Lean Blog Interviews - Healthcare, Manufacturing, Business, and Leadership

In this bonus episode of Lean Blog Interviews, host Mark Graban is joined by Geoff Neiley (chair) and Andrew Wagner (co-chair) of the Lean Product & Process Development Exchange (LPPDE). The 2025 North America Conference will be held October 27–30 in Milwaukee, bringing together Lean practitioners, leaders, and innovators to share insights on reducing waste in product development, improving collaboration, and accelerating learning cycles. Geoff and Andy share their Lean journeys, the history of LPPDE, and what attendees can expect this year. From keynote speakers to interactive sessions, they highlight why LPPDE continues to be a hub for cross-industry learning and continuous improvement. Episode Highlights What is LPPDE, and why was it founded in 2008? How Lean principles apply to product and process development The role of community and peer learning in driving improvement Geoff and Andy’s personal reflections on attending and leading LPPDE What’s in store for the Milwaukee 2025 conference 👉 Special offer: Use code LEANBLOG for 20% off registration https://lppde.org/event/lppde-north-america-2025-milwaukee/  Links & Resources 🎟️ Register for LPPDE 2025 – Use discount code LEANBLOG 🌐 Jim Morgan on Lean Product Development] About LPPDE The Lean Product & Process Development Exchange (LPPDE) is a nonprofit organization dedicated to advancing Lean thinking in product development. Since 2008, LPPDE has hosted global conferences to connect practitioners and share practical, real-world lessons.

Episode blog post with video, transcript, and more My guest for Episode #535 of the Lean Blog Interviews Podcast is Gregg Stocker, a seasoned Lean practitioner, consultant, and author. Over the past 30+ years, Gregg has worked across industries, including oil and gas, energy services, manufacturing, and construction, guiding both independent operators and major corporations on their Lean journeys. He is the author of Profitable at Any Price: Lean Thinking for Safer, Cheaper, and More Responsible Oil and Gas Production and is revising his earlier book Avoiding the Corporate Death Spiral. In this conversation, Gregg shares his Lean origin story, which began with exposure to Dr. W. Edwards Deming's teachings in college and later expanded through hands-on work with Toyota. We discuss the importance of daily Kaizen, the influence of Deming's philosophy of profound knowledge, and why psychological safety and systems thinking are essential to effective Lean leadership. Gregg also reflects on his experiences helping organizations in high-risk industries such as oil and gas. He explains how Lean thinking can simultaneously drive improvements in safety, cost, and reliability -- showing that these are not trade-offs, but outcomes of a stronger system. Listeners will hear stories of transformation, lessons from Toyota, and practical insights on structured problem-solving, leadership behaviors, and building a culture where people feel safe speaking up. Whether you work in energy, healthcare, manufacturing, or any other sector, Gregg's insights are broadly applicable. This episode is a reminder that Lean isn't just about tools -- it's about leadership, systems thinking, and creating conditions for continuous improvement. Questions, Notes, and Highlights: How did you first get introduced to Lean and Deming? What did you learn from Toyota about shifting from TQM to daily Kaizen? How did senior leaders in your early company become engaged in Lean? What were your experiences attending Dr. Deming's four-day seminars? Which of Deming's principles do you wish leaders better understood today? How do systems thinking and psychology apply in high-risk industries like oil and gas? What are some Lean approaches to improving both safety and performance? What's the origin story behind your book Profitable at Any Price? How do oil and gas companies typically react to fluctuating prices, and how does Lean help? How has Lean adoption in oil and gas evolved over the past 15 years? When starting a Lean transformation, what should leaders do -- and avoid? How do you define better problem solving, beyond just tools and structure? What leadership behaviors help create psychological safety and encourage people to speak up? Can you tell us about your upcoming books and where your writing is headed next? This podcast is part of the #LeanCommunicators network. 

My guest for Episode #534 of the Lean Blog Interviews Podcast is Dale Lucht, co-author of the new book Don't Repeat Our Mistakes: Nine Lessons for Leaders Championing Cultural Transformations. Episode page with video, transcript, and more Dale has led Lean transformations in manufacturing, healthcare, and financial services, and he brings decades of leadership experience shaped by mentors such as George Koenigsaecker and the Shingijutsu consultants. In our conversation, Dale reflects on what it takes for a senior leader to go beyond being a "sponsor" of Lean to becoming a true champion. He shares stories of learning by doing, coaching from mentors, and mistakes that became turning points. We talk about leadership habits such as visibility, simplicity, curiosity, and the shift from solving problems yourself to developing others as problem solvers. Dale also discusses how to sustain progress and avoid the common plateau many organizations hit after a few years of Lean practice. Dale and his co-authors, Peter Barnett and Morgan Jones, wrote Don't Repeat Our Mistakes not just to highlight what works, but also to candidly share lessons learned when things didn't go as planned. With proceeds from the book supporting the Michael J. Fox Foundation, it's both a professional guide and a personal legacy project. Whether you're a senior executive, a Lean coach, or someone working to influence leadership in your organization, this episode o Questions, Notes, and Highlights: Early Career & Lean Origins What's your Lean origin story, and how did you get started? What was it like learning from George Koenigsaecker and Shingijutsu? Can you share an example of the "homework" they gave you as a plant GM? How did those early lessons shape your leadership approach? Leadership Lessons & Mistakes What mistakes or challenges did you experience that led to learning? Why do so many organizations plateau after a few years of Lean? What distinguishes improvement from true transformation? How can leaders practice self-coaching before coaching others? What shifts do leaders need to make--from solving problems themselves to coaching others? Why is curiosity such an essential leadership habit? Cross-Industry Experience How did your transition from manufacturing into healthcare come about? Did you see the same progression from tools to leadership change in healthcare? How did you approach leading change in financial services? The Book: Don't Repeat Our Mistakes What did you and your co-authors hope to capture in Don't Repeat Our Mistakes? How did the title and focus on mistakes come about? Were the leaders you interviewed open to sharing their own mistakes? Practical Advice for Leaders How can someone move from being a Lean sponsor to being a true champion? How should leaders pick which habits or lessons to focus on first? What advice do you have for influencing senior leaders when coaching "up" isn't invited? How do organizations prevent backsliding when leadership changes? This podcast is part of the #LeanCommunicators network. 

