These answers are the approved answer bank used by LotusAI, the assistant on this website. Each answer links to the page or document it comes from. The scientific work is published as Ignacio S. Gatell and Lucía Avella.
What are the nineteen Lean leadership competences?
The review groups nineteen Lean leadership competences in four families. Customer oriented: customer focus, customer and supplier development, teamworking. Personal development: personal stability and behaviour, human-centric, self-developing and learning, empowerment, self-transcendence, servant leadership. Lean principles: experimentation, continuous improvement and innovation, zero defects, process and lean expertise, problem solving, genchi genbutsu. The fourth family is performance-driven leadership.
Also asked as: List the Lean leadership competences · ¿Cuáles son las 19 competencias de liderazgo Lean?
Sources: Gatell & Avella — Digital Green Lean concept (2023 online / 2024 volume) · PDF page 1
Why servant leadership in Lean?
Servant leadership refers to the humble leader who serves the team, finding ways to make employees work better and achieve better performance. The literature adds it, together with transformational leadership (detecting the need, creating a vision and guiding the change), to the Lean leadership profile. DGL maturity descriptors expect leaders to be humble, trustful, respectful and fair, and to use new technologies to teach and develop their teams.
Also asked as: What is a servant leader in the DGL context? · ¿Qué es liderazgo servidor en Lean?
Sources: Gatell & Avella — Digital Green Lean concept (2023 online / 2024 volume) · PDF page 6 · Gatell & Avella — DGL maturity model (2024) · PDF page 14
What is genchi genbutsu and why does it matter in DGL?
Genchi genbutsu means going to the place where work happens to see the facts. In the maturity model, leaders are constantly on the shop floor as a philosophy for gathering data, understanding the situation and the circularity status, and coaching; visual management and digital data visualisation are facilitators. The thesis tension work refers to augmented genchi genbutsu, which combines direct observation with digital information.
Also asked as: What is gemba in digital Lean? · ¿Qué es genchi genbutsu?
Sources: Gatell & Avella — DGL maturity model (2024) · PDF page 14 · Doctoral thesis — Digital Green Lean (2026) · PDF page 202
How do DGL leaders use experimentation?
Leaders use data analysis, experimentation, hypothesis testing and trials in the Kata sense: they standardise the results, communicate improvements and recognise employees. New technologies enhance performance by supporting experiments, simulations and analytics, and leaders balance technology implementation with sustainability.
Also asked as: What is the role of Kata and experiments in DGL leadership? · ¿Cómo usan los líderes la experimentación?
Sources: Gatell & Avella — DGL maturity model (2024) · PDF page 14
How should DGL leaders think about problem solving?
The descriptor for L15 says the leader masters scientific problem solving, data analysis, root cause analysis and simulation as a way of thinking, and teaches and guides others. Information technologies are used for analysis and decisions, and production lines, robots and cycles are connected and constantly improved.
Also asked as: Do leaders need data skills? · ¿Qué se espera de un líder en resolución de problemas?
Sources: Gatell & Avella — DGL maturity model (2024) · PDF page 14
What does customer focus mean for a DGL leader?
At the highest descriptors, external customer processes are designed and integrated with the company's data availability and analytics, leader competences include customer focus, digitisation and sustainability to develop new digital circular processes, and the customer evolves into a data provider and part of the production digital loop.
Also asked as: How does the customer become part of the digital loop? · ¿Qué significa orientación al cliente para un líder DGL?
Sources: Gatell & Avella — DGL maturity model (2024) · PDF page 12
How should leaders develop suppliers in DGL?
The descriptor for L2 says DGL is developed for customers and suppliers, with systems integration achieving higher efficiency through process communication and waste elimination. Leaders are capable, knowledgeable and equipped with tools to develop DGL in their internal and external customers and suppliers, and have clear role descriptions and authority.
Also asked as: What is customer and supplier development? · ¿Cómo se desarrollan proveedores en DGL?
Sources: Gatell & Avella — DGL maturity model (2024) · PDF page 12
How do leaders communicate vision in DGL?
The model expects the organisation to communicate its vision, mission and values as long-term and short-term targets, using digital information tools. The thesis refers to paradox-aware hoshin kanri as a way to deploy targets while managing the tension between short-term performance and long-term capability.
Also asked as: What is the role of targets and strategy deployment? · ¿Cómo comunican la visión los líderes DGL?
Sources: Gatell & Avella — DGL maturity model (2024) · PDF page 14 · Doctoral thesis — Digital Green Lean (2026) · PDF page 203
How do you prevent bias when using data in decisions?
In the maturity descriptors for authority distribution, there are controls to prevent biases, and decisions are fact-based, removing tradition or intuition. There are also mechanisms to balance human and machine decisions, so that data and algorithms support rather than replace human judgement.
Also asked as: What role does fact-based decision making have? · ¿Cómo se evitan los sesgos en la toma de decisiones?
Sources: Gatell & Avella — DGL maturity model (2024) · PDF page 10