps that will reduce waste and create value while
fostering a culture that is supportive of continuous improvement. The value
that is created can be beneficial to both the customer and the company. Lean
thinking and reengineered processes are helping companies to increase pro-
ductivity, meet and exceed their customer expectations, and improve their
financial goals.
Some practitioners refer to Lean as a process that affords an organization
the opportunity to “do more with less.” This essentially is true; often Lean
process improvement initiatives can result in staff reduction or reallocation
and changes in the company compliance posture, impact the ability to suc-
cessfully implement a succession planning strategy, limit knowledge trans-
fer and employee retention, and the list goes on. These impacts can be costly
to a company when balancing the changes that are required to keep these
processes optimized and address the people aspects of implementing Lean.
The impact and cost associated can be hidden if not addressed during the
upfront planning process.
The ability to successfully implement Lean requires that the culture
of the organization be open to adapting to changes in the new way that
business will be conducted. The lack of a culture that is supportive of
change has contributed to the failure of many attempts to implement
Lean process improvement initiatives. To successfully implement Lean
thinking within a company, a comprehensive strategy must be in place
that includes not only the reengineered process, but the people aspects
of the process. The strategy should include ways to address issues such
as the following:
• Implementation of the technical aspects of the newly improved

process
• Employee perception and engagement
• Impact to regulatory aspects such as the environmental safety and
health procedures and practices
• Succession planning strategy
• Retraining and technical knowledge retention
xi
xii Preface
• Policies and procedural changes related to implementing the new

process
• Considerations for the cultural changes needed to successfully
implement the Lean process
This book will address key organizational issues that must be considered
and addressed when implementing Lean business practices, offer solu-
tions for many of the challenges, provide a resource that leaders can use in
addressing cultural and regulatory issues, and provide a means to address
the associated people issues and the challenging task of knowledge retention
and succession planning. Vignettes are used to illustrate and provide exam-
ples of potential issues and solutions that can be considered for resolving
issues as well as identify key references that can be consulted for additional
information on key concepts. A case study is included that demonstrates
ways to address the technical and people aspects of implementing Lean to
ensure project success.
About the Author
Dr. Frances Alston has built a solid career foundation over the past 25 years
in leading the development of management and of environment, safety,
health and quality (ESH&Q) programs in diverse cultural environments.
Throughout her career, she has delivered superior performance in com-
plex, multistakeholder situations and has effectively dealt with challenging
safety, operational, programmatic, regulatory, and environmental issues.
She has been effective in facilitating the integration of ESH&Q programs
and policies as a core business function while leading a staff of business,
scientific, and technical professionals. She is skilled in providing technical
expertise in regulatory and compliance arenas as well as in determining nec-
essary and sufficient program requirements to ensure employee and public
safety, including environmental stewardship and sustainability. Dr. Alston
also has extensive knowledge and experience in assessing programs and
cultures to determine areas for improvement and development of strategy
for improvement.
She holds a BS degree in industrial hygiene and safety/chemistry, an
MS degree in hazardous and waste materials management/environmental
engineering, an MSE in systems engineering/engineering management,
and a PhD in industrial and systems engineering.
Dr. Alston is a fellow of the American Society for Engineering Management
(ASEM) and holds certifications as a Certified Hazardous Materials
Manager (CHMM) and a Professional Engineering Manager (PEM). Her
research interests include investigating and implementing ways to design
work cultures that facilitate trust.
xiii
1
Lean Thinking
1.1 Introduction
Many practitioners have argued the sustainability of Lean process improvement
in an organization. Some even believed it to be yet another fad or buzzword
that will dissipate with time. Lean process improvement initiatives are not
likely to be successful without being championed and supported by a Lean
thinking team that includes the leadership team and workers. Lean, simply
put, is a way of thinking followed by the right actions that guide the way in
which work is performed to improve business across the board in an efficient
and streamlined manner. The practices and procedures that support Lean
thinking must be ingrained in the culture and the mind of members of the
organization. Once Lean becomes ingrained in the minds of the leaders and
workers and is seen in their actions, the organization can move forward with
purpose and successfully implement a Lean business strategy. Lean thinking
is not a temporary state of mind or a way of thinking that can be turned off
and on at a whim. It requires a commitment to a physical condition as well as
long-term discipline. Lean is focused primarily on providing value for the cus-
tomer, eliminating waste, and continuously improving all facets of business
processes. The most important components that are critical to implementing
Lean are presented in Figure 1.1. These components will also be discussed in
some form throughout this chapter and this book.
Going Lean can be rigorous and draining on internal resources initially;
therefore, careful considerations along with a detailed strategy are necessary
to chart the way to success. Before beginning the journey to Lean, it is imper-
ative that top management is supportive and that support is demonstrated
through the words they speak and also through their actions. In addition, it
is necessary to ensure that the people, physical resources, and policies are in
place before moving forward.
Some would say that Lean offers an organization the ability to do more
with less; however, a more accurate depiction of Lean is that it offers the
ability to optimize processes and outcomes that yield a win–win environ-
ment for a company, its employees, and its customers. In doing so, often, the
1
2 Lean Implementation
Strategic
thinking
Flexible culture
Employee
engagement and
buy-in
Continuous
improvement
FIGURE 1.1
Lean process components.
greatest negative impact of Lean is experienced by the workers. Many com-

panies have failed in their attempt to implement Lean because the people
aspects of Lean were not considered at the up-front planning stage.
1.2 Attributes of a Lean Organization

Before implementing Lean, it is necessary to ensure that the organization is
ready and poised for success. It is wise to conduct a review of the organiza-
tion to determine if the characteristics needed for successful Lean implemen-
tation and sustainability are present. There are some fundamental principles
that must be kept in the mind of organizational members that are important
for success and must be embedded in the business practices. These prin-
ciples are listed in Table 1.1.
In order to chart the course to implement Lean principles, there are some
very fundamental attributes that are important and that must be nurtured.
The attributes listed later are not meant to be all-inclusive; however, they do
provide a place to begin when attempting to ensure success in implementing
the principles of Lean:
Attribute 1: Know your customer.

