Managers encounter a number of tactical questions in their lean journeys that call for decisions and actions. For example, should we have a “lean team”? Should we track lean implementation using bottom-up structures or top-down audit schemes? Should we offer financial and non-financial rewards for lean implementation to employees? These questions were recently answered in the research paper “Implementing corporate lean programs: The effect of management control practices,” by J. Schloetzer, K. Ferdows and myself, published in the Journal of Operations Management. This post* gives a summary.