Lean Tips Edition #325 (#3901 - #3915)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #3901 – Teamwork is the Foundation of Continuous Improvement

True Lean transformation starts with teamwork. The most effective Lean systems are built on collaboration, not competition. When individuals come together around a shared purpose, they can solve complex problems, generate new ideas, and sustain improvements that no one could achieve alone.

Building teamwork requires intentional effort. Create opportunities for people to work across functions, share perspectives, and align around customer value. When everyone sees how their role connects to the bigger picture, they take ownership of improvement efforts. Strong teams are not accidental—they are the result of trust, communication, and a shared belief that together, we can always make things better.

Lean Tip #3902 – Build Trust Before You Ask for Change

Lean relies heavily on people’s willingness to change how they work. But people won’t embrace change from leaders they don’t trust. Trust is built through consistency, transparency, and fairness. When employees believe their leaders listen and genuinely care about their success, they are far more likely to support new initiatives.

Start small—follow through on your promises, admit when you don’t have all the answers, and show appreciation for honest feedback. These actions communicate integrity and reliability. Before asking your team to change a process or adopt a new standard, ensure you’ve earned their confidence. Change without trust feels like control, but change built on trust feels like progress.

Lean Tip #3903 – Visual Management Strengthens Team Alignment

Visual management is one of the most powerful Lean techniques because it makes the invisible visible. When performance, problems, and priorities are clearly displayed, teams can align and act quickly. A well-designed visual system allows anyone to understand the current condition of the process at a glance—whether things are on track or need attention.

Use visual boards, Kanban systems, and process maps to communicate information openly. Make them team-owned, not management-owned. When people contribute to creating and maintaining these visuals, they develop ownership and engagement. Visual management is more than a display—it’s a communication system that reinforces accountability, collaboration, and shared responsibility for improvement.

Lean Tip #3904 – Lead with Questions, Not Answers

Effective Lean leaders don’t dictate solutions—they develop problem solvers. One of the best ways to do that is to lead with questions. Instead of telling your team what to do, ask questions that help them think deeply: What do you see? Why is this happening? What could we try next?

By asking rather than telling, you empower people to explore, learn, and discover insights for themselves. This approach builds confidence and critical thinking skills. Over time, teams become self-sufficient in problem-solving and improvement. Great leaders understand that their job isn’t to provide all the answers, but to create the environment where the best answers emerge from the team.

Lean Tip #3905 – Focus on the Process, Not the Person

When problems occur, our instinct is often to look for someone to blame. But Lean teaches us that nearly all performance problems are process problems, not people problems. Systems drive behavior. If you want consistent results, you must design consistent processes.

Shifting focus from people to process creates a safer, more constructive environment. Employees feel comfortable raising issues and suggesting improvements because they know they won’t be blamed for systemic failures. As a leader, model this behavior by asking “What in the process allowed this to happen?” rather than “Who caused this?” When you improve the process, you protect your people and your performance simultaneously.

Lean Tip #3906 – Use Leading Metrics to Drive Proactive Action

Metrics are the dashboard of Lean management, but not all metrics are created equal. Lagging metrics—such as monthly sales or defect rates—tell you what already happened. Leading metrics, on the other hand, predict what will happen. They give you the opportunity to act before results deteriorate.

Examples of leading metrics include the number of completed training sessions, frequency of preventive maintenance, or percentage of improvement ideas implemented. These measures are actionable and forward-looking. Use them to drive daily management and proactive problem solving. By balancing leading and lagging indicators, you can better guide your team toward sustained improvement rather than reacting to problems after they occur.

Lean Tip #3907 – Teach Problem-Solving as a Daily Habit

Problem-solving is not reserved for special events or projects—it should be part of everyone’s daily work. When employees learn structured methods like PDCA (Plan-Do-Check-Act) or A3 thinking, they can tackle small issues before they grow into large ones.

Create a culture where continuous improvement is expected and supported. Encourage team members to identify and address problems in real time. Recognize those efforts, even if the outcomes aren’t perfect. Over time, your organization will build a collective capability to learn, adapt, and improve continuously. Problem-solving isn’t just a skill—it’s the muscle that strengthens Lean thinking every day.

Lean Tip #3908 – Servant Leaders Ask: “How Can I Help You Succeed?”

Servant leadership lies at the heart of Lean. A servant leader’s goal isn’t to command, but to enable. They remove obstacles, provide resources, and coach their teams to perform at their best. This mindset transforms the leader’s role from boss to supporter.

