“Respect for people” isn’t about being nice—it’s about how leaders design systems, make decisions, and respond to problems. In Lean organizations, respect shows up through listening, job security, psychological safety, clear communication, and a commitment to learning rather than blame. This archive brings together blog posts, podcasts, and examples that explore respect for people as a core Lean principle—one that enables trust, engagement, continuous improvement, and better outcomes for customers and employees alike.
In Episode 20, Mark Graban and Jamie Flinchbaugh join the Colorado Lean Summit live and host a virtual happy hour while discussing the first couple days of the event’s proceedings. Joining us as co-hosts are Colorado Lean Network (CLN) members…
TL;DR: Akio Toyoda describes the Toyota Production System as a people-centered leadership system focused on Jidoka, short lead times, and making work easier–where productivity is a result, not the goal. I was really happy to see this publication by Toyota,…
TL;DR: During the COVID-19 shutdown, most MLB teams cut minor leaguers to save money. A few teams didn’t — and that decision became a competitive advantage. This post shows how “respect for people,” a core Lean principle, can outperform short-term…
The past few months have been an anxious and contemplative time. I’ve been worried about the coronavirus / Covid-19 and the possible impact on my health or my family’s health. But, I’m blessed, as we have our health and this…
It’s great to see examples of manufacturing companies being flexible and adaptive in these challenging times. Lean methods are often providing a huge boost in what can be life-saving efforts. Lean often gets mislabeled as a “low inventory” system (or…
During my fifth Lean study trip to Japan, I once again visited a Toyota plant — and was reminded of a simple but profound idea that Toyota emphasizes repeatedly: making things means making people. It’s a principle that connects Lean…
t;dr: A visit to Toyota’s North American headquarters offered more than a virtual plant tour. It revealed how Toyota blends the Toyota Production System, Lean leadership, and learning from crisis to build trust, improve communication, and continuously improve–inside and outside…
TL;DR: A hospital president explains how Lean healthcare leadership, Respect for People, and Just Culture help engage frontline staff, reduce blame, and improve patient care. This article made me smile the other day — especially the comments about Lean, front-line…
tl;dr: The Red Bead Experiment demonstrates how firing “low performers” based on arbitrary targets or rankings punishes people for system-driven variation, not individual effort. Bad metrics and poor leadership can create outcomes that look discriminatory, even when intent isn’t–highlighting why…
tl;dr: Human error is inevitable–even for experienced professionals. Forgetting socks on a work trip is harmless, but similar mistakes in healthcare or organizations can cause real harm. The lesson isn’t to “be more careful,” but to design better systems that…
tl;dr Lean should reduce hospital overwork and unsafe understaffing — not justify them. True Lean, as practiced at Toyota, treats overburden (muri) as a serious problem, prioritizes patient safety and staff well-being, and invests in understanding real work before setting…
A retired labor leader from the automotive industry (who reads this blog) sent me a link to this article:
#RedforMed: 1,800 Vermont Nurses Are On Strike Demanding Their Hospital Put Patients Over Profits
The article isn't from a newspaper; it's from a site that provides "independent and incisive coverage of the labor movement and the struggles of workers to obtain safe, healthy and just workplaces."
Again, for the record, I'm all in favor of "safety, healthy, and just workplaces." That's what Lean management aims to deliver.
