In this Lean Blog Audio episode, Mark Graban reflects on an unexpected leadership lesson learned on the pickleball court. As a beginner unlearning decades-old tennis habits, Mark experiences firsthand how execution errors, muscle memory, and self-criticism can quietly undermine learning. A kind instructor and supportive playing partners provide timely feedback—without blame—turning mistakes into moments of growth.
The story becomes a practical metaphor for leadership, psychological safety, and continuous improvement. Mark connects a missed serve, an illegal volley, and other rookie mistakes to familiar workplace dynamics: fear of speaking up, hesitation to give feedback, and cultures that confuse mistakes with incompetence. Drawing on themes from his book The Mistakes That Make Us, he explores the difference between judgment errors and execution errors, why unlearning is often harder than learning, and how leaders set the tone for Kaizen through their reactions.
Whether in sports, healthcare, manufacturing, or office work, improvement depends on environments where people feel safe to surface mistakes, reflect, and adjust—one learning cycle at a time.
In this episode, Mark reflects on a visit he made twenty years ago to the NUMMI plant in Fremont, California — the Toyota-GM joint venture that became legendary in Lean circles. What stayed with him wasn’t flashy tools or so-called Lean perfection, but a series of small, human moments that revealed how Lean actually works as a management system.
Through six short stories — a broken escalator, aluminum foil, an explanatory safety sign, a pull-based gift shop, imperfect 5S, and visible audit boards — Mark explores the deeper principles behind Lean thinking: asking “why” before spending money, respecting people enough to explain decisions, encouraging small frontline ideas, and reinforcing standards through daily leadership behavior. Long before the term was popular, NUMMI demonstrated psychological safety in action.
The episode also contrasts NUMMI’s management system with what came after, when the same building became Tesla’s first factory — underscoring a central lesson: buildings and technology don’t create quality. Culture does. These NUMMI lessons remain just as relevant today for leaders trying to build systems that support learning, accountability, and continuous improvement.
Explore the original NUMMI Tour Tales:
Dwayne “The Rock” Johnson once joked that his incredible physical transformation came from one simple routine: working out six hours a day, every day, for twenty years. In this episode, Mark explores why that line from Central Intelligence mirrors how organizations misunderstand Lean. Many admire the “after” picture of Toyota, ThedaCare, or Franciscan St. Francis Health, but far fewer commit to the steady, everyday habits that make those results possible.
This short reflection looks at the gap between wanting improvement and practicing it, the risks of “instant pudding” thinking, and what real diligence looks like in organizations that sustain progress year after year. Continuous improvement doesn’t require six hours a day—but it does require showing up, consistently, over time.
In this episode, Mark Graban flips roles and becomes the guest—answering five core Lean questions posed by longtime Lean thinker Tim McMahon of the A Lean Journey blog. These questions have been answered by many practitioners over the years, and they cut straight to the purpose, the misconceptions, and the future of Lean.
Mark shares how he first encountered Lean as an industrial engineering student, and how the system came alive when he worked inside the GM Livonia Engine Plant under a NUMMI-trained plant manager. That contrast, and the mentoring from former Toyota and Nissan leaders, shaped his views on what Lean really is: a management system rooted in respect, not a collection of tools.
He discusses the most powerful (and most overlooked) aspects of Lean today, including the central role of psychological safety and why tools fail without the right leadership behaviors. Mark also explores where he sees the biggest opportunity for Lean—particularly in healthcare, where preventable harm, burnout, and broken processes remain stubbornly persistent.
The conversation closes with why these foundational questions still matter. Lean evolves as we learn, and the answers shift as our experiences expand. Mark reflects on how continuous improvement requires an environment where people feel safe to speak up, experiment, and improve their work every day.
If you’re interested in the human side of Lean, how culture and leadership shape results, and where Lean thinking needs to go next, this episode offers a grounded and candid perspective.