Attribute 2: Demonstrate respect for people.
Attribute 3: Management should make decision focusing on the long-
term value as opposed to the now.
Attribute 4: Create a culture that will allow workers to feel free to bring
problems to management’s attention as soon as they arise.
Lean Thinking 3
TABLE 1.1
Overriding Lean Principles
Principles of Lean Functions
Determine the customer value Clearly defines the value for products and services that
the customer is expecting and targets all nonvalue-
added activities for removal from the process. These
activities represents system waste
Identify the value stream and The value stream consists of all of the activities that are a
then map part of producing the products or services delivered to
the customer. The knowledge gained from this process
helps determine what means will be used to deliver
what the customer is expecting
Focus on eliminating waste and Eliminating waste ensures efficient flow of products or
create flow services to the customer without interruptions. Waste
elimination is also another way to reduce cost
Respond to pull by customer Understanding what the customer wants and when they
expect delivery of products or services. Developing a
process to deliver
Pursue perfection to achieve Continuous improvement in creating flow, identifying,
continuous improvement and removing waste
Attribute 5: A continual focus on continuous improvement.

Attribute 6: Maintain a focus on delivering quality continuously.
Attribute 7: Avoid overproduction (use a pull system) where feasible.
Attribute 8: Develop leaders who are inquisitive, walk the talk, and are
worker friendly.
Attribute 9: Develop a process that can monitor performance as well as
locate improvement initiatives.
Attribute 10: Never stop learning; develop a culture that embraces a
learning organization philosophy.
These attributes not only provide the optimal operating environment for
Lean, they are also beneficial to other aspects of a business strategy. Each
of these attributes will be discussed in a little more detail in Sections 1.2.1
through 1.2.10. These attributes are not listed or discussed in order of prefer-
ence or priority.
1.2.1 Know Your Customer

It is paramount that you know your customer base keeping in mind that
customers can be internal as well as external. Not all efforts performed
may add value to all customers and therefore may not be supported by all
customers. It is also paramount that the needs of each customer are known
and a strategy to deliver quality products and services is in place. A good
4 Lean Implementation
strategy to consider would be to schedule routine meetings with the cus-

tomer or ask the customer to complete a customer satisfaction survey at
some frequency. It is important to establish and keep a close connection
with all customers.
When meeting customers, ensure that the meetings are kept sacred,
which means that canceling and rescheduling should be avoided or kept at a
minimum. Canceling and rescheduling meetings may give the customer the
perception that you do not value their time and business. The meeting times
should be used wisely to build relationship and provide insights into what
the customer needs are and whether your organization is meeting those
needs. If a survey is used, ensure that the survey is designed to provide
meaningful data that can be used to determine performance and whether or
not the customer expectations are being met. If customer needs and expecta-
tions are not being met, it is appropriate to engage in a discussion with the
customer on the areas that the company needs to focus on in order to turn
performance and the relationship around. Good customer relationship often
yields repeated business opportunities.
1.2.2 Respect for People

This attribute can be viewed as one of the most important attributes
because it has to do with the people who will be impacted as a result of
implementing Lean. Often, we hear leaders communicate that the most
important resources in their company are the workers. Without dedicated
and skilled workers, a business cannot succeed. Implementation of Lean
without careful considerations and involvement of the workers can lead
to a loss of trust and respect for the leaders and the company. This can
represent a major problem when implementing Lean. Some actions that
management should exhibit if it desires to demonstrate respect are listed
as follows:
• Persistent and frequent communication

• Praise for a job well done when it occurs
• Listen to ideas and suggestions
• Consult employees on solutions to issues and process improvement
suggestions and initiatives
• Be willing to assist when needed
• Saying thanks when appropriate
• Treat people with courtesy and kindness
• Encourage the exchange of opinions and ideas
• Use workers’ ideas and input to improve work processes where
feasible
Lean Thinking 5
When people feel respected, they are likely to respect the management team
and the company. The respect of workers will manifest itself in the way they
respond to the leadership team and the work they perform on behalf of the
organization.
1.2.3 Management Make Decisions Focusing on the

Long-Term Value as Opposed to the Now
Decision making is a fundamental responsibility of management. In fact,
it is a primary function of a manager. Management effectiveness is based
heavily on the quality of the decision they make daily. A decision is sys-
tematically defined as selecting a course of action from a set of potential
actions to increase the probability of achieving a desired result. Therefore,
it is pertinent that decisions are made taking into considerations the long-
term strategy to ensure successful and continual implementation of Lean
thinking and process improvement. It is vital that management is strategic in
decision making, taking into considerations the long-term implications and
not seeking only to implement a strategy that will yield only a short-term
success. A strategy focused only on the short-term success is not optimal for
Lean sustainability.
1.2.4 Create a Culture That Will Allow Workers to Feel

Empowered and Free to Bring Problems to
Management’s Attention As Soon As They Arise
Worker involvement in the workplace is critical in accomplishing work. Not
only is worker involvement necessary for work to be performed, it also has a
direct impact on productivity and product quality, which are the two impor-
tant elements that directly impact the financial bottom line of a company.
Employees working in an empowered culture tend to be free with providing
suggestions and ideas that can improve business processes. The benefits of
the workplace culture are discussed in detail in Chapter 3. Also found in
Chapter 7 are ways to evaluate and improve culture. Recognizing that the
culture of an organization is the key in driving behaviors, managers must
spend time in nurturing and fostering workplace cultures that can support
Lean thinking and implementation.
1.2.5 A Continual Focus on Continuous Improvement

Continuous improvement of business practices and processes is a way to
separate the marginal companies from the good companies. Companies and
workers who are happy with the status quo are not likely to achieve greater
success and are likely to see their business stifled due to the lack of inno-
vation. This lack of innovation and continuous improvement may cause an
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still add to my innumerable obligations, by praying for, my very dear
Sir,
Yours, &c. in our glorious Head,
G. W.
LETTER MCCCL.
To W―― P――, Esq.
At my Tottenham-Court Bethel, Six in the

