Last year, my friend (and long-time fellow blogger) Tim McMahon from the A Lean Journey blog sent me a set of questions he's asked various Lean practitioners over the years. His goal is simple but valuable: create reflection, encourage dialogue, a nd help people learn from the different ways Lean shows up in our work and our lives
Tim invited me to contribute, and instead of writing short text responses, I decided to record a video so I could give more complete answers and share some stories that shaped my thinking. You can watch that video below.
- Who are you, what organization are you with, and what are your current Lean-oriented activities?
- How, when, and why did you get introduced to Lean, and what fueled (and still fuels) your passion?
- In your opinion, what is the most powerful aspect of Lean?
- In your opinion, what is the most misunderstood or unrecognized aspect of Lean?
- In your opinion, what is the biggest opportunity for Lean in today's world? How can that be accomplished?
Here is Tim's blog post with my full answers. A summarized version is below.
As you'll see, Tim's questions aren't academic. They get to the heart of why Lean matters, how we practice it, and where the biggest opportunities still exist.
How I Got Started — and What Kept Me Going
I first learned about Lean and the Toyota Production System during my industrial engineering studies at Northwestern University. What we were taught was technically correct, but narrow — focused mostly on inventory theory and production planning.
It wasn't until I worked at the General Motors Powertrain Livonia Engine Plant that Lean became real and human. The contrast between the “old GM” command-and-control culture and the leadership behaviors brought in by a NUMMI-trained plant manager was transformative. Seeing the same workforce go from worst-in-GM to top quartile performance showed me what Lean really is: a management system that brings out the best in people, not a toolbox.
That experience — and the mentoring I received from former Toyota and Nissan people at the plant — fueled my passion, and it still does today.
The Most Powerful Aspect of Lean
Lean is powerful because it's an integrated socio-technical system.
Tools matter. Process design matters. But without leadership behaviors rooted in “respect for people,” the tools collapse under their own weight.
The most powerful part of Lean is engaging people — giving them the confidence, support, and psychological safety to improve the work they do every day. When that happens, you don't need to push improvement. You unleash it.
The Most Misunderstood Aspect of Lean
Lean is still too often reduced to a set of tools, events, certifications, or cost-cutting efforts. The misunderstanding shows up everywhere:
- A stack of “belts” but no behavioral change
- Leaders sponsoring Lean but not practicing it
- Organizations copying tools without copying the culture that makes tools work
And the most overlooked foundation? Psychological safety.
We can train people in problem-solving all day long, but if they don't feel safe speaking up about problems, mistakes, or ideas, nothing gets solved.
Toyota doesn't need to tell people that andon pulls won't get them punished; it's assumed. Many organizations don't have that luxury.
Lean's Biggest Opportunity Today
Healthcare remains the largest opportunity — and the most urgent.
The data on preventable harm hasn't meaningfully changed in decades, despite incredible effort by caring clinicians. Lean offers a way to reduce medical errors, improve flow, and make work easier and more meaningful. And when it's done well, it improves morale and reduces turnover, which is desperately needed.
But healthcare often repeats manufacturing's historical Lean journey: early tool use, stalled progress, waves of enthusiasm followed by retrenchment. True progress requires long-term leadership commitment and a system-level approach to continuous improvement.
We've seen pockets of excellence. What's still missing is consistency.
Why These Questions Matter
Answering Tim's five questions reminded me that Lean isn't static. It's something we all grow into — through experience, through relationships, through mistakes, and through successes. The questions are simple, but the answers change as we learn.
Thanks again to Tim for prompting the reflection. I encourage you to visit his blog.
What still motivates me today is that Lean gives us a way to redesign not only processes, but the conditions under which people work. The technical methods matter, but they're not enough on their own. When leaders create an environment where it's safe to speak up and experiment, the improvement work becomes both more effective and more human. That's what I learned in those early years, and it's what I continue to see in organizations that embrace Lean as an integrated management system rather than a set of tools. Lean isn't about perfection–it's about building the capacity for learning, day after day.
If the video resonates or sparks questions of your own, feel free to leave a comment or reach out. These conversations help us all get a little better.
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If you’re working to build a culture where people feel safe to speak up, solve problems, and improve every day, I’d be glad to help. Let’s talk about how to strengthen Psychological Safety and Continuous Improvement in your organization.
