Lean Blog Audio

The blog postWhen Mark applied for a burglar alarm permit, he accidentally sent the form to the wrong Newport — Rhode Island instead of Kentucky. The voicemail he got back was kind, clear, and even funny: pointing out that an 845-mile police response probably wasn't going to work.In this story, Mark reflects on:Why small mistakes are easier to handle with humility and humorHow Toyota's “expected vs. actual” lens helps frame errorsWhy psychological safety and kindness matter more than blameHow to turn a minor error into a “favorite mistake” — one you can laugh about and learn fromIt's a reminder that even harmless slip-ups can reinforce bigger lessons about improvement, culture, and how we respond to mistakes.

The blog postIn this episode, Mark explores how the Dunning-Kruger effect shows up in Lean—especially after a first belt course, workshop, or book. Early enthusiasm can turn into overconfidence, creating blind spots and stalling growth.Drawing from his book Practicing Lean, Mark shares stories (his own and from contributors like Paul Akers and Jamie Flinchbaugh) about mistakes made early on, what they taught us, and why Lean should be treated as a practice, not a project.Key themes:Why certifications are a starting point, not the finish lineHow psychological safety helps keep overconfidence in checkLessons learned from early Lean misstepsPractical tips for avoiding common training pitfallsAll royalties from Practicing Lean benefit the Louise H. Batz Patient Safety Foundation, supporting safer care for patients and families.

The blog postSometimes an “improvement” makes things worse. The Germans even have a word for it: verschlimmbesserung.In this episode, Mark Graban shares the story of how a well-intentioned fix to Europe's vineyard fungus problem in the 19th century nearly wiped out the continent's wine industry. The introduction of American grapevines solved one issue but unleashed a far bigger one: phylloxera, a microscopic pest that devastated vineyards, economies, and cultures across Europe — including Mallorca, where wine production lay dormant for nearly a century.This historical case offers powerful lessons for today's leaders:Why most of the time small, contained tests are bestWhen risks are irreversible, testing may not be safe at allHow to balance experimentation with rigorous risk assessmentWhy good intentions aren't enough if you create tomorrow's crisis while solving today's problemFrom vineyards to hospitals, factories, and offices, the challenge is the same: how do we solve problems without making things worse?

The blog postToo often, leaders think that if they simply “get everyone doing Kaizen,” performance will automatically improve. While daily improvement is essential, some problems are too deeply rooted in the system for frontline staff to fix on their own.In this episode, Mark Graban explores why Kaizen is necessary but not sufficient — and why leaders must take responsibility for changing the systems that shape performance. Drawing on Dr. W. Edwards Deming's reminder that “a bad system will beat a good person every time,” Mark shares real-world examples, including a hospital laboratory redesign that transformed results once leadership tackled systemic constraints.You'll learn:Why leaders can't delegate away system-level changeThe difference between local improvements and structural redesignsHow system fixes and daily Kaizen reinforce one anotherPractical lessons for avoiding frustration and building real, sustainable improvementThe message is clear: frontline staff can't Kaizen their way out of a broken system. Leaders must create the conditions where Kaizen can truly flourish.

The blog postAlbert Einstein once called the “cosmological constant” the biggest blunder of his life. But what if that so-called mistake actually holds timeless lessons for leaders today?In this episode, Mark Graban explores Einstein's “favorite mistake” — why he altered his equations to fit prevailing beliefs, what he missed in the process, and how the story connects directly to Lean thinking, Toyota Kata, and continuous improvement.You'll hear how Einstein's cautionary tale mirrors what happens in organizations when:Data contradicts long-held assumptionsTeams run pilots that outperform the old way, but leaders resist changePeople hesitate to speak up because it feels unsafe to challenge the consensusThe conversation highlights the importance of scientific thinking, experimentation, and psychological safety — and why the real mistake isn't being wrong, but failing to learn.Whether you're leading change in healthcare, manufacturing, software, or beyond, you'll come away with practical insights to help you trust the data, encourage dissent, and model learning from mistakes.

