Lean Quote: Life as a Game of Juggling Five Essential Balls

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Imagine life as a game in which you are juggling some five balls in the air. You name them - work, family, health, friends and spirit - and you're keeping all of these in the air. You will soon understand that work is a rubber ball. If you drop it, it will bounce back. But the other four balls - family, health, friends and spirit - are made of glass. If you drop one of these, they will be irrevocably scuffed, marked, nicked, damaged or even shattered. They will never be the same. You must understand that and strive for balance in your life.."   —  Brian Dyson, former CEO of Coca-Cola

The 5 Balls of Life

In a famous commencement speech, Brian Dyson used this juggling metaphor to illustrate the importance of balance. He explained that work is a rubber ball—if dropped, it bounces back. But family, health, friends, and spirit are glass balls—once dropped, they may be permanently damaged.

Here’s how Dyson framed it:

1. Work – A rubber ball. Jobs, tasks, even careers can recover over time.
2. Family – A glass ball. Relationships need nurturing and presence; neglect can cause lasting harm.
3. Health – A glass ball. If ignored, recovery is difficult and sometimes impossible.
4. Friends – A glass ball. True friendships require attention and care; once broken, they may never be the same.
5. Spirit – A glass ball. This includes your values, beliefs, and inner well-being. If neglected, it can leave you feeling empty or disconnected.

The Lean Leadership Connection

This analogy resonates strongly with Lean thinking. In Lean, we strive to eliminate waste, create flow, and focus on what truly adds value. The same principle applies to life: not all activities are equal. Some can recover if dropped (like work tasks), but others—our health, relationships, and inner values—require daily respect and attention.

Leaders in Lean organizations must remember that respect for people includes respecting the whole person, not just the employee. When we encourage balance, we help people bring their best selves to work. By modeling balance ourselves, we also show that productivity is not about endless hours but about sustainable, focused contribution.

The Takeaway

Dyson’s metaphor is a reminder to choose wisely where to put your energy. Work will always demand more, but family, health, friends, and spirit are fragile. As Lean leaders, we should reflect on what truly matters, protect what is irreplaceable, and help others do the same.

Balance is not a luxury—it’s a discipline. And just like in Lean, discipline is what sustains improvement over the long run.

Lean Quote: If You Want to Be Interesting, You Have to Be Interested

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"You have to be interested. If you’re not interested, you can’t be interesting."   —  Iris Apfel

I think the quote works on two levels. When you become more interested in other people—actively listening to them and engaging with them—they’ll see you as more interesting.

This saying highlights a fundamental principle of social interaction: genuine curiosity about others is more appealing than trying to be the center of attention. By actively listening and showing interest in what others have to say, you create a more engaging and positive experience for everyone involved, ultimately making you more likable and memorable.

Try these easy techniques to be more interested:

Focus on Others

When you're genuinely interested in others, you shift the focus away from yourself and onto them. This makes them feel valued and heard, which is a powerful way to build rapport and create connections.

Active Listening

Being interested involves actively listening to what others say, asking follow-up questions, and showing that you're engaged in the conversation. This demonstrates attentiveness and thoughtfulness.

Positive Feedback Loop

When you show interest in others, they are more likely to reciprocate and become interested in you. This creates a positive feedback loop where both parties feel valued and engaged.

Learning and Growth

Being interested also allows you to learn from others, expand your knowledge, and gain new perspectives. This continuous learning makes you more interesting in the long run.

Building Stronger Relationships

When you prioritize genuine interest over self-promotion, you build stronger and more meaningful relationships with others. This is because people are drawn to those who make them feel seen, heard, and appreciated.

In essence, the quote encourages us to cultivate a mindset of curiosity and empathy, which leads to more engaging and rewarding social interactions.

Lean Quote: Eiji Toyoda's Respect for People

Eiji Toyoda’s Legacy: Respect for People in the Toyota Production System

On Fridays, we reflect on powerful Lean quotes that help us pause, learn, and grow. Words from visionary leaders don’t just inspire—they remind us of the foundational principles that drive long-term success.

This week’s quote comes from Eiji Toyoda, one of the most influential figures in modern manufacturing and a key architect of what we now know as the Toyota Production System (TPS):

"…employees are offering a very important part of their life to us. If we don’t use their time effectively, we are wasting their lives."
— Eiji Toyoda, Former President and Chairman of Toyota Motor Corporation

This quote isn’t just motivational—it defines one of the core Toyota Production System principles: Respect for People. Toyoda’s philosophy highlights a truth often forgotten in traditional management: time is life, and wasting it is disrespectful.