Ask your team regularly: “What’s standing in your way?” and “How can I help you succeed?” By focusing on the needs of your people, you demonstrate respect and earn trust. When employees feel supported, they’re more willing to experiment, take ownership, and collaborate openly. Servant leadership builds strong teams capable of sustaining continuous improvement over the long term.

Lean Tip #3909 – Celebrate Small Wins Frequently

In the rush to achieve big goals, it’s easy to overlook the small victories that happen every day. But those small wins are the fuel of continuous improvement. Each time a team solves a problem, eliminates waste, or implements a better standard, they’ve made real progress toward excellence.

Celebrate those achievements—publicly and sincerely. Recognition reinforces the right behaviors and motivates others to contribute. It doesn’t have to be elaborate; a simple thank-you or a story shared at a team meeting can make a big difference. Remember, Lean is a journey made up of thousands of small steps. Every win, no matter how small, deserves to be noticed.

Lean Tip #3910 – Standard Work Creates the Baseline for Improvement

Standard work is the foundation of Lean. It defines the best known way to perform a task today—so tomorrow, we can make it even better. Without standards, improvement is impossible, because there’s no baseline for comparison.

Developing standard work should be a collaborative process. Involve the people who do the work every day; their input ensures practicality and ownership. Once in place, use standards as living documents—update them as improvements are made. Standard work stabilizes processes, ensures consistency, and provides the structure needed to drive meaningful, lasting improvement.

Lean Tip #3911 – Reflection Turns Experience into Learning

Experience alone doesn’t guarantee growth—reflection does. Taking time to pause, review, and think critically about what happened is essential to continuous improvement. Reflection allows teams to capture lessons learned, identify what worked, and understand what didn’t.

After every project, Kaizen event, or even a busy week, build in reflection time. Ask questions like: What did we set out to do? What actually happened? Why was there a difference? And what can we do better next time? These discussions transform activity into insight and insight into progress. Lean organizations that make reflection part of their daily rhythm consistently learn faster and perform better.

Lean Tip #3912 – Share Best Practices Openly and Often

In too many organizations, improvement ideas stay trapped within one team or department. The true power of Lean comes when those ideas are shared freely. Sharing best practices helps spread success across the organization, saving time, avoiding duplicate effort, and inspiring new thinking.

Establish regular opportunities for sharing—Lean fairs, improvement showcases, or short “show and tell” sessions at team huddles. Make it easy for teams to learn from one another. When people see that their ideas make a broader impact, they feel valued and motivated to keep improving. Collaboration and openness turn isolated wins into organizational excellence.

Lean Tip #3913 – Empower Teams to Solve Problems at the Source

The people closest to the work often have the best understanding of what’s going wrong—and how to fix it. Empowering teams to identify and solve problems at the source builds both engagement and capability. Rather than waiting for management intervention, employees can take immediate, informed action.

Provide your teams with problem-solving tools, time, and encouragement. Recognize their efforts publicly to reinforce accountability and pride in ownership. When employees feel empowered to address issues directly, they become active participants in continuous improvement. This decentralized approach accelerates problem resolution and creates a culture of responsibility and initiative.

Lean Tip #3914 – Visualize Flow to Identify Waste

Seeing is understanding. Many process problems remain hidden until you make the work visible. Tools like value stream mapping and process flow diagrams allow teams to visualize how materials, information, and people move through a system. Once flow is visible, waste becomes easier to identify.

Bring your team together to map the current state of a process. Discuss delays, rework, or bottlenecks. Then design a future-state map that represents your ideal flow. This shared visualization not only reveals waste but also unites the team around a common vision for improvement. Lean thinking always begins with seeing the flow.

Lean Tip #3915 – Metrics Should Drive Behavior, Not Fear

Metrics are vital for tracking progress, but if used poorly, they can create anxiety and resistance. When numbers are weaponized, people focus on protecting themselves rather than improving the process. Metrics should motivate, inform, and align—not intimidate.

Choose measures that reinforce collaboration and learning. Share results transparently, discuss them constructively, and focus on trends rather than single data points. Encourage teams to ask, “What can we learn from this?” instead of “Who’s at fault?” A positive approach to metrics fosters engagement and drives meaningful improvement.

 

Lean Tips Edition #318 (#3796 - #3810)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #3796 – Focus on Gradual Small Changes Instead of Major Shifts

The first advice is to focus on small gradual changes rather than large changes. Small changes can be made quickly, on a daily-basis, and are typically inexpensive. By focusing on small changes, you can remove barriers from just starting a continuous improvement process. This focus will allow your team to reap the benefits of their “small wins” right away. As more and more small changes are applied, your team will see an accumulation of benefits from them. This will give them more confidence to suggest more ideas.

