In the past year or two, it seems like I have heard more about people and organizations leading Lean study trips to Japan. This has gone on for decades, but there seems to be a resurgence.
I first partnered with Kaizen Institute in 2012 to lead a “Lean Healthcare” study tour. We did another in 2014, and we're actively planning our next trip in early 2018.
The dates are February 26 to March 2, 2018. Details are still being finalized, but the tour will start in Tokyo and end in Nagoya. The plan is to not just visit some hospitals that are leaders in Lean and quality improvement practices, but also visit Toyota and some other world-class organizations.
In the past two trips, we've had a very international group (a majority of attendees have been from Europe and Asia). This creates a special opportunity to not just learn from our Japanese hosts, but to compare notes and learn from others around the world.
Click here to learn more via a web page that I run. You can also click here for a PDF that previews the 2018 tour. Registration has not yet opened, but contact me if you'd like to be notified with details.
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Our trips are intentionally a mix of hospital visits and other types of organizations that we can all learn from. It's great to see a Japanese hospital with a CEO who has been leading their quality and continuous improvement efforts for 20+ years and to hear their perspectives. At the same time, the hospitals we have visited were, at the time of our visits, relatively new to formal “Lean” practices – as they were building upon their “Total Quality Management” engagement and improvement practices… something that was NOT a fad for these hospitals or their leaders.
These trips are rich learning experiences. It's not just the formal visits, but the time talking on buses and trains, the meals together, and the networking and sharing that, for me, has continued with attendees long after the week is over.
Here are some recent thoughts from John Shook, chairman of the Lean Enterprise Institute (comments are not an endorsement of this tour), where he answers the “why go to Japan?” question, in part:
“…why go to Japan? Many lean practitioners come here to visit Toyota, but one could very well ask why they bother flying all the way to Far East when there are so many great Toyota plants and examples of lean thinking elsewhere in the world. There are of course reasons lean developed in Toyota City, however, and one might say the spirit of lean is still best seen and felt at its place of birth. As mentioned above, Toyota's constancy of purpose and tenacious kaizen determination throughout its journey are still extremely inspiring.”
I agree with John. One could go visit Toyota plants in San Antonio or Kentucky, which would be a great learning experience. I think the immersion in Japan is really worth seeing if you're a Lean practitioner. Do I think it's necessary? No, but if you want to go and can afford it, it's a great experience and a wonderful learning opportunity.
One of my key takeaways was a better understanding that not all Japanese companies are like Toyota. It's not easy or “natural” to have a Lean culture. Toyota and others have created something special that's not the norm for every company there.
Here are my past blog posts about visiting Japan, with a few links below.
I hope you can join us!
Looking Ahead: Lean Healthcare Study Trips Beyond 2026
As I update this post in 2026, I'm reminded that the core reasons for these Japan study trips haven't changed–even as healthcare systems face new pressures, technologies, and constraints. Seeing Lean and Kaizen practiced with constancy of purpose, humility, and respect for people remains incredibly relevant for healthcare leaders today.
I plan to continue offering future Lean Healthcare study trips to Japan, building on what we've learned from past groups while adapting to new questions and challenges facing hospitals and health systems around the world. Each trip will continue to emphasize not just what organizations do, but how leaders think, learn, and engage people every day.
If you're interested in future trips–whether you're a clinician, executive, improvement leader, or board member–I encourage you to stay connected. These experiences aren't about copying Japan or Toyota; they're about sharpening our thinking, deepening our curiosity, and bringing home ideas that can be thoughtfully adapted to improve care, safety, and work life where you are.
I hope you'll consider joining me on a future journey.
