Lockheed Martin Corp. Michael Joyce is Corporate Vice President of Operating Excellence in charge of Lockheed Martin's LM21 program. Joyce spoke about the need to "just do it," and what it takes to turn a culture around. Here are some of the questions he answered: You studied lean manufacturing at Pratt & Whitney under some of the Japanese masters. What did you learn? Why did Lockheed Martin adopt lean? Did you have any desire to adopt Eli Goldratt's Theory of Constraints? One of the things often said about the defense industry is that it has to get away from the idea that it is different from other industries and cannot adopt lean as a result. What do you think? What is the essence of lean manufacturing at Lockheed Martin? How do you move such massive pieces of machinery in order to achieve flow? Why is Jim Womack's work so appealing to you? How do you introduce lean manufacturing at Lockheed Martin? How hard is it to tell operators that you're doing this for their own good? Don't they come back at you and say, "Oh, yeah, sure"? Does lean work in a command-and-control military system? Productivity growth means you produce more products with less labor hours and you need fewer workers. Don't workers see it as a threat to their jobs? Are you reversing the trend of outsourcing manufacturing overseas? Do you see the 50 or 60 percent improvements in performance reflected in your financials? What happens when workers lose their bonus money? In what ways does lean change embedded behavior? Where is Lockheed Martin now in its lean movement? How does Six Sigma fit into the lean equation? What are some of most difficult aspects of implementing a lean manufacturing system? What role does information technology play in the lean manufacturing model? Does Lockheed Martin's SAP implementation fit in well with the lean model? Are you requiring that your suppliers adopt lean systems? To view questions from other interviews in Lean Machines, Click Here. Click Here to order a copy of Lean Machines.