Lean Tip #3797 – Prioritize Ideas that are Inexpensive

By going after the ideas that do not require a large amount of investment, you can remove the financial barriers of your continuous improvement efforts. This process can empower the line worker to suggest and implement ideas that can improve their working process because they know that their changes do not need upper management approval. Some ideas such as reducing waste, eliminating unnecessary steps, and re-organizing in the work processes fall into this category. 

Lean Tip #3798 – Gather Ideas from the People doing the Work

In a Lean and continuous improvement organization employees are your greatest asset and should also be the source of generating new ideas for improvement. No one knows the work better than the person who performs it everyday. No one has more “skin in the game” about the working process than that person. As a result, the best person to suggest ideas for improvement and to implement them is the line worker.

Lean Tip #3799 – Empower Employees for Improvement

Although employees play a vital part in the continuous improvement process, it is management’s role to train and empower them. Most workers are unaware of Lean principles and practices such as 5S, the 8 wastes, value stream mapping, visual management, Kaizen, etc. As a result, they may not realize that many of the processes that they perform everyday and the frustration that they feel at work are due to unnecessary waste. Additionally some workers are modest and reluctant to share ideas. It is management’s role to educate their staff on Lean tools and techniques that can be applied to the continuous improvement process and to help their employees overcome any personal or psychological barrier that prevents them from trying out new ideas.

Lean Tip #3800 – Use Regular Feedback for Improvement 

An effective continuous improvement program needs continuous measurement and feedback. Before you can start, you need to understand the baselines of your organization’s performance. Only by understanding and establishing a baseline can you evaluate new ideas for improving upon it. One effective way of gathering feedback on your continuous improvement efforts is to apply the Plan-Do-Check-Check (PDCA) cycle. The PDCA cycle allows you to scientifically test your experiments. The cycle ensures continuous improvement by measuring the performance difference between the baseline and target condition. This gives immediate feedback on the effectiveness of the change. If the idea was effective, the next cycle of improvement will start with the new baseline and your goal is to move towards a new target condition.

Lean Tip #3801 – Shift Belief to Data Rather than Opinions

All too often, decisions are made based on the opinions of those who management deems the “smartest” on the team.  When they say, “I think...,” this causes executives to base their decisions on the esteem with which they hold that individual, rather than the value and integrity of the suggestion itself.

Instead management executive should seek information that begins with, “The data show…,” which allows any team member to make meaningful contributions to improvement while making fact-based operational decisions.

Lean Tip #3802 – Ensure Buy-In Beyond the Initial Launch 

At the outset of the project, everyone is excited and participates, particularly because management of the manufacturing organization shows keen interest. However the lean journey is a marathon and not a sprint. It is key that management continues to assess, evaluate and promote the lean journey with middle management and operational staff.

Make it clear from the outset that progress will be monitored throughout the journey and that the lean champions within the organization clearly play an important role. 

Lean Tip #3803 – Set Clear Rules of Engagement at the Outset

It has been said many times that we should “begin with the end in mind”.  When the senior executives in the business operations decide they want to undertake a lean journey, it is important that they build the fence and allow the staff to build the house. This can only happen if goals, objectives, expectations, roles, responsibilities and authority are properly assigned and delegated.        

Lean Tip #3804 – Set Up for Success

Help the staff achieve success by pre-identifying some “quick wins” as well as provide opportunities for acceptable failure. With this in place, staff can feel wins and not fear losses or mistakes.

It is certain that there will be missteps along the lean journey, so it is important that the staff knows early on how to handle them when they occur and does not feel the need to bury them in order to avoid persecution by management.

Lean Tip #3805 – Train, Train, Train

There is nothing worse than entering a new responsibility without adequate training and development under your belt. Instead, management can allow for basic training at the outset of the lean journey so that all staff understand the goals and ideals behind lean manufacturing. Then, provision of additional, advanced training to key leaders and project participants allows the team to enhance their abilities and to properly evaluate situations beyond just their past experiences.

Identification of either superior trainers within the operation -- such as a sister company or different location -- or procurement of an external resource to provide this training, is ideal. The training should be widely shared within the organization and not provided to just one individual. The more staff who are trained, the better the results will be.

