Middle management participation is crucial to the success of lean manufacturing. Typically in changing a manufacturing operation, efforts are focused on high-level management in regards to why the change is necessary and what benefits can be expected. Likewise, efforts are made to achieve buy-in from the line workers in accepting the program and ease any apprehensions of job security. The middle manager is regularly left with only a partial understanding of why lean manufacturing is necessary. The middle manager has the responsibility of supporting the management’s decision while accepting the risk of failure and possible reprisal, and yet, is not regarded as a key player. The middle manager must be knowledgeable of the job the workers do and be able to alleviate any problems encountered by implementing the lean tools. Without a focused approach aimed at the middle managers, they cannot be expected to genuinely support program.