During gemba visits, find obvious muda, waste, and rather than create a project, work with the teams right away to improve the flow and set up visual management. "If you don't try something," as the senseis say, "no knowledge can visit you."

What does separating human work from machine work mean?
How come Toyota veterans don't use a roadmap?
In TPM, isn't it needlessly costly to replace parts that are working fine?
My boss has asked me to take on the sensei role for the company. What does that mean?
Is momentum loss normal during a lean transformation?
Why create poka-yoke, and why disconnect them?
How lean should a lean line design be?
Which is best for a lean environment, a U-shaped cell or an assembly line?