A class 1 railroad wanted to reduce the time required to complete locomotive overhauls to increase uptime. A redesign of the workflow at the locomotive overhaul facility left leaders unsure of how the new process should work, and how their roles were changing as a result. Facilitating working sessions with the managers and line workers clarified work processes and standards while uncovering additional process improvement opportunities. Leadership skill training of all managers focused on those skills needed to foster continuous improvement: encouraging input, collaborative problem solving (PDCA), managing conflict, straight talk, and others. Training also focused on implementation of processes and tools such as visual management and pulse meetings to reinforce new ways of operating. Ongoing coaching of managers supported application of the skills by reinforcing new behaviors and ways of working together day-to-day. The line increased its throughput by 38% and the leadership team was able to create a continuous improvement culture that surfaced and acted upon opportunities as a matter of daily practice.