the blog postIn this episode, Mark Graban previews his upcoming half-day workshop at the AME St. Louis 2025 International Conference: The Deming Red Bead Game and Process Behavior Charts: Practical Applications for Lean Management.If you've ever felt stuck in the exhausting cycle of reacting to every up and down in your performance metrics—or frustrated by red/green scorecards that drive pressure and finger-pointing more than improvement—this session is for you.Mark explains why Process Behavior Charts provide a more thoughtful, statistically sound alternative to arbitrary targets and binary dashboards. He also shares how the famous Deming Red Bead Game makes visible the ways that systems set people up to fail—and how leaders can do better.What you'll learn in this episode:How to distinguish between signal and noise in performance dataWhy Process Behavior Charts help leaders react less and improve moreThe pitfalls of red/green scorecards and arbitrary targetsHow to connect better data interpretation to Lean management and strategy deploymentWhether you're a leader, manager, or improvement professional in any industry, you'll come away with practical takeaways to reduce firefighting and improve decision-making.

the blog postWhat does Lean healthcare really mean? It's more than tools like 5S, A3s, or huddle boards. Lean is a management system that depends on two pillars: respect for people and continuous improvement. Without both, attempts to copy Lean practices in healthcare fail.In this episode, Mark Graban—author of Lean Hospitals, Healthcare Kaizen, and The Mistakes That Make Us—explores how the Toyota Way philosophy applies to hospitals and health systems. He shares lessons from Toyota, Franciscan Health in Indianapolis, and other organizations proving that Lean leadership in healthcare is not about cost-cutting—it's about creating a culture of improvement.What You'll Learn About Lean Healthcare:Why Lean is a system, not a toolbox of methodsHow respect for people means designing systems that prevent mistakes, not blaming staffHow Kaizen in healthcare develops people while improving quality and safetyWhy suggestion boxes fail and daily improvement succeedsThe four goals of Kaizen: Easier, Better, Faster, Cheaper (in that order)How Lean leadership means coaching, not controllingWhy psychological safety and trust are essential for sustainable improvementKey Quotes from Mark:“Improvement happens at the speed of trust.”“The primary goal of Kaizen is to develop people first and meet goals second.”“A Lean environment doesn't cut costs through layoffs. It invests in people and meaningful work.”If you're a healthcare leader trying to reduce errors, engage staff, and build a lasting culture of improvement, this episode provides practical insights you can apply today.

The blog postAccurate data is essential in any system–for diagnosing problems, guiding decisions, and driving improvement. But when leaders react poorly to uncomfortable data, the message often gets buried, and the system loses its ability to learn.When the truth becomes dangerous to report, people stop sharing it. That's when improvement stops too.Just recently, a senior government statistician in the U.S. was abruptly dismissed following the release of a disappointing jobs report. The data was valid. The revisions were routine. But the report didn't support the preferred narrative. So the messenger was blamed.

The blog postIt's hard to believe, but it's been almost 17 years since the first edition of Lean Hospitals was published–an effort that eventually received the Shingo Research and Professional Publication Award and has since reached tens of thousands of healthcare professionals around the world.When I wrote that first edition, Lean in healthcare was still new territory. Many leaders were still asking, “Will Lean work in healthcare?” Today, the better question is “How can we make it work–and sustain it?”To mark the occasion, I've been reflecting on some of the key ideas from the book–concepts that continue to resonate with readers, leaders, and improvement professionals.

Read the blog postWhen I first came across the word kakorrhaphiophobia, I thought it might be one of those obscure terms you learn once and never use again.But the meaning stopped me in my tracks:an irrational, intense fear of failure or defeat.It turns out, this fear is more common–and more consequential–than we might admit, especially in workplaces that say they support continuous improvement but don't act in ways that support it.

Episode page with links and moreDuring my most recent visit to Japan (as part of a tour hosted by Katie Anderson), we spent time in several remarkable organizations where the focus wasn't just on performance or process… but on people.One company in particular introduced me to a word I hadn't encountered in this context before: kaiteki.Roughly translated, kaiteki means “comfort,” “ease,” or a “pleasant working environment.” But what stood out was how deeply embedded this idea was in the company's culture–and how it shaped their entire approach to leadership and improvement.

Episode page with survey results and moreWhen someone on your team makes a mistake, what happens next?Do they speak up–or stay quiet?Do leaders give feedback that demonstrates curiosity–or do they blame employees?After interviewing over 200 leaders and contributors for my podcast “My Favorite Mistake” and book, The Mistakes That Make Us, one truth has become clear:Speaking up isn't about character–it's about culture.-----And if you're looking for a practical way to bring this conversation into your workplace, I created a free resource:Download The Mistake-Smart Leader's Checklist

The blog postI'm honored to share that my workshop, "The Deming Red Bead Game & Process Behavior Charts: Practical Applications for Lean Management," has been accepted for the 41st Annual International AME Conference, taking place this October in St. Louis.The conference theme--Gateway to the Future: AI and Beyond--is both timely and forward-looking, and I'm grateful to contribute a workshop that brings us back to foundational thinking: systems, variation, and learning.While AI is the shiny new thing, timeless management principles still matter--perhaps now more than ever.