Morning, December 30, 1766.
My very dear Sir,
T HE Christmas holiday season hath prevented my sending an

immediate answer to your last kind letter. The order therein
given shall be readily complied with, and the love therein expressed,
returned, by praying for the writer’s whole self, and the honourable,
christian, and ministerial circle with which they are at present
happily surrounded with, four Methodist parsons. Honourable title!
so long as attended with the cross. When fashionable, (and blessed
be God there is not much danger of that) we will drop it. Four
Methodist parsons! enough (when Jesus says, Loose them and let
them go) to set a whole kingdom on fire for God. I wish them
prosperity in the name of the Lord. I pre sequar etsi non passibus
æquis. Fy upon me, fy upon me, fifty-two years old last Saturday;
and yet, O loving, ever-loving, altogether lovely Jesus, how little, yea
how very little have I done and suffered for thee! Indeed and
indeed, my dear and honoured friends, I am ashamed of myself: I
blush and am confounded. To-morrow, God willing, and Thursday
also, with many hundreds more, I intend to take the sacrament upon
it, that I will begin to begin to be a christian. Though I long to go to
heaven to see my glorious Master, what a poor figure shall I make
among the saints, confessors, and martyrs, that surround his throne,
without some deeper signatures of his divine impress, without more
fears of christian honour. Our truly noble mother in Israel, is come to
London full of them. Crescit sub pondere virtus. She is come out of
her cell, with her face shining again. Happy they who have the
honour of her acquaintance! Highly honoured are those ministers,
who have the honour of preaching for and serving her. Good and
honest and dearly beloved Sir C――s, and all your happy circle, male
and female, I am persuaded are of my mind. O this single eye, this
disinterested spirit, this freedom from worldly hopes and worldly
fears, this flaming zeal, this daring to be singularly good, this holy
laudable ambition to lead the van; O it is, what? an heaven upon
earth! O for a plerophory of faith! To be filled with the Holy Ghost.
This is the grand point. God be praised that you have it in view! All
our lukewarmness, all our timidity, all our backwardness to do good,
to spend and be spent for God, is all owing to our want of more of
that faith, which is the inward, heart-felt, self-evident demonstration
of things not seen. But whither am I going? Pardon me, good Sir: I
keep you from better company. Praying that all (if you live to be
fifty-two) may not be such dwarfs in the divine life as I am, I hasten
to subscribe myself, most honoured friends,
Yours, &c. &c. &c. in Jesus,
G. W.
LETTER MCCCLI.
To Mr. and Mrs. D――n.
London, March 4, 1767.
My very dear Friends,
T HANK God that you have been so providentially detained on your

side the water. Indeed you would find it hard to live here. I
would fain have you see Bethesda put on its college dress. That
hour, I humbly hope, is now not very far off. What if we should have
one more interview here below? Happy Mrs. S――k, that is fled to
her mansions above. Blessed be God, that there are mansions
prepared for us also!
O glorious King,
Us thither bring
To see thy face.
He will, he will, he will. He is faithful who hath promised; he also will

do it. May faith and patience have their perfect work! Adieu, for the
present. My feeble hands are full of work. The shout of the King of
kings is yet amongst us, and hath been all the last Winter. Grace!
grace! To this almighty, never-failing grace, I most humbly commit
you; and with repeated thanks for your steady, disinterested
services, beg leave to subscribe myself, my very dear friends,
Ever yours, &c. &c. in Jesus of Nazareth,

G. W.
LETTER MCCCLII.
To Mr. R―― K――n.
Norwich, April 11, 1767.
My dear Friend,
S TILL I serve a God whose mercy endureth for ever. Mr. D――n
received us most gladly. As sweet a gospel excursion as at any
time. The Cambridge interview, I trust, was of God. I met, within
three miles of Norwich, with another clergyman of the
establishment, who promises well. He heard me last night. It was a
night of power: a large congregation. It will be too large, I fear, to-
morrow, though the place will hold some thousands. I expect to
preach twice in my way to town, which I hope to reach by Thursday
evening. But I fear my Spring and Summer inward fever is returning.
If so, my large intended plan of operations will be much contracted.
But future things belong to Him who orders all things well.
Remember me before his throne. Salute dear Mr. H――y, D――s,
and E――s (if come to town) and all enquiring friends, and accept
the same for your whole self, from, my dear friend,
Yours, &c. &c. in our glorious Head,
G. W.
LETTER MCCCLIII.
To the Same.
Rodborough, May 13, 1767.
My dear Friend,
M Y new horse failed the first night; but, through mercy, we got
here yesterday about seven in the evening. I was regaled with
the company of some simple-hearted, first-rate old Methodists, of
near thirty years standing. God willing, I am to preach to-morrow
morning, and to have a general sacrament on Friday evening.
Perhaps I may move after Sunday towards Wales; but must be
obliged, I fear, to take post-horses. I care not, so that I can ride post
to heaven. Hearty love to all that are posting thither, hoping myself
to arrive first. This tabernacle often groans under the weight of my
feeble labours. O when shall I be uncloathed! When, O my God, shall
I be cloathed upon! But I am a coward, and want to be housed
before the storm. It is nearer and nearer. Happy they who have fled
to Christ for refuge! I could enlarge, but have only time to send you
my most unfeigned thanks and most cordial love, as being, my very
dear Sir,
Yours, &c. in our glorious Head,
G. W.
LETTER MCCCLIV.
To Mrs. M――h.
Gloucester, May 20, 1767.
Dear Mrs. M――h,

A ND is the right hand at last cut off? How long, how painful the
operation! How aukward, how uneasy ♦ to be without it! But
hush, nature: it is the Lord’s doing. His own right arm shall bring
salvation; his presence shall alleviate the pain. Perhaps the loss of
the hand, even of such a right hand, may, through the powerful
influences of the blessed Spirit, give strength to their feet, and
quicken them in their motion heavenward. The right hand of the
Lord can, and I trust will bring this mighty thing to pass. Only say,
“Abba, Father, be it unto me even as thou wilt;” the answer will be,
“This is my will, even thy sanctification.” But,
Wheels encircling wheels must run,
Each in course to bring it on.
Want of time forbids enlarging. I hope your daughter will be now a

wise virgin indeed. We have had good seasons at Rodborough. I
have been out twice in the fields. Lady H――n hath been
wonderfully delighted. She and her company lay at Rodborough
house. Dear Mr. A――s is going to be married to a good christian
nurse. He is sickly in body, but healthy in soul. That you may enjoy a
thriving soul in a healthy body, earnestly prays, dear Mrs. M――h,
Your sympathizing friend and servant for Christ’s sake,
G. W.
♦ removed duplicate “to”
LETTER MCCCLV.
To Mr. and Mrs. S――n.
S URELY your many favours demand a speedy return of thanks.