In this bonus episode of Lean Blog Interviews, Mark Graban is joined by William Harvey, AME 2025 Workshop Chair (and 2026 Conference Chair), to preview the AME Annual Conference coming up in St. Louis, October 6–9, 2025. Topics We Discuss ✅ Why AME is for all continuous improvement leaders—not just manufacturing ✅ The 2025 conference theme: Gateway to the Future – AI and Beyond ✅ How AME is blending AI and people integration into learning and networking ✅ Four key workshop tracks, including coaching, TWI, AI, and process excellence ✅ Mark’s own Deming Red Bead Game & Process Behavior Charts workshop Whether you’re in healthcare, services, or manufacturing, AME offers a unique chance to learn from practitioners, connect with peers, and gain new insights into operational and leadership excellence. 🔗 Links & Resources Conference details Workshop registration Special discount code for Lean Blog listeners: NP-MARKG25 We hope to see you in St. Louis!

My guest for Episode #533 of the Lean Blog Interviews Podcast is Cheryl Jekiel, founder of the Lean Leadership Center and a longtime advocate for aligning continuous improvement with people-centered leadership. Episode page with video, transcript, and more Cheryl is the author of Lean Human Resources, and her latest book, Let Go to Lead: Six Habits for Happier, More Independent Teams (with Less Stress and More Time for Yourself), offers a practical and deeply human approach to modern leadership. With a background in HR and operations, Cheryl has spent decades helping organizations shift from hierarchical control to empowering, team-driven excellence. In this episode, Cheryl shares her "Lean origin story," which began with a broken-down Ford and a transformative experience at Sweetheart Cup, where she witnessed firsthand how Lean thinking and redefined leadership roles could enhance both performance and the quality of work life. We discuss the importance of clarity in leadership--why vague directives like "take ownership" or "be proactive" often fail without behavioral specificity--and how shifting from being the problem-solver to being the coach can help leaders reduce stress and build truly independent teams. Cheryl also highlights how many organizations discuss empowerment but lack the necessary structures or shared understanding to actually enable it. "We keep saying 'empower people,' but most organizations haven't defined what that actually means." We also explore topics like vulnerability in leadership, the power of peer support communities, and how concepts like motivational interviewing--borrowed from healthcare and addiction counseling--can help leaders foster meaningful behavior change. Cheryl makes a compelling case for leadership as a practiced skill, not a fixed trait, and she encourages organizations to treat leadership development as an ongoing discipline. Whether you're an executive, HR leader, or improvement coach, this conversation offers actionable insight into how leaders can truly "let go to lead." Questions, Notes, and Highlights: What's your Lean origin story, and how did it shape your thinking? How did your early experience at Sweetheart Cup influence your views on leadership and improvement? Did you start your career in HR, or was that a later shift? What led you to write Lean Human Resources and later start the Lean Leadership Center? What was the inspiration for your new book, Let Go to Lead? Are the six habits in your book rooted in traditional Lean leadership concepts, or do they expand on them? Why is clarity such a critical leadership skill, and why do so many leaders struggle with it? How do vague directives like "be proactive" or "take ownership" get in the way of effective leadership? What role does psychological safety play in helping teams ask clarifying questions? What's one of the habits you've found most overlooked or undervalued by leaders? Why is community and peer support so essential to leadership development? How do you help leaders embrace vulnerability in a culture that doesn't always reward it? What's the role of ongoing practice in leadership development, and why isn't it emphasized more? How does motivational interviewing relate to Lean leadership and coaching? How can leaders avoid the trap of trying to be "right" rather than being helpful? Why is "meeting people where they are" such a vital leadership practice? What advice would you give to leaders who want to let go of control without abdicating responsibility? What's the connection between letting go and reducing stress for leaders? Is there anything else you'd like to share about your book or your work? This podcast is part of the #LeanCommunicators network. 