Read the blog postWe all say mistakes are a part of learning. Or at least many of us do, as individuals.But how many organizations actually act that way?Too often, people are punished for systemic errors. So, problems get hidden.When problems are discovered, blame is assigned instead of learning being shared. And we wonder why our teams hesitate to speak up.That's why I created a simple new resource:The Mistake-Smart Leader's Checklist[Download it here]

The blog postThanks to NPR for their recent story about how today, April 23, 2025, marks the 40th anniversary of what is considered one of the biggest business or product marketing failures of my lifetime — the failed introduction of “New Coke.”

The blog postAre your improvement efforts falling flat, or are you constantly chasing red dots? Are you interested in improving the way we improve?I've had to re-tool my Cincinnati workshop (June 17th) since my collaboration partner is now, unfortunately, unable to make it.Join me for a practical and thought-provoking day exploring two essential foundations for sustainable performance: psychological safety and modern leadership metrics.LEARN MORE AND REGISTERIn the morning, we'll explore how psychological safety fuels continuous improvement–not just as a “nice to have” but as a must-have.In the afternoon, we'll untangle data confusion and overreaction by learning to apply Process Behavior Charts and other concepts from my book Measures of Success.

The blog postThere's a phrase I've been thinking about a lot lately:"You get your say, not always your way."It's a short sentence, but it says a lot. It's about voice, it's about respect, and it's about the kind of culture we're building--especially when we aim for continuous improvement.In The Mistakes That Make Us, I wrote about the characteristics of learning organizations. One of the most important is encouraging people to speak up--not just about mistakes, but also about ideas, concerns, and potential risks.But here's the nuance: Psychological safety doesn't mean consensus. It doesn't mean you'll get your way every time.

Read the blog postSince 2012, I've had the opportunity to visit Japan six times, each trip a deep learning experience–rich with lessons about Lean, Kaizen, leadership, culture, and continuous improvement.This June, I'm heading back for my seventh visit–and what makes this one especially exciting is that it will be my fifth trip focused on Lean in healthcare… and the first that I've helped design from the ground up.It's my first trip in this format, but I was invited to partner up with two amazing individuals who have a great deal of experience in organizing and facilitating such tours — Dave Fitzpatrick, a Canadian who has lived and worked in Japan for a long time, and Reiko Kano, who I know as a translator on my earliest trips — and she's highly experienced with Lean and TPS implementations in healthcare in both the U.S. and Japan.And I want to personally invite you to consider joining us. If not from June 23 to 29, in a later trip. We're also planning on the week of October 23, 2025 along with trips in April and October of 2026.

The blog postNearly 30 years ago, I had my first real encounter with what not to do as a leader. I was working in a General Motors factory where the culture was one of daily disrespect. Leaders--if you could call them that--were quick to belittle, yell, scream (with spittle flying) at employees on the floor. The lesson I learned wasn't the one they thought they were teaching.This behavior wasn't "tough love" or "just how things are done in manufacturing." It was toxic. And it didn't lead to improved results. It didn't drive engagement. It didn't foster continuous improvement. It certainly didn't build trust. At best, that type of leadership creates short-term compliance. At worst, it drives costly mistakes, disengagement, and deep cultural scars.It was management by intimidation--and it failed. Repeatedly.Fast forward to today, and the evidence is no longer just anecdotal. Organizational psychologist Adam Grant recently wrote in The New York Times:"The evidence is clear: Leadership by intimidation and insult is a bad strategy. Belittling people doesn't boost their productivity; it diminishes it. Disrespect doesn't just demotivate. It also disrupts focus, causing costly mistakes [including in operating rooms]."Read the full article (free link)