They are all put down in his book, who is not so unrighteous as
to forget any work of faith, or labour that proceedeth of love. This is
the principle from which, I am persuaded, you act: and a blessed
principle it is. It comes from above, and leads to above. Had I more
of this, and bodily strength proportionable, how would I wing my
way! How would I preach for my God! How would I
Strive to sing as loud as they,
Who shine above in brighter day!
Blessed be God, we have reason to praise him whose mercy

endureth for ever. I have preached twice in the open air: thousands
and thousands attended. I am going to preach here this morning in
my native city. On Sunday I hope to take to Rodborough wood
again. Good Lady H――n, &c. were wonderfully delighted. They
honoured dear Mr. A――s’s house with their presence. He is but
poorly, and wants a nurse. Perhaps before next Sunday he may be
married to a simple-hearted, plain, good creature, that hath waited
upon him and the preachers near twenty years. She hath no fortune,
but is one who, I think, will take care of, and be obedient to him for
Christ’s sake. You may let Betty W――d see the contents of this,
upon condition that you with her cease not to pray for, my very dear
friends,
Yours, &c. &c. &c. in our common Lord,
G. W.
LETTER MCCCLVI.
My dear Friend,
I AM just setting out in a post-chaise for Haverford-west; and have,

therefore, drawn upon you in favour of Mr. ――, for twenty
pounds. This is expensive. But it is for one, who hath promised not
to send us a warfare on our own charges. We had a most blessed
season yesterday. Thousands and thousands, I trust, heard, saw,
and felt. Mr. Adams preached in the evening on, “The Lord is my
portion, therefore will I trust in him.” A good text for a new-married
man. I have advised him to preach next on these words, “The Lord’s
portion is his people:” he is now here. I expected a line. Be pleased
to direct to Haverford-west. I beseech you follow me with your
prayers. O that the Lord may be my strength. O that he may quicken
my tardy pace, and make me all alive for his glorious interest! I
could enlarge, but must away. My tender love awaits you and yours.
The Lord Jesus bless you, and fill you with all his fulness. Thus prays,
my dear steady friend,
Yours in our common Lord,
G. W.
LETTER MCCCLVII.
Haverford-west, May 31, 1767.
My dear dear Friend,
Y OUR spiritual mind medley was very agreeable. I could wish for a
second dose, but know not what direction to give about
sending it. My rout is not yet fixed. I am just come from my field
throne. Thousands and thousands attended by eight in the morning.
Life and light seemed to fly all around. On Tuesday, God willing, I am
to preach at Woodstock; on Friday, at Pembroke; here again next
Sunday by eight, and then for England. I wish dear Mr. H――y
present, to see the people:—but,—and there are so many other buts
in the way, that I would not press him. Mr. D――s is returned in
safety. I hope Mr. B――dge will not miss of his expected preferment.
Joab’s hand is in the G――h scheme. Rooms are not so lofty or
large, prospects not so pleasant, bedsteads not so easy, in these
parts, as in some places in or near London, but all good enough for
young and old pilgrims that have got good breath. Tender love to all.
Let all join in prayer for us. I have been pushing on dear sick Mr.
D――s, to go out and preach six miles off. He is gone finely
mounted, and I am persuaded will return in high spirits. Who knows,
who knows but preaching may be our grand catholicon again? This
is the good methodistical, thirty year old medicine. That you may live
to see it revived, and tried a thousand and a thousand times over, is
the hearty prayer of, my dear dear friend,
Ever yours, &c. &c. &c.
G. W.
LETTER MCCCLVIII.
To Mr. and Mrs. D――n.
Haverford-west, June 1, 1767.
Y OU will be so kind as to shew all manner of Bethesda civilities to

the bearer, Mr. Edward E――n. I trust, he hath been truly
moved by the Holy Ghost, to enter into the ministry. With him I
hoped to have sent the charter, or rather brought it; but the hour is
not yet come. You will be glad to hear, that I have strength to
preach in the fields. They are yet white ready unto harvest. Hoping
to put forth the gospel sickle again in my beloved America, and
wishing you all to increase with all the increase of God, with ten
thousand thanks for all your works of faith, and labours of unfeigned
love, I hasten to subscribe myself, my very dear friends,
Ever yours, &c. &c. &c. in the best bonds,
G. W.
LETTER MCCCLIX.
Gloucester, June 10, 1767.
My very dear Friend,
B LESSED be God, I am got on this side the Welsh mountains!

Blessed be God, I have been on the other side. What a scene
last Sunday! What a cry for more of the bread of life! But I was quite
worn down. Blessed be God, I am now better than could be
expected. To-morrow evening, God willing, my wife shall know what
rout. I hope all are well. I expect dear Mr. H――y is gone, therefore I
do not write to him. How it shall please the Lord to deal with me in
my next remove, you shall hear. I count it my privilege to let you
know all good news, because I know it puts gladness into your
heart. It is food, it is physic, it is every thing to a soul that lives near
to Jesus. O when shall I begin to live to Him, as I would! I want to be
a flame of fire. I know, my very dear Sir, you will pray for me. I can
never forget you or yours. I am, my very dear friend,
Yours most affectionately in our glorious Jesus,
G. W.
LETTER MCCCLX.
London, July 21, 1767.
My dear Sir,
I HOPE, ere this comes to hand, you will have taken your second
degree. A good degree indeed: to be a preacher, a young
preacher, a mobbed, perhaps a stoned preacher—O what an honour!
How many prayers will you get when I read your letter at
Tabernacle; and the prayers of so many dear children of God will do
you no hurt, I assure you. When we are fighting with Amalek below,
it is good to have a Joshua praying for us above. Jesus is our Joshua,
Jesus is our intercessor; he liveth, he ever liveth to make
intercession, especially for his young soldiers. Yonder, yonder he sits:
whilst praying he reaches out a crown: at this distance you may see
written in capital letters, Vincenti dabo. All a gift, a free gift, though
purchased by his precious blood. Tell churchmen, tell meetingers, tell
the wounded, tell all of this: tell them when you are young; you may
not live to be old: tell them whilst you are an under graduate; you
may be dead, buried, glorified, before you take a college degree: tell
those who would have you spare yourself, that time is short, that
eternity is endless, that the Judge is before the door: but I can no
more,—the thought overwhelms: but with what? with joy, joy
unspeakable and full of glory. Good night! I long to hear particulars
from ――. If you send me word that young ―― is there, I will
answer his letter that hath lain by me some time. My poor prayers
await you all. God bless you! God bless you!
Yours, &c. &c. in Jesus,
G. W.
LETTER MCCCLXI.
London, August 6, 1767.
My dear Sir,
I T is late; but I must answer your request. The inclosed made me

