I like your statement on how managers are often unable to change their approach regarding continuous improvement. I’ve seen this dilemma firsthand with a seafood distributor I have worked for in the past. Being a delivery driver, I was able to gain a good sense of the wastes that present themselves on a day-to-day basis. The value-add workers, whom which I conversated with normally, had a great sense of what types of acts and decisions were causing waste (they even had proposed solutions). Unfortunately, there was a severe disconnect between executives and the value-add employees. The problem was an issue with suggestions for improvement. The executive team were the only designated employees in charge of improvement. The executive team didn’t see the opinions of lesser paid employees as important as the opinions of those who had a larger share within the company. This caused confusion, anxiety, complaints, and stress routinely on all levels of the company. The Seafood Industry has a lot of moving parts; quick decision-making skills are mandatory. Overburdening of stronger and veteran value-add employees is quite common. Management must have an open mind to this and work dynamically to solve the problem.