In this episode, Mark Graban explores one of the most misunderstood — and most essential — principles of Lean: the commitment to no layoffs due to improvement. Drawing from his work with Johnson & Johnson’s ValuMetrix Services team and stories from Lean Hospitals, Mark explains why Lean cannot thrive in a culture of fear and why protecting people’s livelihoods is foundational to psychological safety.
Through examples from ThedaCare, Silver Cross, Avera McKennan, NorthBay Healthcare, and more, Mark illustrates how a visible “no layoffs” pledge builds trust, accelerates improvement, and strengthens both culture and performance. He also addresses the common misconception that Lean equals cost-cutting, emphasizing instead how freed-up capacity can be reinvested into better care, better service, and better access.
Whether you work in healthcare, manufacturing, tech, or any industry undergoing change, this episode offers a clear lesson:
When leaders protect people, people protect the organization — through creativity, engagement, and continuous improvement.
Perfect for listeners interested in Lean management, psychological safety, culture change, and leadership practices that sustain improvement without sacrificing people.
In this episode, Mark Graban explores why so many organizational change efforts stall—not because people are resistant, but because leaders rely on telling instead of asking. Drawing from his recent Lean Blog article, Mark introduces five Motivational Interviewing questions that shift conversations from compliance to genuine commitment.
He explains how MI, a framework rooted in empathy and autonomy, helps leaders uncover intrinsic motivation, build psychological safety, and coach more effectively. Mark also shares a personal example of self-coaching through these same questions, illustrating how they move us from guilt to growth.
Listeners will learn how to use these questions in team huddles, one-on-ones, and moments of cultural transformation — and why respectful curiosity often outperforms pressure in sustaining continuous improvement.
If you’ve ever struggled to “get people on board,” this episode offers a practical, human-centered alternative.
This episode looks at how GE Aerospace CEO Larry Culp grounds Lean leadership in two fundamentals: safety and respect for people. Drawing on his recent appearance on the Gray Matter podcast, we explore how Culp applies the core habits of the Toyota Production System—not as slogans, but as daily practice.
Culp traces his Lean development back to Danaher, where he learned kaizen directly from consultants trained by Toyota’s Shingijutsu pioneers. That early exposure shaped his belief that improvement is a behavior, not a program. He still invites those same advisers, including Yukio Katahira, onto GE Aerospace’s shop floors—reinforcing that the real expertise lives with the people doing the work.
He describes how he “kaizens himself” after board meetings and plant visits, using the same PDSA cycle expected throughout the organization. His message is blunt: Lean fails when leaders try to drive improvement from conference rooms instead of going to the work.
The conversation also highlights GE’s SQDC focus—Safety and Quality before Delivery and Cost—and why Culp begins every leadership meeting with a safety moment. Given that three billion passengers fly each year on GE-powered aircraft, he frames safety as a responsibility, not a dashboard metric.
Culp’s turnaround work emphasizes cultural change as much as operational results. He’s pushing GE from a finger-pointing culture toward a problem-solving culture, where issues are surfaced early and treated without blame. Psychological safety is essential to that shift.
The throughline is simple and consistent: continuous improvement requires humble leadership, curiosity at every level, and a commitment to getting closer to the work. Culp’s approach is a reminder that Lean endures not because of its tools, but because of the behaviors it cultivates.
In this episode of Lean Blog Audio, Mark Graban reads and reflects on his post “Fred Noe of Jim Beam: Leadership Lessons on Mistakes, Innovation, and Long-Term Thinking.”
What can a seventh-generation master distiller teach us about leadership, experimentation, and learning from mistakes? Quite a lot, as it turns out. Drawing on two in-person encounters with Fred Noe—at the Jim Beam Distillery in Clermont, Kentucky, and at a Bourbon Society event—Mark shares timeless lessons from a leader who practices Lean principles without ever using the jargon.
Fred’s stories about 4,000-gallon “small batch” experiments, revisiting brown rice Bourbon years later, and guiding his son Freddie through failed blends show how humility, patience, and long-term vision create both great whiskey and great organizations.