pity, smile, and rejoice: smile at the writer’s worn-out sarcasms,
pity his ignorance, and rejoice that you are thus called to be a
martyr, a living martyr for our common Lord. Fear not, only go
forwards; you know Jesus, and by preaching will know more. To him
that hath shall be given.
For this let men despise your name,
You’ll shun no cross, you’ll fear no shame.
All hail reproach!
If you write with all deference, let him know that Jesus hath revealed
himself not only to you by his word, but in you by his spirit: that you
look upon those whom he is pleased to term deluded and fanatics,
as the excellent ones upon the earth; and that you choose rather to
suffer reproach with them, than to enjoy all the pleasures of sense,
and all the preferments in the world. But why do I dictate? I trust
you to the teachings of that Jesus who hath said, “It shall be given
you in that hour what you shall say.” Where doth this ―― live? What
is the ―― he mentions? God grant it may be a nursery for what he
calls fanatics so long as one stone is left upon another. One letter
more I imagine will rid you of further trouble from this quarter;
expect then attacks from another: but look to Jesus; he will make
you more than conqueror. I thank thee, holy Father, Lord of heaven
and earth, that thou hast hid these things from the wise and
prudent, and revealed them unto babes. Even so, Father, for so it
seemeth good in thy sight. Why me, Lord? why me? A sense of this
distinguishing love will make you laugh at all that men or devils can
say of or do unto you. Good night. I must away and pray for you.
To-morrow Mr. ――, &c. breakfast with me. God bless you! Be of
good courage: give no way, no not for a moment.
Ever yours, &c. &c. in an almighty Jesus,
G. W.
LETTER MCCCLXII.
To Mr. A――s.
My very dear Tommy,
I AM sorry to hear you have been sick. This hath been my case.
Blessed be God, I am better. Who knows but I may be
strengthened to take a trip to Scotland. This itch after itinerating, I
hope will never be cured till we come to heaven. Though laymen
occupy both the pulpits, at Tottenham-Court chapel and tabernacle,
congregations increase. “Not by might or by power, but by my spirit,
saith the Lord.” No weapon formed against Sion, shall or can
prosper. Our Thursday morning six o’clock tabernacle lecture is
crouded. I am looking for, and putting together old letters. Have you
any dated January or February 1743? Could you send to Mr. E――s
of Ebly, and enquire how Mrs. L――e may be directed to? Her
husband had many letters from me. How are dear Mrs. R――ts, and
Mrs. A――re? I never forget them in the midst of all my loves. I
hope you are surrounded with warm friends, a most kind and
affectionate nurse, and what is all in all, an infinitely compassionate
never-failing Jesus. To his unchangeable love I most earnestly
commend your whole self, and all dear never to be forgotten friends.
How is poor Mr. C――e? What an hospital is the church! Blessed be
God, there are no incurables in it however. Ere long, we shall be
where the inhabitants shall no more say, “I am sick.” Hallelujah. I
am, my very dear Tommy,
Yours, &c. &c. &c. in Him,
G. W.
LETTER MCCCLXIII.
My dear Sir,
M R. ―― hath just now been with me, and shewed me your letter,
expecting also a sight of mine. But my letters are brought late,
and to-morrow I go to preach at Lady F――y S――y’s. I therefore,
though quite ill, must send you a few lines now. Go to Jesus; learn to
pray of the threatened apostles, viz. “And now, Lord, behold their
threatenings, &c. &c.” I am afraid they will only threaten. If an
expulsion should be permitted, it will take place, I believe, only for a
little time, and soon be repented of. Thousands of prayers were put
up for you last Monday, at tabernacle letter-day. The verses were
these:
Give him thy strength, O God of pow’r,
Then let men rage and devils roar;
Thy faithful witness he shall be;
’Tis fix’d, he can do all through Thee.
Adieu.—
Ever yours, &c.
G. W.
LETTER MCCCLXIV.
Leeds, September 11, 1767.
My very dear Friend,
T HROUGH the tender mercies of our God, we arrived here last

night about six o’clock. In the way, I was enabled to preach
both at Northampton and Sheffield. Good seasons! The Americans
were gone the day before I arrived at the last place; I missed them
by coming through Chesterfield instead of Mansfield. All for the best.
God willing, I stay here over Sunday; perhaps longer. I have seen Mr.
T―― G――; he seems poorly. Happy they who work for Jesus while
it is day! The night of sickness cometh, when no man can work.
Lord, help me to begin to begin! I have seen but few yet, having
desired that no company might come the last night; by that means I
got a little rest, and have now time to write these few lines. O for
heaven! Come Lord Jesus, come quickly! In my next you will know
where to direct. In the mean while, be pleased to remember me to
all at tabernacle, and all enquiring friends, and accept of love
unfeigned, from, my dear old steady friend,
Yours, &c. &c. in our Jesus,
G. W.
LETTER MCCCLXV.
Newcastle, September 20, 1767.
My dear very dear Friend,
P REACHING and travelling prevent writing. Through unmerited

