Here is the next addition of tips from the Facebook page:
Lean Tip #3916 – Leaders Model the Behavior They Expect
People pay more attention to what leaders do than what they say. If you want a culture of problem-solving, reflection, and respect, you must model those behaviors consistently. Walk the talk by engaging in Gemba walks, participating in team huddles, and following standard work yourself.
When employees see leaders living Lean principles, they understand that improvement isn’t just a slogan—it’s a way of life. Conversely, when leaders cut corners or dismiss feedback, credibility erodes quickly. Lean leadership begins with example. The most powerful message a leader can send is: “I’m learning and improving too.”
Lean Tip #3917 – Engage Hearts and Minds
Lean is often misunderstood as a set of tools, but it’s really a philosophy centered on people. Engaging both the hearts and minds of employees means connecting them emotionally to their work and intellectually to problem-solving.
Help your team understand the “why” behind Lean initiatives. Show how their efforts improve the customer experience, reduce frustration, or make the workplace safer. When people see how their daily actions make a difference, they become motivated from within—not because they’re told to change, but because they want to. Lean engagement begins with meaning.
Lean Tip #3918 – Make Reflection Part of Daily Work
Reflection shouldn’t be reserved for the end of a project—it should happen daily. A short reflection at the end of a shift or meeting helps capture learning while it’s fresh. Even five minutes can make a significant difference in understanding what went well and what could improve.
Encourage teams to use reflection questions regularly: What worked today? What didn’t? What should we do differently tomorrow? When reflection becomes a habit, learning accelerates. Lean organizations that practice daily reflection don’t just react to problems—they anticipate and prevent them.
Lean Tip #3919 – Avoid the “Flavor of the Month” Syndrome
Lean can lose credibility when treated as just another corporate initiative. Employees may resist if they’ve seen improvement programs come and go without lasting change. Avoid this trap by committing to Lean as a long-term philosophy, not a short-term project.
Be consistent in language, tools, and expectations. Celebrate sustained improvements, not temporary wins. Reinforce Lean behaviors even when results take time to appear. When people see that Lean is here to stay, trust grows—and so does engagement. Stability and persistence build the foundation for cultural transformation.
Lean Tip #3920 – Simplify Before Automating
Technology can improve processes—but only after they’re simplified. Automating a broken or inefficient process only helps you make mistakes faster. Lean thinking encourages us to first eliminate waste, reduce variation, and clarify flow before adding automation.
Work with your team to strip the process down to its essentials. Ask: Which steps add value? Which can be eliminated or combined? Once the process is clean and efficient, consider how technology can enhance it further. Simplification first, automation second—that’s the Lean way.
Lean Tip #3921 – Respect for People is at the Heart of Lean
Respect for people is one of the two pillars of the Toyota Way—and the most often misunderstood. Respect means more than politeness; it means creating an environment where people can succeed. It’s about listening to employees, involving them in decisions, and valuing their expertise.
When leaders show respect, they earn trust and commitment. Teams that feel respected are more willing to share ideas, challenge assumptions, and take ownership of improvement. True Lean organizations don’t just eliminate waste—they unleash human potential.
Lean Tip #3922 – Visual Boards Keep Teams Focused on Priorities
A good visual board is a daily management tool that aligns the team’s focus. It communicates goals, progress, and issues at a glance, helping everyone stay connected to the work. Visual boards turn abstract numbers into tangible reality.
Involve the team in designing and updating the board so it reflects what truly matters. Use it during stand-up meetings to guide discussion, track actions, and solve problems. When information is visible, people are empowered to act quickly and collectively.
Lean Tip #3923 – Make Problems Visible
In many organizations, problems are hidden for fear of blame or punishment. But Lean teaches us that you can’t fix what you can’t see. Making problems visible is a courageous act that opens the door to improvement.
Encourage teams to surface issues immediately—through andon systems, daily huddles, or visual indicators. When problems are treated as opportunities to learn rather than reasons for criticism, people engage more openly. The sooner you see the problem, the sooner you can solve it.
Lean Tip #3924 – Coach Through the Gemba
The Gemba—the place where work happens—is where real learning occurs. Leaders who spend time at the Gemba gain direct insight into processes, challenges, and successes. Coaching at the Gemba allows you to guide employees in real time and demonstrate genuine respect for their work.
Ask open-ended questions and listen deeply. Observe the process before offering solutions. When leaders are visible and curious on the shop floor, they strengthen relationships and develop both people and processes.
Lean Tip #3925 – Improve the System, Not the Individual
When performance falters, it’s easy to point fingers. But most problems are systemic, not personal. Lean thinking teaches us to focus on improving the system rather than blaming the person.
Look for patterns—unclear standards, insufficient training, or flawed handoffs. When you fix systemic issues, performance improves across the board. Employees appreciate when leaders seek to understand the process rather than assign blame. Systemic improvement drives sustainable success.
Lean Tip #3926 – Use the “Five Whys” to Get to the Root Cause
Superficial fixes rarely last. The “Five Whys” technique helps teams dig deeper to uncover root causes instead of treating symptoms. Each time you ask “why,” you move closer to the underlying problem.
This simple tool encourages critical thinking and collaboration. Facilitate sessions where teams can openly discuss and analyze causes together. By addressing the root rather than the symptom, you prevent recurrence and strengthen your process knowledge.
Lean Tip #3927 – Develop Leaders at Every Level
Lean leadership isn’t confined to titles—it’s about mindset. Every person in the organization can lead improvement within their sphere of influence. Developing leadership capability at all levels ensures the long-term sustainability of Lean.
Provide opportunities for employees to facilitate Kaizens, mentor peers, or present improvements. Recognize their contributions and build their confidence. Leadership development is the ultimate form of respect—it says, “We trust you to make things better.”
Lean Tip #3928 – Foster a Learning Culture
Continuous improvement depends on continuous learning. A true Lean culture values experimentation, reflection, and knowledge sharing. Encourage employees to try new ideas, even if they fail. Mistakes are valuable learning opportunities.
Promote learning through after-action reviews, cross-training, and open communication. Recognize curiosity and persistence as much as results. A learning culture ensures your organization evolves faster than the challenges it faces.
Lean Tip #3929 – Metrics Should Reflect the Customer Perspective
When defining success, always start with the customer. Too often, internal measures overlook what truly matters to those we serve. Metrics should reflect customer value—quality, delivery, cost, and satisfaction.
Gather customer feedback regularly and align your metrics accordingly. When teams understand how their performance impacts the customer, they make better decisions. Lean organizations measure what matters most: the value delivered to the customer.
Lean Tip #3930 – Improvement Starts with Observation
Improvement begins with seeing the work as it truly is. Too often, we rely on reports, assumptions, or anecdotal evidence. Lean encourages leaders and teams to go to the Gemba—the actual place where value is created—and observe directly.
Take time to watch how materials flow, how people interact, and where delays or rework occur. Observation uncovers hidden waste, inefficiencies, and opportunities that data alone cannot reveal. Encourage your team to ask questions like: What did I notice? What surprises me? What can be improved?
Observation is more than looking—it’s seeing with intent. The insights gained are the seeds for meaningful, sustainable improvement.