🎧 In this episode, you’ll hear insights on:
How to design systems for learning, not perfection
Why small-scale experiments fuel large-scale innovation
How psychological safety allows teams to take smart risks
Why Suntory’s decade-long mindset echoes Toyota’s long-term philosophy
How legacy leadership means passing on curiosity, not certainty
Whether you’re leading a distillery, a hospital, or a startup, Fred Noe’s approach reminds us that the best results come from respecting the process—and the people—behind it.
Hashtags:
#Leadership #LeanThinking #Innovation #Mistakes #PsychologicalSafety #ContinuousImprovement #Bourbon #JimBeam #Suntory #LearningCulture
In this episode of the Lean Blog Audio podcast, Mark Graban reads and reflects on one of his classic posts: “The Biggest Lean Six Sigma Myth: ‘Lean Is Just About Speed.’”
Far too often, consultants and trainers claim that “Lean is for speed” while “Six Sigma is for quality.” Mark calls out this false dichotomy and explains why both Lean and Six Sigma—when properly understood—aim to improve quality, flow, safety, cost, and morale together.
Drawing on his own experience in manufacturing and healthcare, Mark reminds listeners what Toyota has always taught: quality and productivity go hand in hand. If someone tells you Lean is about “making bad stuff faster,” that’s your cue to run the other way.
🎧 Listen to learn:
Why the “Lean = speed” narrative misrepresents Toyota’s intent
How “quality at the source” and “flow” reinforce one another
Why misunderstanding Lean leads to failed transformations
How to correct common Lean Six Sigma misconceptions
Lean is not about efficiency alone—it’s about building systems where people, quality, and improvement are inseparable.
Hashtags:
#Lean #SixSigma #ToyotaProductionSystem #ContinuousImprovement #QualityAtTheSource #PsychologicalSafety #LeanThinking
In this episode of Lean Blog Audio, Mark Graban reads his reflection, “I’m Still Dreaming About My Meal at Sukiyabashi Jiro’s Sushi in Tokyo.”
Join Mark as he shares a rare dining experience at the legendary Sukiyabashi Jiro — the Michelin-starred Tokyo restaurant made famous by Jiro Dreams of Sushi. Beyond the extraordinary craftsmanship and taste, Mark explores what this meal revealed about efficiency, flow, and the subtle trade-offs between speed and hospitality.
Was the meal a marvel of Lean precision, or a reminder that even the best systems can become too efficient for the human experience?
This thoughtful story connects sushi-making to leadership, quality, and the meaning of service in any industry — from restaurants to hospitals to manufacturing floors.
Listen for insights on:
The difference between cycle time and takt time — and how it shapes customer experience
Why optimizing for efficiency can unintentionally reduce satisfaction
The balance between process excellence and personal connection
What Jiro’s disciplined craftsmanship can teach us about Lean thinking
In this Lean Blog Audio episode, Mark Graban explores two silent killers of improvement—fear and futility—and how leaders can dismantle both to unleash the full potential of their teams.
Drawing from his book Lean Hospitals and more recent research by organizational psychologist Ethan Burris, Mark explains how fear (“What will happen if I speak up?”) and futility (“Why bother? Nothing will change.”) combine to silence ideas, suppress learning, and stall continuous improvement.
Through real-world healthcare examples—including Virginia Mason Medical Center’s Patient Safety Alert system and Allina Health’s Kaizen program—Mark shows what it looks like when organizations replace fear with trust and futility with action. The results? More engagement, faster problem-solving, and safer care for patients.
Key themes include:
Why “Respect for People” must go beyond posters and become daily practice
How psychological safety grows when leaders respond with curiosity, not criticism
The link between timely follow-up on staff ideas and sustained Kaizen participation
How Lean thinking offers practical antidotes to fear and futility
This episode is a reflection on what’s still holding many organizations back—and how leaders can make it safe and worthwhile for people to speak up, share ideas, and improve the systems around them.
Listen and ask yourself:
What invisible barriers might be silencing improvement in your workplace?