mercy, I am well. Upon the maturest deliberation, after earnest
prayer, and for several peculiar reasons, which you shall know
hereafter, I decline going to Scotland this fall. I have now a blessed
methodist field street-preaching plan before me. This afternoon in
the Castle-Garth, to-morrow for Sunderland, next day at Mr. R――’s
mother’s door, then to Yarm, &c. &c. You may venture to direct for
me at Mr. William Shent’s, peruke-maker, at Leeds, though I hope to
find a letter when I come there, and to hear all is well. But send me
no bad news, unless absolutely necessary. Let me enjoy myself in
my delightful itineracy. It is good, both for my body and soul. I have
been enabled to preach in the street, at several places, and hope to
go to Gesborough, Whitby, Scarborough, New Malton, York, Leeds,
Liverpool, Chester, Manchester, &c. &c. You shall know particulars as
we go on. Do not forget the society sermon. If it could be deferred
till the beginning of November, I might preach. If not, drop it.
Tender love to all friends. Golden seasons, golden seasons! Grace,
grace! I hope to write to the tabernacle next post. Cease not to pray
for,
Ever yours, &c. &c. in Christ,
G. W.
LETTER MCCCLXVI.
Thirsk, September 28, 1767.
My dear Friend,
N EVER was I so long a stranger to London affairs before. But

being detained here, by the persuasion of friends, an express
is gone to fetch what letters may have been sent to Leeds. I want to
know the determination about the society sermon, and what part of
the paragraph is true, about the commitment of several persons for
a certain robbery. I hope that death will not be the consequence to
any of the criminals. Father, convict and convert them, for thy infinite
mercy’s sake! I should be glad to ramble till their trial was over. I
trust there will be no necessity of my appearing in person. To-
morrow, God willing, as he earnestly desires to see me, I go to
Doctor C――’s. Where the next remove will be, I know not. Be
pleased to direct to Leeds. My body feels much fatigue in travelling;
comforts in the soul over-balance. Every stage, more and more
convinces me, that old methodism is the thing. Hallelujah! Come
Lord, come! Tender love to all. Is dear Mr. H――y come out of
Wales? An answer to this, and every question, is requested by, my
dear friend,
Yours, &c. &c. in our glorious Emmanuel,
G. W.
LETTER MCCCLXVII.
To Mr. and Mrs. S――n.
Leeds, September 30, 1767.
My dear Friends,
G RACE, mercy and peace, be multiplied upon you and yours,

through Jesus Christ our Lord. Our Lord! Our God! Glorious
words, glorious thought, glorious feeling, glorious experience!
Enough to make us rejoice with joy unspeakable; even with a joy
that is full of glory.
O glorious King,
Us thither bring,
To kiss thy feet.
O to be instrumental in bringing some with us! This excursion, I

trust, will be over-ruled for that blessed purpose. I have been
enabled to go forth into the highways and hedges, into the lanes
and streets, of the towns and cities. Good old work, good old
seasons! Help, help to praise Him, whose mercy endureth for ever!
Get honest Betty W――d to join in putting up a word for her poor
old master, but for Jesus Christ’s sake, my dear friends,
Yours, &c. &c. &c.
G. W.
LETTER MCCCLXVIII.
Leeds, October 1, 1767.
My dear Friend,
Y OUR letter to Mr. Shent reached me yesterday at Thirsk, and

hastened me hither. That from A―― B――, I almost impatiently
wait for. Blessed be God, that matters go on so well in town. It is the
same to the Lord, to save by few as by many. Not by might or by
power, but by his spirit, all things are to be brought about. By his
divine permission, I purpose preaching the society sermon. It may
be on the Wednesday or Thursday before the 31st of this month. I
purpose being in town the 22d or 23d. But why should not the
sermon be preached at tabernacle? Is not the feast to be kept at
that end of the town? Are not the major part of the society
dissenters? Is there not to be a collection? Excuse haste; my tender
love to all. You may yet direct to Leeds. Captain Scot preaches this
evening. Cease not to pray for one, who doth not deserve the rank
of a common soldier in Christ’s army. His name is, “Less than the
least of all,” but
Yours, &c. &c.
G. W.
LETTER MCCCLXIX.
To Mrs. H――.
Leeds, October 3, 1767.
My good Shunamite,
J UST as your letter came, I was taking pen in hand, to send you a
few lines. What a mercy, when good news comes from town and
country! And what news so good, as that of the word of the Lord
Jesus running and being glorified? This hath been the case with the
worthless, but willing pilgrim. Every where the sound of his blessed
Master’s feet hath been heard behind him. Field and street preaching
hath rather bettered, than hurt his bodily health. But as the weather
begins to break, he must look towards winter quarters. This makes it
impracticable for him to go to Madly. It is too far distant. May Jesus
support the suffering martyr. He will, he will!
He knows what sore temptations mean,
For He hath felt the same.
I know this will find you a living martyr; a witness of the truths and
life of Jesus; the only preparative for dying a martyr. That whether
you live, you may live unto the Lord, or whether you die, you may
die unto the Lord, is the earnest prayer of, dear Mrs. H――e,
Yours, &c. &c. in our common Lord,

G. W.
LETTER MCCCLXX.
To Mr. W――y.
Huthersfield, October 6, 1767.
My dear Mr. W――y,
H OW is death scattering his arrows all around us! even into our
houses. Perhaps, ere now, your dear yoke-fellow, as well as
dear Mr. Langworthy, and Mr. Wright’s mother, are laid in the silent
grave. Surely, the call to us is loud, yea very loud. Its language is
quite articulate. “Watch and pray, for ye know not at what day or
hour the Son of man cometh.” What is this world? nothing, less than
nothing. What is the other world? An eternity; an eternity of endless
misery or endless bliss. Lord Jesus, quicken our, at least my tardy
pace! I see more and more, that we have no time to trifle, to be
light, foolish, or worldly minded. A fever, a burning fever may come
with a commission to burn up our bodies. It spares neither Duke nor
Prince. Happy they, whom it finds burned up with the fever of divine
love. That living and dying, this may be your happy lot and frame, is
the hearty prayer of, dear Mr. W――y,
Your real friend and servant in the glorious Jesus,
G. W.
LETTER MCCCLXXI.
To Mr. A――s.
London, October 12, 1767.
My very dear Tommy,
G OOD-morrow. This comes to enquire how you and yours do? I

