Managerial involvement: Managers Build (or Break) the improvement culture

Jul 15, 2025

In an industrial SME, continuous improvement cannot succeed without visible and consistent involvement from managers. This article explores why managerial involvement is a decisive lever, how it directly influences team motivation, and how to put it into practice with a simple 5-step method. Doing less, but doing it well, is often the key to building lasting momentum. Improvement starts with leadership by example—and with consistency.

We often hear: the fish rots from the head!

It's a bit of a crud image, sure - but it perfectly illustrates a key point in the world of industry. When leadership is not involved, it’s difficult to motivate the teams. In a small to medium-sized enterprise (SME), where teams are often small and multitasking, the attitude of the leaders plays a decisive role. Managerial involvement is not limited to setting goals: it is about being present, active, and attentive.

So, if your improvement actions are stalling or going nowhere, ask yourself a simple question: are we, as managers, truly committed ?

Why is managerial involvement vital in an industrial SME?

In an industrial SME, resources are often limited, teams must juggle multiple roles, and there is not enough time to dive into vague or complex initiatives. That’s why managerial involvement is a powerful catalyst.

When leaders show they believe in continuous improvement, when they take part in shopfloor actions, listen to difficulties, and celebrate successes, it changes the whole dynamic. Employees move from passive execution to active contribution. The result: more motivation, better information flow, problems solved at the root instead of being hidden.

On the other hand, without visible managerial involvement, even the best ideas can quickly die. Talking about progress isn’t enough—you have to embody the change.

Understanding managerial involvement: a daily active role

Managerial involvement is, above all, a posture, a mindset. It means not staying in your office waiting for results, but going down to the floor, talking, experimenting, and correcting.

Let’s take a concrete example: you launch a Kaizen project to reduce material waste. If the manager doesn’t take part in the process, doesn’t show interest in the ideas, or doesn’t follow up on the actions, the message is clear: it’s just another initiative that will be forgotten. On the other hand, if they follow the project, encourage the team, and display results on a board in the workshop—the teams will believe in it.

Another example: during a Gemba Walk, a production manager notices a malfunction at the packaging station. He takes the time to ask questions, notes the answers, and comes back a week later with a proposal based on an A3 Problem Solving process led with the team. Again, credibility and motivation rise sharply.

In other words, it’s not about becoming a superhero of improvement, but about being a regular, supportive, and consistent actor.

Implementing managerial involvement: a 5-step method!

No need to invest in high-tech tools. Managerial involvement starts with a simple, structured, and visible approach.

Step 1: Raise awareness among your managers

Organize a one-hour workshop with the managers to explain the key role of their engagement. Show concrete examples, tailored to your company. The goal: create a a shift in mindset.

They must be aligned and understand the stakes and the importance of their posture in driving transformation.

Step 2: Set the priorities for continuous improvement ⚠️

Choose two or three concrete topics. Formalize the objectives using the SMART method. Use a simple Gain/Effort Matrix to choose pick a high-impact, low-complexity topic.

“It’s not the quantity of actions that transforms a company, it’s their flawless execution.”

Start with 2 or 3 well-chosen actions, carry them out to the end, celebrate each progress, and then move on to the next ones.

Prioritize. Execute. Celebrate! Repeat!

Step 3: Write a simple action plan

On an action plan sheet in A4 format: who does what, when. No jargon or unnecessary complexity.

Step 4: Align and engage the teams

Hold a formal meeting with the field teams to present the plan, objectives, and roles. Display the plan in the workshop using a simple bulletin board type “improvement corner” (Team Improvement Board)

Step 5: Establish a follow-up dynamic ⚠️

Organize a weekly 15-minute flash meeting to provide a progress update. The manager’s physical presence is non-negotiable. It is this regularity that establishes a true culture.

Imagine being asked to run a marathon tomorrow morning... when you have never run before. You would say no, obviously. It would be absurd, even dangerous. So why do we do the opposite in continuous improvement? Why want to launch 15 projects at the same time, without training, without rhythm, without routine?
The truth is that dynamics are established by regularity, not by quantity. That’s how we gain momentum, establish a culture, and transform.
And like for a marathon, the key is in the preparation: everything starts at step 2

📘 Want to go further? In the Guide IndustrialOS, you will find these tools (SMART Method, Kaizen, Gemba, A3…) as well as many others, with practical sheets, indicators, and other themes to sustainably anchor your approach. https://leguide.industrialos.io

Conclusion: managerial involvement, the first lever of transformation

Continuous improvement only works when it is sincerely supported by those who lead. In an SME, the manager is often the direct link between strategy and the field. His posture can reinforce the culture of improvement... or hold it back.

So don’t stay stuck in good intentions. Spark the momentum with simple actions: a posted board, a shared goal, an active presence during follow-ups—and above all, seeing actions through to the end!