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This paper presents an analysis of a Lean Leadership (LL) training program initiated by the company about two years ago. The program's main goal was to disseminate Lean throughout the company, which has been using Lean principles in its projects for about 20 years. So far, the LL program has reached over 280 participants. The program is constantly analysed via feedback provided by participants, however, no detailed analysis like the one presented herein has been conducted and shared. Participants of the program were requested to provide feedback about the program by answering a survey designed to capture their background and impressions the training.Data revealed that respondents with different roles, mostly related to field tasks, are attending the program and would recommend it to others. Most respondents consider themselves Lean leaders and educate others on Lean content. Respect for people, use of visuals, go and see, and use of PlanDo-Check-Act (PDCA) have been reported as Lean tools and principles constantly used. By sharing the lessons learned about this program, the authors expect to contribute to the change management and education literature within the Lean community.

This paper presents an analysis of a Lean Leadership (LL) training program initiated by the company about three years ago. The program's main goal is to disseminate Lean throughout the company, which has been using Lean principles in its projects for about twenty years. So far, the LL program has reached over four hundred participants. Over the last year, the program included participants from the company's extended value stream. Participants include project teams and the company's strategic partners for prefabrication, equipment rental, and VDC/Project Controls support services. As part of the program, authors one and two visited participants to understand how they are applying lean leadership principles. This paper, the third in the series of building a Lean culture, shares success stories on how organizations in the company's value stream applied LL knowledge to their business including value stream mapping, Plan-Do-Check-Act (PDCA), go and see, and effective meetings. It also presents how these teams will continue their LL training to further build a Lean culture which the company can learn from its strategic partners while driving home a common purpose.

This paper presents the fourth issuance of Building a Lean Culture with a Lean Leadership (LL) training program initiated by the company. So far, the LL program has reached over five hundred participants. Over the last year, the program "grew" new passionate facilitators who then taught their Business Units and Departments. These new facilitators engaged with their students at a much deeper level by applying the concepts specifically to meet their needs. The connection was cultivated organically because both the teachers and students had a personal and professional relationship already in place from working together. This paper shares success stories from the new facilitators on how their teams, in the company's value stream, applied LL knowledge to their business. The concepts were applied in a variety of ways including go to the Gemba as a customer strategy for computer specialists, who typically work in the office. Transforming the company's business includes all leaders teaching LL as a key part of their skillsets to improve organizational health. The program's main goal is to disseminate lean through the company to support "the Leadership model" described by Howell (Howell et al. 2004) which is "coaching and continual fostering of an organizational environment conducive to building trust among people for collaboration, learning, and innovation".