Not Engaging People: Organizations incur waste when they don’t routinely ask employees, “What would you change that would make your job easier to do and allow you to better serve customers?” Prior to the introduction of LEAN methods, the majority of tactical process changes occurred as a result of a top-down approach. Although some of these top-down solutions produced improvement, they did not always achieve their highest potential. Without immediate feedback from the employees actually doing the work, managers could not fully appreciate delivery-system challenges. For example, employees in one area struggled to transport food carts across deep-pile carpeting in corridors, resulting in relatively long transport times and employee fatigue. During a kaizen event, the employees who had experienced this performance obstacle greatly appreciated having their voices heard.