In this episode of the Lean Blog Audio podcast, Mark Graban shares a story that perfectly captures the human side of Lean leadership—how a CEO’s shaved head became a powerful symbol of trust, empowerment, and respect for people.
At IU Health Goshen Hospital, Lean wasn’t just a set of tools; it was a cultural transformation. Starting in 1998, their staff-driven improvement program generated over $30 million in savings by 2012. But one moment in 2009 stood out: CEO James Dague’s promise to shave his head if employees could achieve $3.5 million in improvement savings. They didn’t just hit the goal—they doubled it.
That public act of humility wasn’t about theatrics. It represented a deep cultural shift where improvement was owned by staff, not dictated from above. For more than 17 years, Goshen avoided layoffs, reinforcing psychological safety and building a workforce that trusted leadership enough to take risks, speak up, and continuously improve.
Mark reflects on what organizations everywhere can learn from Goshen’s story:
How leadership visibility builds credibility
Why psychological safety drives real innovation
And how celebrating small wins every day sustains a culture of improvement
Lean isn’t about tools—it’s about people. And sometimes, it’s about hair.
Listen and reflect on what your leaders might do to show their true commitment to continuous improvement.
Halloween might be about ghosts, zombies, and monsters -- but those same creatures sometimes show up in our organizations all year long. They lurk in old processes, mindless routines, and fear-based management habits. Here's how to spot the spooky stuff in your systems -- and how Lean thinking helps us drive the fear out of improvement.
Halloween monsters are fun when they stay in movies. They're less fun when they show up in your workplace.
Too many organizations treat Leader Standard Work (LSW) as a scheduling tool — a calendar filled with Gemba walks, meetings, and routines. But Lean leadership isn’t about how you plan your time — it’s about how you show up.
In this episode, Mark reads and reflects on his LeanBlog.org article, “Leader Standard Work Is About Behavior, Not Just Your Calendar.” He explores what it means to make leadership a daily practice of intentional behaviors — listening, asking, thanking, reflecting — instead of just checking boxes.
You’ll hear about:
Why a color-coded schedule doesn’t make someone a Lean leader
How mindset and presence define real Leader Standard Work
A behavior-based checklist for leaders to use as daily reflection
The connection between psychological safety and consistent leadership habits
Read the full post: leanblog.org/2025/10/leader-standard-work-is-about-behavior-not-just-your-calendar
Learn more about Mark’s work, books, and speaking: MarkGraban.com
#LeanLeadership #LeaderStandardWork #LeanCulture #PsychologicalSafety #ContinuousImprovement
In this episode, I revisit a classic post—Coaching vs. Berating: Lessons from Football for Better Leadership.
With Brian Kelly recently fired as LSU’s head coach, it’s worth contrasting his sideline outbursts with the calmer, teaching-oriented approach of Northwestern’s Pat Fitzgerald. Years ago, Kelly’s tirades at Notre Dame raised questions about what real coaching looks like—and those questions still matter today. Whether it’s football or the workplace, leaders who coach build confidence and learning; those who berate only create fear.
In this solo episode, I explore the contrast between two powerful management cycles — PDCA (Plan, Do, Check, Act) and its dysfunctional cousin, PDCYA (Plan, Do, Cover Your A**).
Dr. W. Edwards Deming’s PDCA framework was meant to bring the scientific method into management — to help teams learn, experiment, and improve. But in too many organizations, fear and blame have quietly replaced learning and accountability. That’s when PDCYA takes over.
I share examples from healthcare and beyond that show how psychological safety, not heroics or perfection, determines whether PDCA thrives or dies. Leaders who react to mistakes with curiosity instead of punishment create systems that learn. Those who don’t end up with teams who stay silent and stuck.
If your organization seems to be running on PDCYA, this episode offers a way back — one safer question, one better response, and one small cycle of learning at a time.