The blog postBefore I departed for my recent workshop tour of Australia and New Zealand, I knew that I would learn things in the process of teaching and facilitating on my favorite topics. I didn't expect to learn about flying koalas, though!I did expect to learn something when I had the opportunity to meet up for lunch with a friend, former Toyota Australia leader Barry McCarthy. Barry's also the chair of this year's AME International Conference in St. Louis. I first met Barry back in 2018 when I went on a Japan Study trip with Barry and the Honsha Consulting team, and I learned a lot from him on that trip (check out my podcast with him about these topics).Toyota and Psychological Safety–A New BookIn recent years, I've come to believe that Psychological Safety is the oft-unheralded foundation of the Toyota Production System and Lean Management. Former Toyota Kentucky leader Mike Hoseus agrees, as we discussed in this Lean Blog Interviews episode — and as mentioned in the book Toyota Culture, that Mike co-authored with Jeff Liker.I've learned a lot from Barry about Toyota as a “human development company,” as we discussed in his episode.He agrees with me about the direct importance of Psychological Safety at Toyota — and that it's something they intentionally nurture.One new piece of direct evidence of this is a book that was published, in Japanese, back in late 2023. The title can be translated to English as:Two kata that realize psychological safety and speed up work that supports Toyota-style DX: “How to speak” and “How to proceed with work” that resonate with young peopleBarry shared his summary of the book (as translated by him via Google) and I ordered it from Amazon Japan based on his recommendation. When I got home, the book was waiting for me.“DX” is jargon (an abbreviation) for “digital transformation,” something that's increasingly important to Toyota.Back to the title — I suspect that “make work flow better” might be a better translation since we don't normally try to “speed up work” directly through the Lean methodology. Lean is more about reducing and eliminating barriers to flow and not a matter of pressuring people to work faster.The ChatGPT translation of the title says:“Supporting Toyota-Style DX: Two Kata That Achieve Psychological Safety and Speed in Work”“A way of speaking that resonates with young workers” and“A way to move work forward”I've been running pages through ChatGPT as a translation tool. It's incredibly fast. You take a photo of a page (or pages) and out comes the translation. I've been uploading photos in a batch size of “chapter” so ChatGPT can perhaps look at the full context of the chapter instead of only seeing page by page.Before jumping into what Psychological Safety is, the book poses a problem statement:“A diagnostic list for managers–if you mark 3 or more “yes,” you should seriously reconsider your current management style. Examples include:“I've never said ‘thank you' to a team member today.”“I find the word ‘challenge' cringeworthy.”“I haven't talked to anyone outside my own department.”“I tend to suppress my real opinions at work.”I think a good question for leaders is: “Do you remember the last time an employee disagreed with you?” If the answer is “no,” then you have a problem.(1) What is Psychological Safety?“Being able to express honest opinions, candid doubts, and even disagree with others for the sake of organizational or team results–without fear.”— Atsusuke Ishii, 2020, Japanese Management Skills Association

Blog postI'm very excited to announce that my latest book, The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation, has been officially selected as a recipient of the Shingo Publication Award by the Shingo Institute (the home of the Shingo Prize for organizations).

The blog post I'm excited to be presenting this webinar on February 12th at 1 pm ET as part of the KaiNexus Continuous Improvement webinar series: The webinar description: “Are you looking for practical ways to eliminate errors and enhance efficiency in your organization? Join us for “Mistake-Proofing in Action: Real-World Examples Across Industries,” an insightful webinar showcasing how organizations across healthcare, manufacturing, and service sectors have successfully implemented mistake-proofing techniques. Discover innovative solutions that prevent errors before they occur, improve safety and quality, and save valuable time and resources. Through inspiring case studies and actionable takeaways, you'll learn how to adapt these proven approaches to your unique challenges. Don't miss this chance to gain practical tools and insights to drive continuous improvement and operational excellence. Register today and see mistake-proofing in action!” You can also register to win a signed copy of my book, The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation, which has a chapter about preventing mistakes. Mistake-Proofing in Action: Real-World Examples Across IndustriesEnter to Win!

The blog post Last Sunday, in Frankfurt, Germany, I took part in a guided walking tour of the city. Our group included a young professional from Australia in his early 20s. He has taken leave from work to travel, backpacking across Europe. We had an opportunity to chat over lunch and a local “apfelwein” (hard cider). He lamented his frustrations at work. He said, “My boss thinks he is giving clear direction to us. Then we do the work our best way… only to be criticized for not understanding the direction.”