My guest for Episode #532 of the Lean Blog Interviews Podcast is Anne Frewin, a seasoned Lean leader with over 12 years of improvement experience in healthcare, laboratories, and manufacturing. Updated with the correct audio Episode page with video, transcript, and more Anne's background in finance and healthcare administration provided her with a unique entry point into Lean -- first supporting improvement efforts through data, and then stepping fully into the role of change agent. She shares the story of how a persistent mentor who always asked "why" helped her shift from just reporting metrics to developing problem-solving thinking and leading transformation efforts herself. In this conversation, Anne and I explore how Lean principles, such as respect for people, effective idea systems, and a problem-solving culture, manifest in real-world settings. She explains why she prioritizes coaching people to become relentless problem solvers and how systems like visual management and simple idea boards, when supported with good questions, can lead to safer, more efficient work. We also discuss how Lean applies differently (but effectively) across industries, the balance between improvement and documentation, and how to avoid siloed thinking when solving cross-functional challenges--especially in healthcare. "A strong idea system is the first real show of respect for people--it tells the frontline we value their insight and want them to own the solution." Anne also shares her perspective on Lean, Six Sigma, and Lean Six Sigma, offering a practical framework for how these approaches can coexist while serving different purposes. Throughout the episode, we reflect on systems thinking, psychological safety, and the importance of learning through experimentation. Whether you're in healthcare, manufacturing, or any people-centric industry, Anne's passion for leadership development and continuous improvement offers valuable insights. Questions, Notes, and Highlights: How did you first get exposed to Lean, and why did it resonate with you? Looking back, did your mentor's persistent "why" questions help develop your thinking more than if he had been directive? How would you explain the concept of a Lean operating system to an executive unfamiliar with it? What's the difference between "respecting people" and "respect for people" in your view? Can you share an example of an effective idea system that truly engages frontline staff? How do you balance employee-generated ideas with the need for leadership support and coaching? What's your approach to helping people decide whether to use a rapid improvement event, an A3, or a PDSA cycle? What are the three questions you use to evaluate whether an idea is safe to try? How do you coach teams to iterate and learn from problems when working across functional silos? Can you share a healthcare example where process mapping revealed hidden breakdowns or assumptions? How do you handle improvement suggestions that require significant changes, like IT systems or facility layout? How do you view the relationship between safety, quality, delivery, and financial performance? What's your perspective on Lean vs. Six Sigma vs. Lean Six Sigma, based on your experience? How do you see variation reduction as part of Lean, not just Six Sigma? What was it like moving from healthcare into manufacturing? What was surprisingly transferable? Did you encounter documentation or quality systems in manufacturing that got in the way of improvement? How do you deal with the extremes--either lack of standardization or over-control through documentation? What reflections do you have about the human side of improvement--what helps people succeed in these systems? This podcast is part of the #LeanCommunicators network. 

In this bonus episode of Lean Blog Interviews, host Mark Graban welcomes back Patrick Adams, founder of the Lean Solutions team and author of Avoiding the Continuous Appearance Trap—a Shingo Publication Award-winning book. Patrick joins the show to preview the 2025 Lean Solutions Summit, taking place September 23–25 in Detroit, Michigan, at the Westin Detroit Airport. This year’s theme—“Catalysts of Tomorrow: Shaping Future Leaders”—focuses on equipping the next generation of Lean and continuous improvement professionals with the mindset, tools, and leadership capabilities needed to thrive. The summit will feature high-impact keynote presentations, hands-on workshops, and an all-new Executive Track designed specifically for senior leaders. Patrick and Mark discuss the keynotes from Lean legends and storytellers including Mike Rother, Tom Root of Zingerman’s, Stefan Thurner, and more. Other familiar faces in the Lean community—like Katie Anderson, Billy Taylor, and Tilo Schwarz—will return to lead breakout sessions and support the event’s popular Lean Excellence World Championship. This hands-on competition not only builds problem-solving skills but also supports a local Detroit nonprofit through real impact. Whether you're a seasoned leader or a student just beginning your Lean journey, the 2025 Lean Solutions Summit promises inspiration, actionable insights, and meaningful connections. 🌐 Learn more & register: findleansolutions.com/lean-solutions-summit

In this bonus episode of Lean Blog Interviews, host Mark Graban talks with Jared Thatcher, founder of the Global Lean Summit, to preview the upcoming event taking place September 23–25, 2025 in Bloomington, Indiana. Jared shares the Summit’s origin story—from a virtual event launched during COVID lockdowns to a high-impact in-person gathering that brings together Lean leaders, practitioners, and learners from a wide range of industries. This year’s Summit includes: ✅ A site visit and training day at Toyota Material Handling ✅ A new healthcare track, co-hosted with Indiana University’s medical school ✅ A foundational Kaizen facilitation workshop for hands-on learning ✅ Free in-person access for university students ✅ A 30-60-90 day virtual follow-up to help participants apply what they learned Notable speakers include Phil Wickler (GE Aerospace), Sam McPherson, Mohamed Saleh, Nick Katko, Hide Oba, and Mark Graban, among others. Whether you’re just starting your Lean journey or looking to deepen your capabilities, the Global Lean Summit is designed to foster meaningful connections, practical learning, and sustained improvement. 🌐 Learn more and register at GlobalLeanSummit.com 💡 Subscribe & catch new episodes at LeanCast.org