Lean Tip #3806 – Cultivate a Lean Mindset

The first step on the Lean journey is fostering a Lean mindset across your team. Lean isn’t just about tools and processes; it’s a way of thinking that prioritizes value, efficiency, and continuous improvement. Encourage your team to view every task through the lens of adding value to the customer and eliminating waste. This shift in perspective is essential for building a culture where Lean principles can thrive.

Lean Tip #3807 – Identify and Map Value Streams 

Value stream mapping is a fundamental Lean tool that helps visualize the flow of materials and information through your processes. By mapping out current workflows, your team can identify bottlenecks, redundancies, and wasteful steps that don’t add value. Collaboratively develop a future-state map that reflects streamlined, efficient processes. This exercise not only uncovers inefficiencies but also sets a clear path for improvement.

Lean Tip #3808 – Prioritize and Eliminate Waste 

Lean identifies seven types of waste (transportation, inventory, motion, waiting, overproduction, overprocessing, and defects) that can hinder productivity. Once you’ve mapped your value streams, work with your team to prioritize which wastes to tackle first. Start with the low-hanging fruit—those areas where simple changes can have an immediate impact. As you eliminate waste, you’ll notice improvements in efficiency, quality, and morale.

Lean Tip #3809 – Implement Standard Work Practices

Standard work practices are the foundation of a Lean organization. They ensure consistency, reduce variability, and make it easier to identify problems. Work with your team to develop clear, standardized procedures for critical tasks. Document these processes and ensure everyone follows them. By establishing a baseline of performance, you create a stable environment for continuous improvement. 

Lean Tip #3810 – Encourage Continuous Improvement (Kaizen)

Kaizen, or continuous improvement, is at the heart of Lean. It’s about making small, incremental changes that collectively lead to significant improvements over time. Foster a culture where every team member feels empowered to suggest and implement improvements. Regularly hold Kaizen events to brainstorm and test new ideas. Remember, the goal is to create an environment where improvement is a constant, ongoing process.

 

Lean Tips Edition #315 (#3751 - #3765)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #3751 – Track the KPI Metrics After the Kaizen 

 

After the kaizen an important step is to track the metrics that measure the performance and impact of the changes. You should have defined these metrics before the event, based on the goals and scope of the project. You can use a dashboard, a control chart, or a run chart to display the data and monitor the trends. You should also compare the actual results with the expected results and identify any gaps or deviations. 

 

Lean Tip #3752 – Audit the Standard Work 

 

Conduct audits to verify that the changes are being followed and maintained. You can use a checklist, a gemba walk, or a 5S audit to assess the adherence and compliance of the standards and procedures that were established during the event. You should also provide feedback and coaching to the team members and address any issues or challenges that arise. 

 

Lean Tip #3753 – Celebrate Success and Recognize Achievements for Successful Kaizen Events 

 

Taking the time to celebrate the small wins along the way reinforces the positive outcomes achieved and helps to reinforce the learning that takes place during the process. Recognizing and rewarding employees for their contributions helps keep them motivated and encourages others within the organization to stay focused on improvement initiatives. By recognizing and celebrating success, organizations demonstrate their commitment to continuous improvement and build morale throughout their teams. 

 

Lean Tip #3754 – Review Progress and Adjust as Needed 

 

Make time for a post-event review. During the review process, encourage open discussion. All team members should be heard and have their viewpoints considered. Every Kaizen event is an opportunity to learn lessons that will make the next event even better. Periodic reviews streamline process changes and  keep teams engaged in innovation and continuous improvement for success. 

 

Lean Tip #3755 – Don’t Leave a Huge Action Item List 

 

Too many Kaizen Events are deemed “failures” because changes didn’t get implemented during the event. The intent of a Kaizen Event is to actually test and evaluate changes during the event. Sure, there are always going to be a few “action items” to follow up on (from a document sometimes called a “kaizen newspaper”). But, if your events end with no changes and a promise or a list of things to do, it’s less likely that people will be able to find the time to implement these changes. When you have people’s time carved out for the event, you need to make the most of it - which includes testing changes and taking action. 

 

If you’re finding that you run out of time to implement anything in your Kaizen Events, consider making the scope smaller for future events. It’s better to implement a smaller change than to spend a week analyzing and planning without doing. 