Episode page At its core, Lean is about people–respecting them, empowering them, and ensuring their well-being while driving continuous improvement. Recently, GE Aerospace's Lynn, MA, facility provided an inspiring example of what it means to put these principles into action, even under challenging circumstances. Read more about this and/or watch a video at this link: Keep the Line Moving: GE Aerospace's Lynn Facility Is Using FLIGHT DECK to Put Safety First

Episode blog post A sad but true leadership tale: “Unlike most CEOs who rely on their executive team to keep them informed, [redacted] relies on his team to keep him feeling good about himself. And so whenever somebody would tell him something that he didn't know and make it very clear that he wasn't the smartest person in the room on each and every topic, he generally fired them.”

Read the blog post During Katie Anderson‘s #JapanStudyTrip this past November, a participant shared an observation with me that resonated deeply: “The biggest challenge is our blame culture. It's easier for people to do nothing because they don't get in trouble. But if they make a mistake, they get punished. And our company is successful enough that there's not a compelling reason for top leaders to change the culture.” This isn't a story from the U.S., but the feeling is universal. A workplace culture where individuals are punished for mistakes–especially when those mistakes have systemic causes–is a significant barrier to progress. It's a global challenge, and addressing it requires rethinking how we approach leadership and learning.

Read the blog post: https://www.leanblog.org/2024/11/lost-iphone-japan-taxi-tokyo-kindness-culture/ I'm thrilled to be back in Japan for the first time in five years. Today is the start of Katie Anderson's Japan Study Trip (learn more about joining her in May 2025). It's great to be here for another week of learning and great experiences. Little did I know, I'd kick off the trip by nearly losing my iPhone on the streets of Tokyo–a mistake that ended up teaching me a valuable lesson about Japan's culture of trust. --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

The blog post Just over a week ago, I got back from Katie Anderson's Japan Study Trip. It was amazing! I have so much to write about and share. But first, Facebook reminded me of something from exactly ten years ago–the second time I visited Japan with the Kaizen Institute. I asked 2024 ChatGPT to translate this 2014 news story that's pictured below (with me sitting there and taking notes in the front row of the meeting room). See the English text below the image: --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

The blog post: https://www.leanblog.org/2024/11/surveying-the-lean-global-connection-audience-on-barriers-to-speaking-up/ At yesterday's Lean Global Connection event, I posed a straightforward yet revealing question to the audience: “What keeps you from speaking up at work?” The responses illustrated two of the common barriers. I posed the survey options based on the research of Prof. Ethan Burris, from the University of Texas at Austin, who has found that fear and futility are the top two reasons why people choose to stay quiet. For some, fear stood in the way–the fear of reprisal, being judged, or being seen as a troublemaker. For others, the obstacle wasn't fear but futility–the belief that speaking up wouldn't make a difference. Four people, sadly, said BOTH were barriers. And yet, amidst these challenges, eight people shared that they felt no barriers at all, a testament to the environments they work in. That is the ideal we should all strive for. The survey results line up with the Burris research that shows futility is actually the biggest reason, not fear. --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

Blog post My whole career, I have worked with the Lean methodology (aka the Toyota Production System). I've just really never done much with Six Sigma. I've read about Six Sigma. I took a Green Belt course when I worked at Dell in the late 90s. I've studied and used statistical methods (especially what I learned in my Industrial Engineering studies and at MIT), but I've never done anything I would call Six Sigma in my career. I have respect for Six Sigma as a discipline, just as if I were a chef, I would have respect for pastry chefs. They can co-exist in the kitchen. You might both use whisks, but you have slightly different training to do different things. These roles aren't interchangeable, and neither are Lean and Six Sigma. That's one reason I get riled up about so-called “Lean Sigma” or “Lean Six Sigma.” Most of the “L.A.M.E.” (Lean As Mistakenly Explained) examples that I see on the interwebs come from “Lean Sigma” discussions, especially on LinkedIn. What are the fallacies that are thrown around? They include, but are not limited to: Lean is about the average, Six Sigma is about the variation Lean is about internal processes, Six Sigma is customer-focused Lean is for efficiency; you need Six Sigma for quality (this one is the fault of Mike George and his books, many say) Lean and Six Sigma are just toolboxes, and you use whichever is appropriate for the problem at hand These are all incorrect, as somebody with good Lean training or Lean experience would realize. --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