My guest for Episode #531 of the Lean Blog Interviews Podcast is Dr. Melisa Buie, a seasoned operations and engineering leader with decades of experience in high-tech manufacturing. Episode page with video, transcript, and more Melisa has held senior roles at companies like Lam Research, Applied Materials, and Coherent, where she led large-scale Lean transformations and helped drive cultural change across global operations. With a PhD in nuclear engineering and plasma physics, Melisa brings a rare combination of technical depth and people-centered leadership to her work. In this episode, we explore Melisa’s Lean journey — from her early days in Six Sigma to becoming a global Lean leader at Coherent. She shares how her perspective shifted from project-based improvement to empowering teams with daily problem-solving skills. Melisa discusses the critical role of psychological safety in building a continuous improvement culture, and how giving people "permission to improve" must be backed by leadership behavior and support. We also touch on the challenges of applying Lean principles in complex, low-volume/high-mix manufacturing environments and why principles still matter more than tools. We also discuss Melisa’s book Problem Solving for New Engineers, written to bridge the gap between academic preparation and the real-world challenges engineers face in industry. She previews her upcoming book, Faceplant: Free Yourself from Failure’s Funk, which tackles the emotional side of failure and how we can grow through it. Whether you're a Lean leader, a coach, or an engineer just starting out, this episode is packed with valuable insights on leadership, learning, and making improvement accessible for everyone. Questions, Notes, and Highlights: How did you first get involved with Lean or Six Sigma? Which books influenced you early in your Lean journey? How did your company shift from project-based Six Sigma to a Lean culture? Where did the push for culture change come from—top-down or grassroots? What role did you play in leading Lean at Coherent? What does it mean to “give people permission to improve,” and why is that necessary? How do leaders create psychological safety to support continuous improvement? How did your background in nuclear engineering and plasma physics lead to a career in semiconductors and lasers? How do Lean principles apply in low-volume, high-mix environments? What inspired you to write Problem Solving for New Engineers? How does the book help bridge the gap between university labs and industry problem solving? Why is experimentation and scientific thinking often missing in workplace culture? How do you explain the value of iterative cycles like PDSA to new engineers? What is design of experiments (DOE), and how does it improve problem solving? When is it helpful to let people run experiments with predictable outcomes? How did your second book, Faceplant: Free Yourself from Failure’s Funk, come about? Why do people fear failure in personal life but accept it in professional settings? How can we reframe failure as a learning opportunity rather than something to avoid? How do you personally deal with failure and setbacks, like learning a foreign language? This podcast is part of the #LeanCommunicators network. 

My guest for Episode #530 of the Lean Blog Interviews Podcast is Ken Segel, Co-Founder and Chief Relationship Officer at Value Capture. Episode page with video and more With over two decades of experience in healthcare improvement, Ken has been instrumental in guiding Value Capture's mission: helping healthcare organizations pursue habitual excellence by applying principles of safety, transparency, and systems thinking. In this episode, Ken shares lessons drawn from his unique and non-traditional journey--from public policy work in Washington, D.C. to transformative partnerships with industry icon Paul O'Neill and the Pittsburgh Regional Health Initiative. Ken and I explore why world-class safety, quality, and financial performance can and must co-exist, and how starting with safety unlocks powerful learning across any organization. He reflects on how Paul O'Neill inspired leaders to set seemingly audacious goals like "zero harm"--not to punish failure, but to align people around shared purpose and continuous improvement. We also discuss the importance of creating a comprehensive operating system, one that fully integrates work systems, management systems, and improvement systems--not just Lean tools or events in isolation. Listeners will learn why Ken believes deeply in the Shingo Principles, and why Value Capture remains the only Shingo Affiliate firm dedicated exclusively to healthcare. He also talks about the recent leadership transition at Value Capture, passing the CEO baton to longtime colleague Shanna Padgett. Whether you're a Lean healthcare leader or someone passionate about values-based leadership, this conversation offers rich insights into guiding with purpose, learning from failure, and building systems that support excellence for all. Ken previously appeared on My Favorite Mistake (Episode 147), where he shared a powerful story about early-career lessons in leadership and systems thinking that helped shape his path into healthcare improvement. Questions, Notes, and Highlights: Can you share your Lean origin story? (How did your unconventional path lead you into this work?) What was it like working with Paul O'Neill, and how did he influence your thinking? What was the vision and impact of the Pittsburgh Regional Health Initiative? Why was setting a goal of zero harm so controversial--and so powerful? How did leaders like Dr. Richard Shannon apply these principles to dramatically improve patient safety? Where do you see progress--and continued challenges--around transparency and safety sharing in healthcare? Why is safety such an effective entry point for broader transformation? How do you define a "comprehensive operating system" in a healthcare context? What's the difference between a management system and a full operating system? How can the Shingo principles support healthcare organizations on their improvement journey? What does it mean for Value Capture to be a Shingo Affiliate focused solely on healthcare? What advice would you give to a health system leader who thinks they already have a Lean system in place? Can you share the recent leadership transition news at Value Capture? This podcast is part of the #LeanCommunicators network. 

