Leadership isn’t about titles, charisma, or quick decisions—it’s about creating systems where people can do their best work and continuously improve. This archive brings together blog posts, podcasts, and reflections on leadership through a Lean lens, drawing on ideas from Deming, Toyota, healthcare, and real-world management practice. The common theme: leaders shape culture, influence behavior, and own the systems that produce results—for better or worse.
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: Red metrics aren’t “good,” but they shouldn’t trigger blame or panic either. The real problem isn’t red–it’s leaders getting mad instead of curious. Improvement starts with better questions, not better colors. In recent years, I’ve noticed a growing trend–one…
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…
In Episode #530 of the Lean Blog Interviews Podcast, I’m joined by Ken Segel of Value Capture to discuss what it really takes to build a comprehensive Lean healthcare operating system, starting with safety. Scroll down for how to subscribe,…
When was the last time a leader in your organization openly said, “I was wrong”? It’s not a common occurrence in many workplaces. And that’s a missed opportunity. Admitting a mistake might seem risky–especially for someone in a position of…
This October, I’ll be returning to Japan for another Lean healthcare study trip–my seventh time overall and my fifth healthcare-focused visit. With each visit, I find new layers of learning. While my earlier trips were filled with curiosity about Lean…
Many Lean transformations stall not because of poor execution, but because respect for people is treated as an attitude rather than a system. In this conversation, Scott Gauvin explains how the Respect for People Roadmap turns respect into a deliberate…
TL;DR: Going to the Gemba isn’t about reviewing boards or rushing through metrics. Real Gemba means slowing down, listening deeply, asking better questions, and creating enough time and safety for real problems to surface. In the Lean methodology, one of…
tl;dr Lean doesn’t work without psychological safety. Toyota understands that continuous improvement depends on people feeling safe to speak up about problems, mistakes, and concerns–and believing they’ll be taken seriously. Leaders can’t demand this kind of safety; they create it…
Former Toyota leader Mark Reich explains why Hoshin Kanri is not a top-down planning exercise, but a leadership system for aligning strategy, developing people, and managing on purpose through dialogue, PDCA, and shared ownership. Scroll down for how to subscribe,…
This edition of Ryan McCormack’s Operational Excellence Mixtape challenges leaders to rethink how they use data, technology, and culture in the pursuit of improvement. From the unintended consequences of dashboard “red alerts” and shallow automation ROI metrics, to the dangers…