How Often Does This Happen? Read the blog post It's a story I've heard too many times. An organization spends years, even decades, entrenched in a top-down, command-and-control culture. In this environment, employees are micromanaged, decision-making is reserved for those at the top, and when things go wrong, the finger-pointing begins. “Blame and shame” becomes the norm. Then, someone decides, “We're going to get Lean.” On the surface, this should be great news. Lean offers proven strategies to improve safety, quality, and employee engagement. But here's the catch: the organization doesn't change how it leads. It still clings to the same top-down mentality that has suffocated the workforce for years. What follows might be described as a superficial Lean transformation. It's probably more of a “Lean effort” (or “Lean hope”) than any sort of transformation. --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

I've played around with ChatGPT before (including in a few blog posts), but the advancements in A.I. technologies are pretty breathtaking. Check out the blog post I recently tried out the new “Notebook LM” tool from Google. I uploaded a PDF of my latest book, The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation, and it was able to generate a realistic-sounding podcast episode about the book. It's like an NPR podcast in tone and style. There's a male A.I. host and a female A.I. host bantering about the book as they recap some of the key points and themes. It's not perfect — they pronounce my name wrong in a few different ways — but it's a fascinating experiment in how to take a really long document and summarize it in a consumable way. They definitely didn't say everything exactly the way I would have stated it. However, the podcast seems to perfectly simulate the discussion that two people might have after both reading and enjoying the book. --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

Read the blog post When discussing mistakes, it's common to hear terms like “stupid mistake” or “dumb mistake” thrown around, especially when reflecting on our own errors. However, labeling mistakes in this way is unproductive. In The Mistakes That Make Us, one of the key ideas is that we shouldn't label mistakes as “stupid” or “dumb.” Mistakes are a natural part of the human experience, and even the smartest, most capable people make them. --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

Read the blog post “I am never, ever wrong.” That's a statement that should disqualify an applicant from ANY leadership position.True leadership isn't about projecting infallibility–it's about fostering a culture where mistakes are seen as opportunities for learning and growth.Leaders who claim they're never wrong create an environment where fear of failure stifles innovation, and team members are less likely to speak up or challenge ideas. This is the opposite of what effective leadership requires. --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

The blog post Today, I want to share a section from my book, The Mistakes That Make Us. I'm sharing an excerpt here in this post, and I'm also making it available as a podcast episode using an excerpt from the audiobook version. In this book, I explore how mistakes can actually be one of the best ways we learn and grow—whether it's in business or life in general. The excerpt I'm about to share is from Chapter Three, where I talk about the importance of kindness. Often, we think that being "nice" is enough, but real kindness goes deeper. It's not just about being pleasant or avoiding conflict; it's about helping others—and ourselves—grow and improve through constructive action. In this chapter, I also touch on self-kindness, especially after making mistakes. We tend to be our own harshest critics, but kindness towards ourselves is crucial if we want to learn and move forward. If you find this excerpt helpful, I encourage you to check out the rest of the book, The Mistakes That Make Us (including this free sample offer). It's packed with stories and lessons on how embracing mistakes can lead to greater success. So, let's get into the reading. --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

I've blogged about this before, but I'm going back to the problems at Starbucks again with today's post. Starbucks has a new CEO who is talking about how the coffee shop experience is broken. Many aspects of the Starbucks mobile ordering process are broken. Well, the ordering process is fine... it's the fulfillment process that needs improving. --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

Read the blog post In many organizations, moving away from a culture of punishment when mistakes are made is a significant leap forward. It signals a shift toward understanding, systems thinking, and improvement. But once you've made that change, what's next? Do we need to replace punitive approaches with something better? If so, what? How do you ensure that your new approach leads to meaningful learning and continuous improvement? --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

Read the blog post A friend of mine–with a long history of Lean and Toyota Production System knowledge practice–recently shared a troubling story about a relative who works at a manufacturing plant. I'll call this factory team member “Guy.” Call me cynical, if you must, but I totally believe this story, so I'm sharing it here. And my friend has zero reason to make this up. Guy's factory has a bonus system in place that's supposed to reward employees for hitting key performance targets each month. That might sound like a good idea on the surface, but here's where it gets dysfunctional: If there are any reported injuries, the entire bonus goes unpaid for the month. I've shared this story verbally with a few people, and they always start smirking or chuckling. They know the answer to this question: What could possibly go wrong? --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