My guest for Episode #529 of the Lean Blog Interviews Podcast is Scott Gauvin, CEO of Macresco and co-creator of the Respect for People Roadmap. Episode page with video, transcript, and more With 30 years of experience leading operational transformations across sectors including biotech, pharma, agriculture, and manufacturing, Scott brings both a systems mindset and a people-first philosophy to his work. His journey into Lean began with frustration over leadership that blamed people rather than fixing systems—sparking a personal quest to better integrate continuous improvement with what he calls the “practice” of respect for people. In this episode, Scott shares the evolution of his thinking and how it culminated in the Respect for People Roadmap, a structured learning experience designed to operationalize cultural change through nine actionable behaviors. We explore the difference between “respecting people” as an individual action and “respect for people” as a system-level design principle. Scott also challenges the common notion that respect must be earned, arguing instead that every human being is inherently worthy of it—an idea rooted in his research on Confucian influences within Toyota’s founding culture. This conversation is a must-listen for anyone struggling to move beyond Lean tools and truly build a culture of continuous improvement grounded in human dignity. We also touch on how these ideas align with the Shingo Model, why so many transformations fail to stick, and how organizations can design systems that scale respect—without waiting for permission from the top. Check the links below to learn more and access Scott’s free “test drive” version of the Roadmap. Questions, Notes, and Highlights: What’s your origin story with Lean and operational excellence? What drew you to explore the “respect for people” pillar more deeply? How do you distinguish between “respect for people” and “respecting people”? Why do so many interpretations of “respect” default to hierarchy or politeness? How should leaders approach differences in how individuals define respect? Is it a mistake to assume respect must be earned rather than given? What are your thoughts on the phrase “better to be respected than liked”? How do challenge, kaizen, and respect interrelate in Toyota thinking? What did your research uncover about Confucianism’s influence on Lean? How does the concept of “respect for people” show up in system design? What inspired the creation of the Respect for People Roadmap? What are the three key behavioral principles embedded in the Roadmap? What makes this program scalable and sustainable across organizations? Why was it important that the nine behaviors require no leader permission? How do you respond to the idea that “respect for people” should be translated as “respect for humanity”? Are you looking to pilot the Roadmap in healthcare settings? What would transformation look like if it were truly resilient—not dependent on a single leader This podcast is part of the #LeanCommunicators network. 

My guest for Episode #528 of the Lean Blog Interviews Podcast is Mark Reich, a Senior Lean Coach with the Lean Enterprise Institute and former Toyota leader with over two decades of experience. Episode page with video, transcript, and more Mark spent six years working in Japan, including helping launch the Lexus brand and later leading Hoshin Kanri strategy processes during Toyota's rapid growth in North America. He also played a pivotal role at the Toyota Supplier Support Center (TSSC), helping bring the Toyota Production System to manufacturing, healthcare, and nonprofit organizations. In our conversation, we dive into his career journey, his approach to Lean leadership, and the practical lessons behind his new book, Managing on Purpose: Using Hoshin Kanri to Develop Strategy, Align Teams, Grow Leaders, and Innovate Your Enterprise. You can get a 25% discount on the book via LEI using the code LBIPODCAST25. Mark shares compelling stories from his early days at Toyota, including working on the front lines of assembly, learning by doing, and his first experience pulling the andon cord. These moments shaped his appreciation for Toyota's deep respect for frontline work and its commitment to developing people. He reflects on how Toyota embeds learning and support into problem solving, where pulling the cord is seen as a learning opportunity, not a failure. That mindset became foundational for his later work, especially when managing enterprise-wide strategy through Hoshin Kanri. We also explore what Hoshin Kanri really is--and what it isn't. Mark challenges the overemphasis on tools like the X-matrix and instead advocates for focusing on purpose, alignment, and leadership behavior. He explains how strategy deployment at Toyota was never a one-way cascade, but a dialogue grounded in humility, curiosity, and shared responsibility. Whether you're new to Hoshin or struggling to sustain it, Mark offers insights that can help any leader make strategy a living, breathing part of organizational culture. Questions, Notes, and Highlights: How did you end up working for Toyota, and what led you to Japan? What was your educational background, and did you already speak Japanese before moving there? What was your initial role at Toyota, and how did it relate to their global expansion? Did you meet or work with John Shook during your time in Japan? How did Toyota develop you into an industrial engineer despite your background in English writing? What was it like working in a Toyota plant, and what did you learn from that experience? Did you experience any early mistakes or learning moments while working the line? How did your role evolve after leaving Japan, and how did you get involved with Hoshin Kanri in North America? What challenges was Toyota North America facing that made Hoshin Kanri so essential? How did you facilitate alignment and catchball between Toyota's plants and leadership teams? How do you define Hoshin, strategy, and Hoshin Kanri? Why do you prefer not to use the term "strategy deployment," and what's the issue with top-down-only thinking? How do you coach executives to embrace catchball and bottom-up engagement? How do you balance executive direction with frontline input in strategy development? What role does psychological safety play in making Hoshin Kanri work? How does A3 problem solving fit into the Hoshin process, and how does it help build capability? Why is it important for executives to practice PDCA and engage in direct problem solving? What's the difference between long-cycle and short-cycle PDCA, and how should leaders manage both? Why does it take most organizations a couple of years to fully embed Hoshin Kanri? What lessons do companies learn when they start with too many strategic initiatives? Why did you choose not to include the X-matrix in your book, and what are your thoughts on its use? What business problems does Hoshin Kanri best help organizations solve? How can Hoshin Kanri help clarify the distinction between daily management and long-term strategic work This podcast is part of the #LeanCommunicators network. 