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What Is the Toyota Production System (TPS)?

The Toyota Production System is a manufacturing philosophy that aims to eliminate waste, improve quality, and maximize customer value. TPS forms the backbone of modern Lean manufacturing practices worldwide.

Key Historical Milestones of TPS:

Year	Milestone
1937	Toyota Motor Corporation founded
1948	Taiichi Ohno joins Toyota and begins experimenting with process improvements
1950s	Post-war shortage leads Toyota to focus on efficiency over mass production
1960s	TPS formalized with Just-in-Time (JIT) and Jidoka (automation with a human touch)
1970s	Eiji Toyoda and Taiichi Ohno solidify Kaizen, standardized work, and respect for people
1980s	Western manufacturers begin adopting TPS practices, leading to the birth of Lean Manufacturing

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TPS vs Lean Manufacturing: Understanding the Difference

While the terms TPS and Lean Manufacturing are often used interchangeably, they’re not exactly the same. Lean manufacturing is an evolution of TPS principles, adapted for broader use across industries and cultures.

Aspect	Toyota Production System (TPS)	Lean Manufacturing
Origin	Developed internally at Toyota	Derived from TPS
Focus	Elimination of waste, respect for people, JIT	Waste elimination, flow efficiency
Tools	Kanban, Andon, Jidoka, Kaizen	5S, Value Stream Mapping, A3 Thinking
Culture	Deep-rooted in Japanese work culture	Adapted to global business environments
Philosophy	Human-centered and long-term	Sometimes tool-focused in practice

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Embedding Lean Into Company Culture

Eiji Toyoda’s approach to leadership wasn’t about implementing tools—it was about embedding Lean into the company culture. The "Respect for People" pillar is what distinguishes Lean culture vs traditional culture.

Traditional Culture vs Lean Culture

Dimension	Traditional Culture	Lean Culture
Leadership	Top-down directives	Servant leadership, mentorship
Communication	Hierarchical, siloed	Open, cross-functional
Learning	Training is event-based	Continuous improvement mindset
Mistakes	Punished	Treated as learning opportunities
Employee Role	Execute tasks	Solve problems, drive innovation

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Eiji Toyoda and the Cost of Wasted Time

Toyoda emphasized that inefficient workflows aren’t just bad for business—they’re disrespectful to the human beings doing the work. This mindset isn’t philosophical fluff. It’s backed by data.

Time Wasted at Work: Survey Insights

A global survey of over 100,000 employees in 2,000+ companies revealed shocking stats:

Metric	Percentage
Employees who say their company uses their time wisely	12%
Employees who frequently have to ask their manager what to do	51%
Employees who can’t find what they need to do their best work	71%
Employees who think an Xbox works better than their work tools	81%

💡 These statistics reflect a failure to apply TPS kaizen and continuous improvement in the workplace.

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Respect for People = Respect for Time, Skills, and Growth

One of the least discussed but most crucial Toyota Production System principles is human development. It’s easy to invest in machines or software. It’s harder—but more valuable—to invest in people.

Key Ways to Practice “Respect for People” in TPS:

• Provide clarity: Ensure every team member knows what adds value and what doesn’t.
  
  

• Remove barriers: Give people the tools, data, and autonomy to solve problems.
  
  

• Develop skills: Offer on-the-job and off-the-job training to unlock their full potential.
  
  

• Engage in Kaizen: Allow employees to lead improvements through small, iterative changes.
  
  

• Eliminate wasted effort: Streamline meetings, approvals, and workflows.
  
  

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Final Thought: Respect Is the Foundation of Lean

In remembering Eiji Toyoda, we aren’t just honoring a man who lived to 100—we're honoring a philosophy that changed the world.

If you're serious about implementing Lean, start by embracing this mindset: Respect your people's time like it’s your most valuable resource—because it is. That’s not just good leadership. That’s Lean.

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Quick Action Tip:

Want to avoid becoming one of the 88% of companies disrespecting their employees’ time?
Start your week with a Gemba walk—go to the place where work happens, ask questions, listen, and learn. Then act on what you hear.

See Mark Graban’s post: Eiji Toyoda, Credited with Developing TPS and Expanding Toyota into North America, Passes Away at 100 , Bill Waddell’s post: Eiji Toyoda – the Master Innovator , Jon Miller’s post: The Man Who Saved Kaizen, and Karen Martin’s post: Eiji Toyoda: A Consummate Leader (1913-2013) for more great tributes to Eiji Toyoda.