📘 Related reading: The Mistakes That Make Us
#Lean #Leadership #PsychologicalSafety #ContinuousImprovement #Deming #PDCA #LearningCulture
In this audio edition of the Lean Blog, Mark Graban revisits a 2014 case study co-authored with Gregory Clancy about Allina Health’s early Kaizen journey. What began as four pilot units became a model for engaging everyone in improvement—from nurses to leaders. Mark reflects on concrete examples that still resonate today: reducing wasted motion, improving safety, and building psychological safety so staff feel safe to speak up with ideas.
Ten years later, the lessons endure: small ideas create big impact, leaders must coach not control, and improvement thrives only where people feel respected and safe to experiment.
Learn how Allina’s story connects to enduring principles from Healthcare Kaizen and The Executive Guide to Healthcare Kaizen, and how psychological safety remains the foundation for continuous improvement in healthcare today.
In this episode of Lean Blog Audio, Mark Graban reads and expands on his article, Leader Standard Work Is About Behavior, Not Just Your Calendar.
Too many organizations treat “Leader Standard Work” (LSW) as a scheduling exercise—a calendar full of gemba walks, huddles, and recurring meetings. But true Lean leadership isn’t about where you go or how often you show up—it’s about how you show up.
Mark explores the deeper intent behind LSW: to make leadership behavior intentional, consistent, and aligned with the principles of respect for people and continuous improvement. He contrasts superficial routines with authentic engagement, drawing on a real complaint from a hospital employee who saw a painful disconnect between a CEO’s Lean rhetoric and their daily behavior.
The episode also introduces Mark’s Behavior-Based Leader Standard Work Checklist—ten daily reflection questions to help leaders practice curiosity, humility, and genuine respect, from “Did I listen without interrupting?” to “Did I follow up on yesterday’s concern?”
Whether you’re a frontline supervisor or a CEO, this reflection-driven view of LSW will challenge you to think less about your calendar and more about your conduct.
Lean leadership isn’t a set of appointments—it’s a set of habits.
Listen now and consider: what does your behavior say about the kind of culture you’re building?
In this episode of Lean Blog Audio, Mark Graban reads and reflects on his recent article, From Know-It-All to Learn-It-All: Leadership Lessons from Mistakes.
Drawing from themes in his Shingo Award–winning book The Mistakes That Make Us and interviews with leaders Phillip Cantrell and Damon Lembi on My Favorite Mistake, Mark explores the transformative shift from being a leader who must always be right to one who is willing to learn.
You’ll hear stories of humility in action—from Cantrell’s reinvention of Benchmark Realty after the housing collapse to Lembi’s recovery from near-bankruptcy during the dot-com bust. Both leaders learned that progress doesn’t come from certainty, but from curiosity, reflection, and the courage to say, “I might be wrong.”
Mark also connects these lessons to healthcare leader Dr. John Toussaint’s evolution from “all-knowing” executive to facilitator and coach—showing how psychological safety, experimentation, and evidence-based learning drive true continuous improvement.
If you’ve ever felt pressure to have all the answers, this episode is a reminder that the best leaders aren’t know-it-alls—they’re learn-it-alls.
Listen, reflect, and consider: how might humility strengthen your own leadership practice?
In this episode, Mark Graban shares a small but revealing story from a local post office — and what it teaches us about bad metrics and broken systems. When a clerk tapped the “green smiley face” on a customer feedback device for the customer, it raised an important question: was this about genuine service, or just gaming the system?
Mark explains why the issue isn’t the clerk, but the system around him — a system that encourages scoring over substance, compliance over improvement. Drawing on Lean thinking and Deming’s philosophy, he explores how poorly designed metrics push people to protect themselves instead of serving customers.
You’ll hear why:
Metrics without context mislead more than they inform
People naturally adapt to meet incentives, even if it means gaming the numbers
Most performance is a function of the system, not individual effort
If you’ve ever wondered why “customer satisfaction scores” or other simplistic measures don’t always match reality, this episode will resonate. Leaders everywhere — in healthcare, government, and business — need to ask not “why did they do that?” but “what about the system made that behavior the best option?”
Because when we fix the system, we don’t need people to game it.