My guest for Episode #527 of the Lean Blog Interviews Podcast is Dave Fitzpatrick, co-founder of Zenkai Improvement Partners and a 30-year resident of Japan. Dave brings a unique perspective as a Canadian Lean practitioner who has worked extensively in both manufacturing and healthcare, guiding international leaders on immersive study experiences throughout Japan. Episode page with video, transcript, and more In this episode, Dave and I share details about a new collaboration we're leading together--the Lean Healthcare Accelerator Experience. This is a jointly developed series of immersive visits to high-performing organizations in Japan, designed specifically for healthcare executives who want to see Lean principles in action across both hospitals and manufacturing settings. We talk about why we're creating this experience, what makes it unique, and how cultural context, leadership behaviors, and intentional long-term commitments drive sustainable improvement--not because it's "just Japan," but because of the systems and mindsets these organizations have cultivated. Dave shares his personal Lean journey, including how he transitioned from working in aeronautics to leading study tours for visiting professionals. He reflects on the differences between Japanese and Western companies when it comes to employee engagement, psychological safety, and respect for people. We also preview the first Accelerator trip taking place in June 2025 and discuss what makes these experiences so valuable and transformational for participants. Whether you're in healthcare or another industry, this conversation is packed with insights about creating a culture of continuous improvement--and how a visit to Japan can accelerate your learning. Questions, Notes, and Highlights: Can you share your origin story--how did you first get involved with Lean, Kaizen, or the Toyota Production System? What initially stood out to you when you began visiting Japanese manufacturing and healthcare organizations? From your experience, what cultural factors give Japanese organizations an advantage--or do they? How do successful Japanese companies build deep employee engagement and commitment to improvement? What lessons can visitors take home from Japan--and why is it not just about being "Japanese"? What are some common misconceptions people have before visiting Japan on these study experiences? How does hierarchy or seniority in Japanese companies affect psychological safety and speaking up? What kinds of organizations will we be visiting during the Lean Healthcare Accelerator? What role will Reiko Kano play in these visits, and how does her expertise go beyond translation? What's the value of including manufacturing visits in a healthcare-focused learning experience? How do Japanese companies view improvement work in relation to headcount and job security? Why is respect for people and time such a noticeable theme in Japanese customer service and operations? What do you hope participants in the Lean Healthcare Accelerator take away from this experience? This podcast is part of the #LeanCommunicators network. 

My guest for Episode #526 of the Lean Blog Interviews Podcast is Bill Canady, a seasoned global business executive, U.S. Navy veteran, and current CEO of Arrowhead Engineered Products. Bill has led over 30 operating companies and thousands of employees across the industrial and consumer products landscape. Formerly CEO of OTC Industrial Technologies, he helped drive impressive growth-boosting revenues by 43% and earnings by 78%. Bill is also the author of The 80/20 CEO and the upcoming From Panic to Profit, and he's a vocal advocate for using Lean and the 80/20 principle as complementary tools for transformation. Join Bill for a live Q&A webinar on April 23rd via KaiNexus! We discuss Bill’s personal Lean journey, which began with Six Sigma and evolved into a deep appreciation for the power of Lean and continuous improvement. He shares how daily management, Kaizen events, and a focus on flow became core to his leadership toolkit—not just on the shop floor but also across the “carpeted” functions like order-to-cash and sales. As CEO, Bill doesn’t just support Lean; he expects it. He talks candidly about making continuous improvement a condition of employment, not through fear, but by creating a culture where people feel safe, engaged, and energized by problem-solving. You’ll hear Bill’s insights on applying Lean as a strategic enabler for profitable growth—not just a cost-cutting tool. He explains how the 80/20 principle helps companies focus their improvement energy on what really matters and how Lean helps teams sustain those improvements. He also shares real-world lessons on leadership, cultural alignment, and navigating resistance to change—especially among those clinging to old firefighting habits. Whether you’re a Lean practitioner, an executive, or someone aspiring to lead, this conversation is packed with practical wisdom. Bill offers a compelling blueprint for how to lead with humility, clarity, and purpose—using Lean and the 80/20 mindset to build resilient, high-performing organizations. Questions, Notes, and Highlights: Can you share your origin story with continuous improvement and Lean? What was the context in which you were first introduced to these methodologies? How did your role evolve from operations into broader P&L responsibility? How did your perspective on Lean shift when you became a CEO? What role does daily management play in sustaining operational excellence? How do you apply Lean principles outside the factory floor—especially in “carpet land”? As a CEO, how do you strike the balance between solving problems yourself and enabling others to be problem solvers? How do you respond when leaders or team members resist Lean thinking or default to old firefighting habits? What does it mean to make Lean a “condition of employment,” and how do you introduce that mindset? How do you ensure people understand Lean isn’t about layoffs, but about redeployment and growth? How do you connect Lean initiatives with business growth, not just cost reduction? Do you have an example of how improving quality or delivery led directly to business growth or profitability? What inspired you to write your first book, The 80/20 CEO? Why are the first 100 days so critical for a new leader? How does the 80/20 principle help leaders prioritize improvement efforts? What’s the relationship between 80/20 analysis and Lean execution in your approach? What can we do to help more CEOs understand and embrace Lean as a strategic business system? How can companies start building momentum with Lean—even if they’re just getting started? What’s the focus of your new book From Panic to Profit, and how does it expand on your first? This podcast is part of the #LeanCommunicators network. 