am just returned from my northern circuit. It hath been
pleasant, and I trust profitable. Praise the Lord, O our souls! Every
where the fields have been white ready unto harvest. I am become a
downright street and field preacher. I wish the city, and want of
riding, may not hurt me. No nestling, no nestling on this side Jordan.
Heaven is the believer’s only resting place. There we shall not be
disturbed. I do not know but Mr. Winter will get there soon. At
present he is very ill. But he that bringeth down to the grave, can
bring up again. You and I know this by repeated experience. But we
shall not always put out to sea again and again. Hallelujah. Come
Lord, come! How is Mr. C――m? Is he near the haven, or kept back
by cross winds? Write me an answer to all the above interrogatories;
especially to those concerning yourself. Tender love to all. Mr. Wright
joins in sending cordial respects. Mr. J――s hath been much blessed
here. That the God and Father of our Lord Jesus Christ may bless you
and yours evermore, heartily prays, my very dear Tommy,
Ever yours, &c. &c. in our glorious Emmanuel,
G. W.
LETTER MCCCLXXII.
My dear Sir,
B Y your brother Peter’s letter, the hour of expulsion is not yet
come. Surely they will not be so imprudent, or act so contrary
to the laws of English liberty. I long to know what statutes they say
you have broken, what concessions have been made. Your diocesan
will make a strict enquiry. I wish you could recollect all
circumstances; the rise and progress of the present contest; with all
the various pleadings, threats, conferences, pro and con. The issue
of the trial you may leave to the Judge; he is always the injured
prisoners friend. If confined to college, this will be a good exercise
for you. You may lodge it in court, as a proof whether you
understand to write plain English, or sound, practical, experimental
divinity. This can do you no harm; it may do good. Do therefore set
about it. I know one who will readily revile and correct, if necessary.
The Lord Jesus be with your spirits! You see how I write, out of the
fulness of my heart. Sick suffering soldiers must be attended. If ever
so busy, for the sake of the glorious Captain of our salvation, you
shall receive a line by way of answer from, my dear Sir,
Yours, &c. &c. &c.
G. W.
P. S. I shall send the original to your Fidus Achates, in ――, but I

shall keep a copy. Who knows? Sauls may yet become Pauls.
LETTER MCCCLXXIII.
To Mr. A――s.
My very dear Tommy,

W AS not Mrs. J――s very near her time, and her husband
consequently thereby detained in town, you would herewith
receive a mandamus to come up to court. The first vacancy you may
depend upon. In the mean while, may the country all round about
ring of, “Come to Jesus, come to Jesus.” Worthy Sir Charles H――m
hath received a call indeed. He slept in Jesus about a fortnight ago,
near the Spa, in Germany. Happy translation! We must follow by and
by. Some ascend, some descend the heavenly ladder. All will, ere
long, sit down with Him, who stands at the top to receive poor
pilgrims. Hallelujah! Hosanna! Good morning to you and yours.
Hearty love to all. I wish I knew where Mrs. R――s sojourns. I would
send her an invitation, or wait upon her in person. Wait, wait; we
shall certainly see the salvation of God. But Isaacs must be
sacrificed, before they can be received from the dead. Thus faith is
tried. Thus the believer is prepared for a “now know I that thou
lovest me.” Adieu! I must away. My very dear Tommy,
Ever yours, &c. &c. in our Jesus,
G. W.
LETTER MCCCLXXIV.
To Mr. C――.
My dear Sir,
S UPPOSING you made this addition to the motto of your coat of

arms, Nemo me impune lacessit? He that toucheth God’s
people, toucheth the apple of God’s eye. That is a very tender part. I
am glad your diocesan is expected soon. I have no suspicion of his
beating a retreat. “To arms, to arms,” must be the watch word now.
It was the constancy of the three children, (the three heroes) that
confounded their enemies. The company of the Son of man is never
so sweet, as when he walks with us in the fiery furnace, never so
glorious, as when he is seen keeping his honest Daniels company in
a den of lions. You have therefore your answers ready, “We are not
careful about this matter; we will not bow down to the golden image
which Nebuchadnezzar hath set up; the God whom we serve is able
to deliver us.” If you do not like these examples, take Peter and
John. Suppose dear ―― to be John, and ―― to be Peter. You know
how the high-priests addressed them, you know their answer. By
their answer, by their boldness, they took notice that they had been
with Jesus. Nothing, nothing can stand before an honest truly
Israelitish heart. But this is enough for a sick-bed lecture. I would
only add, that those who endeavour to entangle Christ’s followers in
their talk, will in the end be entangled themselves. Good-morning to
you all. Remember the watch word. Stand out your full time in
guard-hours, send word at about what distance the enemy keeps, or
how near he approaches, or what further feint attacks he makes,
and, God willing, you shall hear again from,
Yours, &c. &c. &c. in our Lord, God almighty,
G. W.
LETTER MCCCLXXV.
Tottenham-Court, Saturday Morning,

October 31, 1767.
My dear Friend,
I WISH some one hour could be fixed for the triumvirate, to meet
once a week. Some business might then be done for both ends
of the town. Regular dispatch is beautiful. What your hand findeth to
do, do it with all your might, &c. I would settle every thing; perhaps
I may be called suddenly, as well as ――. Transporting thought!
Come, Lord Jesus, come quickly. I would reflect upon Wednesday
with humility and gratitude ¹. Lord, what am I? “Less than the least
of all,” must be my motto still. I hope you have got the better of
your pleasing fatigue. What an honour to do any thing for Jesus! in
Him, I am, my dear friend,
Ever yours, &c. &c.
G. W.
¹ Referring to the sermon he preached at the tabernacle, to

the Society for promoting Religious Knowledge among the
Poor, on Wednesday, the 28th instant; the collection
amounting to 105l. 13s. his friend he was writing to being
one of the Stewards.
LETTER MCCCLXXVI.
To Mr. G――s.
London, November 14, 1767.
My dear Sir,
A LL know my mind. Go forward, I think is the royal word of

command. We may then indeed have a red-sea to pass
through. But the threatening waves shall become a wall on the right
hand and on the left. I am ashamed to find so many silenced by
mere Bruta Fulmina. But I have done. If you will be more particular
about the uproar, or if at any time you have a mind to unburden
your heart, and let me know how you go forward, as business
permits, you shall hear from me. Nothing but want of time hath
prevented my answering you before. You will receive it in love, and
be as serviceable as you can to the bearer of this, who is a brother
to the late seraphic H――y, and comes to settle his two sons, but is
not fixed as to college or tutor. May they turn out two H――y’s! May
you be a burning and shining light! No greater honour can be
desired for you, by, my dear Sir,
Yours, &c. &c. in a never-failing Jesus,
G. W.
LETTER MCCCLXXVII.
Tottenham-Court, November 27, 1767.
My dear Friend,
N ONE but God knows what a concern lies upon me now, in

