Mark Graban’s newer Lean Blog Audio podcast series with “audiobook” style readings of selected blog posts. Learn how to subscribe.
TL;DR: Jim Womack explains how the term “Lean” was coined to describe creating more value with less waste–and how it became misunderstood as cost cutting. Nearly 40 years later, the real purpose of Lean remains respect for people and continuous…
This article is based on my recent Catalysis webinar, “Lean Lessons from Japan: Mindsets, Culture, and the Challenge of Speaking Up.” The session was part of their ongoing learning series, and the recording will be available soon through Catalysis and…
How long would you expect it to take for the police to respond to a burglar alarm at your home? Why do I bring this up? I had applied online for a burglar alarm permit in Newport, Kentucky. A few…
The most dangerous moment in Lean is often right after your first belt class–when you think you’ve mastered it all. You may have seen the joke image that I posted on LinkedIn–it sparked some good discussion: “I’m an expert in…
A Word Worth Remembering (But Hard to Say and Spell) You might recall when I first learned about the German word “verschlimmbesserung“–that wonderfully precise term for “an attempted improvement that only makes things worse”–and blogged about it. The concept still…
TL;DR: Daily Kaizen is essential–but it can’t overcome broken systems. Only leaders can fix structural constraints like layout, staffing, policies, and budgets. When leaders remove those barriers first, Kaizen can finally deliver real, sustained improvement. One of the most persistent…
Albert Einstein — the mind who redefined physics — once called something he did “the biggest blunder of my life.” When he completed his general theory of relativity, the math pointed to something extraordinary: the universe should be expanding. But…
TL;DR: When leaders apply pressure instead of support, people don’t improve processes–they distort data or hide problems. Real improvement starts when leaders make it safe to report bad news and respond with curiosity, not punishment. Accurate data is essential in…
tl;dr: Seventeen years after Lean Hospitals, the core lessons still hold: Lean healthcare isn’t about tools–it’s about systems thinking, respect for people, psychological safety, and daily improvement. It’s hard to believe, but it’s been almost 17 years since the first…
TL;DR: Lean only works when people feel safe to speak up. Toyota shows that psychological safety isn’t a “soft” concept–it’s created through consistent leadership behaviors that treat problems and mistakes as signals for learning, not reasons for blame. When I…
tl;dr: Kaiteki is a Japanese management philosophy focused on comfort, purpose, and respect for people–and it helps explain why motivated employees and Lean success go hand in hand. During my most recent visit to Japan (as part of a tour…
TL;DR: A new poll shows that psychological safety at work is often fragile–nearly half of respondents say it “depends on the boss.” Real improvement requires leaders who respond to mistakes with curiosity, consistency, and follow-through. When someone on your team…