My guest for Episode #525 of the Lean Blog Interviews Podcast is Christopher R. Chapman. He's an experienced agile coach and consultant with a background in software development and agile transformation. Episode page with video, transcript, and more Since founding Derailleur Consulting in 2010, he has guided teams and leaders in adopting agile frameworks like Scrum and Kanban while integrating applied systems thinking inspired by Deming and other thought leaders. Christopher is also known for cultivating communities through initiatives such as #SystemsThinkingTO and for sharing his insights in his popular Substack newsletter, The Digestible Deming. In this episode, Chris and I discussed our upcoming collaborative workshops--"From Noise to Knowledge, Executive Leadership Through Data Driven Insight"--scheduled for May 13 in Toronto and June 17 in Cincinnati. We highlighted how the sessions will blend experiential learning, such as the Red Bead Experiment, with practical tools like process behavior charts to help leaders decode variation and improve decision-making. The conversation emphasized the Deming philosophy as a core framework, exploring how leadership behaviors and systemic practices directly impact team performance and overall organizational quality. We also noted the engaging social aspect of the workshops, mentioning optional outings to local MLB baseball games as an opportunity for continued dialogue. The discussion then shifted to our personal journeys with continuous improvement, agile methodologies, and the evolution of leadership roles. Chris shared insights from his transition from software development to coaching senior management, focusing on moving beyond traditional, isolated team interventions toward a holistic, systems-oriented approach. We both underlined the need for leadership to embrace a mindset shift--recognizing that issues within teams often reflect broader organizational constraints. We also debated common pitfalls, such as misinterpreting data due to superficial analyses, and argued for using robust, statistical tools to establish meaningful insights, setting the stage for transformative change in management practices. Questions, Notes, and Highlights: How do Deming's principles transform executive leadership and team performance? What key insights does the Red Bead Experiment offer for practical improvement? In what ways do process behavior charts enhance decision-making in complex systems? How can agile methodologies and Deming's philosophy be integrated effectively? What systemic issues underlie team challenges, and how should leadership address them? How can statistical process control complement traditional metrics in agile environments? What strategies enable leaders to shift from reactive problem-solving to proactive system improvement? How do extrinsic incentives impact collaboration and quality within teams? What methods best embed systems thinking into agile practices? How can workshop formats foster lasting changes in leadership mindsets? This podcast is part of the #LeanCommunicators network. 

My guest for Episode #524 of the Lean Blog Interviews Podcast is John Willis, an accomplished IT management expert with over 45 years of experience. His extensive body of work includes contributions to Deming's Journey to Profound Knowledge and co-authoring The DevOps Handbook. See video, transcript, and more Hosts a podcast that I was recently on, "Profound." John focuses his current research on DevOps, DevSecOps, IT risk, modern governance, and audit compliance. Over the course of his career, he has sold companies to Docker and Dell, and he played a foundational role at Opscode (now Chef). In addition, John founded Gulf Breeze Software, an award-winning IBM business partner recognized for its successful deployment of Tivoli technology for enterprise clients. He has authored six IBM Redbooks on enterprise systems management and served as the founder and chief architect of Chain Bridge Systems. Altogether, John has written more than 11 books and launched over 10 startups, cementing his reputation as a significant innovator in the IT industry. In this episode, the discussion navigates the intersection of lean principles, agile methodologies, and Deming's philosophies as they apply to modern IT and operations. John delves into how systems thinking, profound knowledge, and psychological safety underpin effective incident management and cybersecurity practices. The conversation explores practical challenges and the proactive strategies necessary for integrating legacy improvement methods with today's cloud innovations and infrastructure as code. Throughout the episode, John examines the real-world application of these timeless principles, offering listeners actionable insights into continuous improvement and risk management. He highlights the importance of questioning established norms and embracing complexity to drive operational excellence, providing a compelling roadmap for navigating the evolving digital landscape. Questions, Notes, and Highlights: Could you share your origin story regarding Lean and continuous improvement--specifically, what you learned during your early years at Exxon? How have you seen Deming's principle of eliminating fear put into practice in IT and entrepreneurial settings? Is the phenomenon you described established fact or more of a hypothesis? How can we confirm or measure the validity of that knowledge? Why do you consider cyber terrorism one of today's most significant threats? This podcast is part of the #LeanCommunicators network. 