respect to Bethesda. Friends can guess, and a little
sympathize, and I thank them for it; but the Friend of sinners alone
can shew what is to be done. At present, as to this particular, I walk
in darkness, and have no light. In other respects, blessed be God,
the light shines as at noon-day. Grace, grace! As another voyage
perhaps may be the issue and result of all at last, I would beg you
and my dear Mr. H――y to let me have my papers and letters, that I
may revise and dispose of them in a proper manner. This can do no
hurt, come life or come death, or whether I stay at home or go
abroad. Thanks be to God for a disinterested spirit. Though in
helping others we fetter ourselves, yet in the end all will be well. I
wait for thy salvation O Lord! In Him, I am, my dear Sir,
Yours, &c. &c. &c. &c.
G. W.
LETTER MCCCLXXVIII.
London, December 1, 1767.
Dear Sir,
Q UANTUM mutatus ab illo! As you now do not suffer outwardly, I

expect to hear that you suffer inwardly. Nothing else can
preserve you this winter season, or prepare you for another spring.
A spring, I trust, you will yet have. Then shall poor Sampson’s locks
grow again, and he be revenged of the Philistines for the loss of his
eyes. Surely you have been wrong advised. Exitus acta probat. If
you chuse to have our correspondence continued, write your whole
heart; it may help to unload it. I shall not upbraid; though I do not
expect letters now will smell of the divine fire as formerly. Well, if
they smell of the prison of humiliation, by and by they may regain
their usual and more solid permanent fervor. But, facilis descensus
Averni.—You meet like apostles now; but when they met between
the time of their Lord’s death and resurrection, what trouble did they
endure, for fear of the Jews? But be not discouraged. Continue
instant in prayer. A risen, an ascended Jesus will yet appear in the
midst of you, (though the doors of your hearts may be now shut)
renew your commission, endue you with power from on high; and
then, woe be to the Jewish sanhedrim. O think of this, ye little
college of cast-outs! Do not deny him in any wise. You see I write to
you out of the fulness of my heart. The Lord bless you and keep
you; the Lord lift up the light of his countenance upon you, and be
gracious unto you; the Lord cause his face to shine upon you, and
then, but not till then, will you have peace.
Yours, &c. &c.
G. W.
P. S. Dear Mr. ―― must hear from me next. God bring all your
souls out of prison. Amen and amen.
LETTER MCCCLXXIX.
To the Hon. and Rev. Mr. S――y.
Bath, December 8, 1767.
Reverend and very dear Sir,

H OW glad was I to hear by the London Shunamite, that you and
your Lady were well; that God had given you a son; that you
reflected on your preaching at Tottenham-Court chapel with
pleasure; that you had gotten a curate; and, to compleat all, that
you intended to visit England next spring. This news rejoiced me
before I left town, and was most grateful to our good Lady H――n,
whom I have the honour of waiting upon at this time in Bath. She
hath been sick, nigh unto death, but through mercy is now
somewhat recovered, though as yet unable to write much. This her
Ladyship much regrets on your account; and therefore enjoins me to
inform your whole self, that your letter did not reach her hands till
many weeks after the proper time; that ever since she hath been
visited with lingering sickness, but begs you will not linger in coming
over to our Macedonia to help us. The thought of it seems to refresh
her heaven-born soul. Blessed be God, her Ladyship still takes the
lead. She is now doing honour to the remains of the Earl of B――n,
who sweetly slept in Jesus last week. His corpse lies deposited in her
Ladyship’s chapel, and is not to be removed till next Friday morning.
There have been public prayers and preaching twice every day. The
noble relatives constantly attend, and all is more than solemn. Great
numbers of all ranks croud to see and hear; I trust many will also
feel. The deceased Earl died like the patriarch Jacob; he laid his
hands on, and blessed his children, assured them of his personal
interest in Jesus, called most gloriously on the Holy Ghost; cried,
Happy! happy! as long as he could speak, and then—You know what
followed. I know how you and yours will improve this imperfect
account, and therefore hasten to subscribe myself, dear and
honoured friends,
Yours, &c. &c. &c.
G. W.

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1. Lean Thinking ................................................................................................ 1

2. Lean Thinking Leadership Team .............................................................. 19

2.2.2 People Tenet .......................................................................... 21

3. Lean Culture .................................................................................................. 35

3.11.6 Delegate Lower Level Decisions ........................................ 49

4. Employee Engagement in a Lean Culture ............................................... 51

5. Succession Planning Strategy in a Lean Environment .........................65

6. Talent Management and Retention and the Hidden Costs ..................83

6.4 The Value of a Flexible Workforce ....................................................85

7. Employee Development and the Hidden Cost........................................ 99

8. Environment Health and Safety in a Lean Environment................... 117

9. Implementation Pitfalls and Hidden Costs........................................... 129

10. Lean Implementation Case Study ........................................................... 145

11. Evaluation Resource Packet ...................................................................... 163

Index ..................................................................................................................... 175

• Implementation of the technical aspects of the newly improved

• Policies and procedural changes related to implementing the new

greatest negative impact of Lean is experienced by the workers. Many com-

1.2 Attributes of a Lean Organization

Attribute 1: Know your customer.

Attribute 5: A continual focus on continuous improvement.

1.2.1 Know Your Customer

strategy to consider would be to schedule routine meetings with the cus-

1.2.2 Respect for People

• Persistent and frequent communication

1.2.3 Management Make Decisions Focusing on the

1.2.4 Create a Culture That Will Allow Workers to Feel

1.2.5 A Continual Focus on Continuous Improvement

Yours, &c. in our glorious Head,

At my Tottenham-Court Bethel, Six in the

My very dear Sir,

T HE Christmas holiday season hath prevented my sending an

Yours, &c. &c. &c. in Jesus,

London, March 4, 1767.

My very dear Friends,

T HANK God that you have been so providentially detained on your

To see thy face.