 

Lean Tip #3756 – Ensure Your Managers Exemplifies the Lean Philosophy 

 

During a Lean transformation, it’s important that managers not only support, but also actively embody the Lean philosophy in every aspect of their leadership. This philosophy requires managers to lead by example, demonstrating commitment through continuous improvement, respect for people, and a persistent focus on customer value. By doing so, they set a powerful precedent for their teams, fostering a culture of efficiency, accountability, and innovation. All in all, managers play an important role in implementing lean principles successfully. They connect theory with practice, motivate their teams to welcome change, question the current norms, and aim for excellence in all endeavors. 

 

Lean Tip #3757 – Encourage All Employees to Actively Participate in the Overall Process 

Throughout the Lean transformation journey, it’s crucial that the individuals involved in the production process take the lead in driving improvements. 

 

This approach is rooted in the understanding that those who are on the front lines, executing the daily tasks and facing the operational challenges, have the most thorough knowledge of the workflow, bottlenecks, and potential efficiencies. That is to say, their firsthand experience equips them with unique insights into practical, impactful changes that can lead to significant improvements in productivity, quality, and overall process efficiency. 

 

So, by empowering these team members to identify, suggest, and implement enhancements, Lean organizations not only optimize their operations from the ground up, but also foster a culture of continuous improvement and ownership among their workforce, which is essential for the sustainable success of a Lean transformation. 

 

Lean Tip #3758 – Set the Foundation for Continuous Improvement 

 

Lean thinking and continuous improvement focus on reducing waste and maximizing customer value. This involves process improvements, streamlining operations, and cutting unnecessary steps. Engaging employees in this process is important. It can be done by providing training and resources and empowering them to identify improvement opportunities. Creating a system for feedback and recognition also helps. 

 

Establishing cross-functional teams and encouraging collaboration and innovation are beneficial too. By laying this foundation, organizations can improve productivity, efficiency, and quality for long-term success. 

 

Lean Tip #3759 – Tailor Lean to Fit Your Business 

 

Lean Manufacturing is not a one-size-fits-all solution. It’s imperative to customize Lean principles to fit your specific business needs and processes. This involves adapting the core concepts of Lean to align with your company’s goals, industry requirements, and unique challenges. Each business has its own set of variables, and what works for one may not work for another. Lean Consulting can offer specialized guidance to ensure that Lean strategies are effectively integrated into your operations, making them more efficient and sustainable. 

 

Lean Tip #3760 – Set Realistic Expectations 

 

While Lean Manufacturing can bring about significant improvements, setting realistic expectations is crucial for long-term success. Unrealistic goals can lead to disappointment and frustration among employees and management. It’s important to understand that Lean is a gradual process that requires time, effort, and patience to achieve meaningful results. Clear communication about the expected timeline and outcomes is essential. Engaging in strategic Lean consultancy can help with achievable milestones and provide a clearer picture of what to anticipate at each stage of implementation. 

 

Lean Tip #3761 – Cultivate a Customer-Centric Culture 

 

In today's business environment, a customer-centric culture is essential for success. Companies need to stop focusing solely on their products and services, and instead start considering their customers’ needs and wants.  

 

Consulting clients during the product-development process, taking their feedback seriously, and prioritizing their needs are all parts of developing a customer-centric culture. 

 

Lean Tip #3762 – Foster Innovation and Creativity 

 

Innovation and creativity are indispensable tools when it comes to staying ahead of the competition and driving company transformation. This requires a culture that promotes experimentation, risk-taking, and failure-based learning. 

 

Leaders must give resources and support to encourage innovation, recognize and reward creative thinking, and cultivate a culture where workers feel empowered to take risks and contribute new ideas. 

 

Lean Tip #3763 – Invest in Employee Development 

 

Putting money into employee training and education is another must if you wish to transform your business. Training and resources must be made available to support employees in acquiring new skills and staying up to date with market changes.  

 

Additionally, managers should strive for a culture that values and places a high priority on learning and development, recognize and promote high-performing workers, and offer chances for career advancement and development. 

 

Lean Tip #3764 – Build Strong Partnerships and Collaborations 

 

One of the most effective methods for bringing about change in a company is forging strong relationships and collaborations. Such partnering and collaborating involves sharing knowledge, resources, and skills with other groups, both within and beyond the sector.  

 

Businesses can get new insights, gain access to new markets, and develop innovative solutions that would not otherwise be viable without forming solid partnerships. 

 

Lean Tip #3765 – Break Organizational Silos and Resistance to Collaborate 

 

In many organizations, departments or business units operate in silos, with limited collaboration or information sharing. This can hinder transformation efforts that require cross-functional coordination and alignment. To address this challenge, foster a culture of collaboration and break down silos through cross-functional teams, shared goals, and open communication channels.