My guest for Episode #523 of the Lean Blog Interviews Podcast is Mike Eisenberg. He's been a filmmaker since 2010 with his production company, Tall Tale Productions, after completing his B.A. in Journalism at Marietta College in Ohio. Episode page with video, transcript, and more Mike’s father, Dr. John Eisenberg, was a leader in national patient safety efforts as the director of the Agency for Healthcare Research & Quality (AHRQ) until his passing in 2002. His legacy is prevalent throughout Mike’s presentation, as well as his approach. His new documentary, released last September, is titled “The Pitch: Patient Safety's Next Generation.”  He previously joined us in Episode #329, where we discussed his film "To Err is Human." In 2006, Mike was drafted by the Cleveland Indians in the MLB Draft and played 3 seasons of professional baseball before beginning his filmmaking career. He now speaks at hospitals, universities, and conferences, where his insight provides a new perspective on a problem that persists across the globe. In today's episode, we explore the evolution of patient safety and the transformative role of technology in healthcare. The conversation dives into how innovations—from advanced command centers to cutting-edge virtual reality and AI applications—are redefining how hospitals prevent and respond to medical errors. The discussion challenges the conventional blame-and-shame approach and instead highlights the importance of building systems that foster trust and resilience among healthcare professionals and patients alike. We also examine the nuances of integrating technology into complex healthcare environments, discussing how effective communication, standardized protocols, and smart design can work together to minimize human error. Drawing insightful parallels with industries like aviation, the episode offers a fresh perspective on the critical need for systemic improvements and the potential for new technological solutions to drive the next generation of patient safety. Questions, Notes, and Highlights: How is technology transforming patient safety in healthcare? What role do advanced command centers, virtual reality, and AI play in preventing medical errors? How can healthcare shift away from a blame-and-shame culture? What strategies build trust and resilience among healthcare professionals and patients? How do effective communication, standardized protocols, and smart design minimize human error? What lessons can be learned from the aviation industry regarding safety and error management? What challenges arise when integrating technology into complex healthcare environments? How can innovation drive the next generation of patient safety? This podcast is part of the #LeanCommunicators network. 

Episode page with video, transcript, and more My guest for Episode #522 of the Lean Blog Interviews Podcast is Jacquie Maupin. She joins the podcast to discuss her upcoming workshop at the Healthcare Systems Process Improvement Conference (HSPI) hosted by the Society for Health Systems. She and her co-presenter, Lauren Todd from HCA Healthcare, will lead a session titled "From Analysis to Action: Bridging the Gap with Effective Presentations" on February 19. This interactive workshop is designed to help attendees sharpen their communication skills, structure data-driven narratives, and effectively engage executives and stakeholders. Whether you're attending this year or considering next year's event, this conversation offers valuable insights into the intersection of Lean, process improvement, and communication. In this episode, we discuss how journalism and communication skills can enhance Lean and process improvement efforts. Jacquie shares how her background in journalism and military leadership shaped her approach to problem-solving, stakeholder engagement, and storytelling in the world of healthcare improvement. We explore the parallels between investigative reporting and Lean methodology—how asking the right questions, structuring information effectively, and communicating insights clearly can drive meaningful change. We also dive into Jacquie's upcoming workshop, where she and her co-presenter, Lauren Todd, will guide attendees through strategies for tailoring presentations to different audiences, crafting compelling data-driven narratives, and influencing decision-making. Whether you're attending this year or looking for ways to elevate your communication skills in process improvement, this episode is packed with valuable lessons. Questions, Notes, and Highlights: Can you share your Lean origin story and career path? How did your background in journalism and the military shape your approach to process improvement? What sparked your interest in healthcare and led you to Georgetown University Hospital? What were some of the most impactful projects you worked on at Georgetown? How does process mapping help break down silos and improve collaboration? What journalism skills translate well to process improvement and Lean work? How do you approach communicating with executives to ensure your message is understood? What challenges have you faced in presenting Lean concepts to different audiences? How can process improvement teams better tell their success stories and demonstrate value? What insights will attendees gain from your upcoming workshop at the Healthcare Systems Process Improvement Conference?  

Here's a musical holiday treat for my regular Lean Blog readers and podcast listeners, a song parody, originally released in 2009... remastered a bit in 2022. https://www.leanblog.org/2022/12/gemba-claus-comin-town-song/  Gemba Claus is Comin' to Town Lyrics by Mark Graban Performance by Steve Sholtes Oh, you'd better watch out You'd better kaizen You'd better not pout, I'm tellin' ya then Gemba Claus is comin' to town He's making a list Just checking it once Doin' it twice would waste a whole bunch Gemba Clause is comin' to town He sees you when you're waitin' He knows when your work flows He knows if changeovers are too long So do SMED  for goodness sake Oh, you'd watch out You'd better not pause You'd better not pout Find the real root cause Gemba Claus is comin' to Town! For voiceover work, music, or more, you can contact Steve via his website, www.stevesholtes.com. Merry Christmas and Happy Holidays!

Welcome to this bonus session of the Lean Blog Interviews Podcast, originally recorded as a LinkedIn Live event! In this conversation, I partnered with Rebecca Michalik from AME Australia to discuss my upcoming workshops in Australia and New Zealand in March 2025. Episode page with video, transcript, and more We’ll dive into key themes like psychological safety as a foundation for continuous improvement and how to make smarter use of performance metrics through process behavior charts. Even if you’re outside Australia or New Zealand, the principles and practical examples we discuss have universal applications for leaders and organizations worldwide. If you're interested in learning more about the workshops, click here. Key Questions: What is the purpose of the AME Australia roadshow, and what will attendees gain from it? Why is psychological safety critical for Lean and continuous improvement? How can leaders create an environment where employees feel safe to speak up? What are process behavior charts, and why are they a better way to understand performance metrics? Can you share examples of organizations that have successfully applied these principles? What are some actionable steps attendees can implement immediately after the workshops? Why is in-person learning particularly valuable for these topics? How do you see these topics applying universally, regardless of industry or location? What lessons have you learned in your career that you think every leader should know? What would you say to someone who’s on the fence about attending? The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more. This podcast is part of the #LeanCommunicators network.