Strengthening the fibers of front-line leadership
INTERVIEW – Ahead of his presentation at the Lean Global Connection 2026, Tomasz Baum tells about Corning Optical Communications’ program to develop leadership capabilities at the front line.
Interviewee: Tomasz Baum
Planet Lean: Can you please introduce Corning Optical Communications to our audience? How long has the company been on a lean journey?
Tomasz Baum: Corning Optical Communications is part of Corning Incorporated, a global materials science leader with a history of innovation spanning more than 170 years. From pioneering optical fiber technology to enabling modern high-speed communications networks, Corning has continuously transformed scientific expertise into solutions that connect the world.
In 2026, Corning is celebrating 25 years of operations in Poland, with manufacturing and technology centers in Stryków, Mszczonów, and Warsaw. Lean has been an integral part of our manufacturing culture for many years, supporting operational excellence, continuous improvement, and sustainable business growth.
PL: Can you tell us about the Team Leader Development Program, which you’ll talk about at this year’s Lean Global Connection?
TB: The Team Leader Development Program was designed and implemented at Corning’s Stryków Cable Plant to strengthen front-line leadership capabilities and improve operational performance. The initiative, which we carried out with the support of Lean Enterprise Institute Polska, focused on enhancing the effectiveness of first-line supervisors by clearly defining leadership roles, responsibilities, and expectations within the manufacturing environment.
The program began with an assessment of organizational needs and existing capability gaps. Based on these findings, a structured development pathway was created, combining leadership standards, practical management tools, and targeted training activities. A key objective was to build a strong lean leadership mindset, enabling team leaders to effectively manage daily operations, develop their teams, and drive continuous improvement.
Beyond improving leadership effectiveness, the program has helped strengthen employee engagement and establish a culture where problem solving, accountability, and continuous learning are part of everyday work.
PL: What criteria did you use when designing the program?
TB: The program was designed around a simple principle: operational excellence starts with capable and empowered front-line leaders. Therefore, the primary focus was on developing leadership effectiveness rather than implementing isolated improvement tools.
Several factors were considered during the design phase, including organizational structure, leadership responsibilities, capability requirements, and future business needs. The objective was to improve productivity through consistent production management based on standardized work, structured problem solving, and continuous improvement practices.
As a result, the manufacturing leadership model was redesigned to better support daily operations and people development. Clear responsibilities were established through the creation of two complementary leadership roles: Team Leader and Group Leader. The program was built on fundamental lean concepts, including standardized work, root-cause problem solving, and Training Within Industry (TWI) methods, ensuring leaders are equipped to develop both performance and people.
PL: What can LGC 2026 attendees expect to learn from your session?
TB: During our session, Arkadiusz Falah and I will share how front-line leadership can become a powerful driver of productivity, engagement, and operational excellence. Attendees will learn how lean fundamentals — such as standardized work, structured problem solving, and effective training — can significantly improve daily manufacturing performance.
We will present our multi-year transformation journey at Corning’s Stryków Cable Plant, including the rationale behind the Team Leader Development Program, key implementation challenges, lessons learned, and the tangible benefits achieved along the way. Most importantly, we will discuss why investing in leadership development remains one of the most effective lean initiatives an organization can undertake.
THE INTERVIEWEE
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