Read the blog post I've been writing about learning from mistakes for a long time, including my previous books before my latest, The Mistakes That Make Us. This idea isn't new, but it's essential–especially in fields like healthcare, where the stakes are incredibly high. From Lean Hospitals: “Mistakes are a reality in healthcare, and while we strive to prevent them, it's crucial to create an environment where they are identified quickly, addressed effectively, and used as opportunities for learning and improvement.” From The Executive Guide to Healthcare Kaizen: “Leadership in a Kaizen culture means creating an environment where mistakes are seen as opportunities to learn, not as failures.” --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

Read the full blog post In writing The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation, I wanted to challenge the way we think about mistakes, leadership, and organizational culture. Throughout my career, I've seen firsthand how the traditional responses to mistakes–punishment, fear, and blame–can stifle growth and innovation. The ideas I present in the book are meant to provoke thought and, in some cases, to stir debate. Here in this post, I'd like to share and dig into five of the most controversial quotes and concepts from the book, explaining why they're important and how they can transform the way we work. --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

Read the blog post and more Imagine an NFL team that has been on a decades-long streak of winless seasons. The owner, who has been at the helm for most of that period, always believes that finding the right coach will solve the team's woes. But it doesn't. Every few years (or sometimes more often), the owner blames and fires the coach and hires a new one, but the team continues to lose. In a desperate attempt to turn things around, the owner signs a decent (but inexpensive) free-agent left guard away from the previous Super Bowl champion. This player, hailed for their leadership on and off the field, is expected to be the sole “transformational leader” and bring winning tactics and a winning culture to the struggling team. All. By. Himself. Would you expect that to work? I would not. --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

The blog post Think about the last time you made a major career decision. I'm thinking of one of mine, in particular. Was it about leaving a job for a new one? Changing directions in your career altogether? Was it a debate about which of the job offers you would accept? How easy was that? How long did it take you? In hindsight, some of my career decisions took too long to play out. Afterward, my wife would ask, "Why didn't you do that sooner?" I'm also thinking of a major decision that was in the news today—it's been drawn out over the past few weeks, and it's a more important decision than one I've ever considered. During my career, one of the most helpful concepts I've learned about is "motivational interviewing." See more blog posts about this approach. This approach has roots in addiction counseling, developed by William R. Miller and Stephen Rollnick in the 1980s to help individuals struggling with substance abuse find their own motivations for change. Its principles can be applied far beyond addiction, proving invaluable in leadership and coaching. Lessons from Motivational Interviewing --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

The full blog post This post draws upon and summarizes content in my book, The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation. Senior leaders must prioritize psychological safety and continuous improvement to foster an environment conducive to learning and innovation. Psychological safety is crucial for enabling employees to speak up about mistakes and ideas without fear of punishment. This executive summary outlines key strategies for cultivating psychological safety and leveraging it to drive continuous improvement. “Psychological safety is a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes.” Hear my podcast with Amy on these topics. Prof. Amy Edmondson --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

The full blog post Two data points are not a trend. Two-data-point comparisons can be mathematically correct but practically meaningless. This is true in workplaces and news articles like this one. Multiple two-data-point comparisons (comparing last month to the previous month AND comparing it to the year before) don't paint the full picture the way a simple run chart would. If a hospital's margin is "23% higher" than the year before, is that a difference between 1% and 1.23% or the difference between 10% and 12.3%? Give me more data points. Better yet, create a chart that shows trends (or the lack thereof) over time. Otherwise, we're just celebrating (or bemoaning) every little up and now. 23% sounds like a big change. But that doesn't mean it's statistically meaningful. Was it down 27% the previous month? Possibly. Some metrics simply fluctuate around a stable average. On NPR recently, the hourly news update covered economic indicators, including the truth and data points that say: Gas prices are UP 5 cents from a week ago Gas prices are DOWN 10 cents from a month ago So, gas prices are both going UP and DOWN. It depends on which data point you use as a starting comparison -- and what point you might be trying to prove. What are those two facts "indicators" of?? What's the longer term trend?? --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

The blog post with webinar link As a Throwback Thursday, I'm sharing this webinar that I did back in 2012, as hosted by Karen Martin... On this theme of “The Suggestion Box is Dead,” I thought to prompt ChatGPT to create an image of a burial scene and mournful employees... --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

Episode blog post There's a common misconception about Toyota's “Andon” system, often expressed as: “When a team member pulls the cord, the line stops.” But that's not entirely accurate, as this enlightening Toyota video demonstrates... --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support