Lean Roundup #198 – November 2025

A selection of highlighted blog posts from Lean bloggers from the month of November 2025.  You can also view the previous monthly Lean Roundups here.  

 

How Great Leaders Prevent Mistakes and Learn from the Ones That Happen – Mark Graban argues that the strongest improvement cultures pair mistake prevention with fearless learning—shifting from blame to curiosity so organizations can treat errors as opportunities to strengthen systems, build psychological safety, and continuously improve.

 

The Role of a Lean Leader – Alen Ganic explains a lean leader’s true role is to develop people by deeply understanding the work, living the philosophy daily, and building systems that enable team-driven, sustainable results.

 

Leading Through the Paradox: Lessons from James Stockdale – Ron Pereira says the Stockdale Paradox teaches that real leadership and continuous improvement require simultaneously confronting hard truths and maintaining unwavering faith in a better long-term outcome.

 

The Paradox of Happiness: Why Giving Gets You More Than Getting – Kevin Meyer’s reflection highlights that real happiness—and real lean effectiveness—comes not from seeking personal gain but from contributing value to others, as shown by research demonstrating that purposeful, outward-focused actions create greater fulfillment, resilience, and positive outcomes for both the giver and the recipient.

 

A Tale of Two Car Disassemblies – Christopher Chapman shares a story about two occasions Ford disassembled a competitor’s vehicle to learn what they were doing differently, and the lessons they took from each.

 

The Ambidexterity Challenge – What’s Our Overall Approach? – Pascal Dennis argues that a senior leader’s top job is organizational ambidexterity—simultaneously strengthening the core through Lean while fueling new growth through digital innovation—by removing waste and variation, deeply understanding the customer, and embedding digital thinking at the heart of the business.

 

Unlearning Traditional Management to Succeed with Lean - Josh Howell and Mark Reich share perspectives on how success with lean requires unlearning some traditional management approaches and what they’ve encountered along the way.

Reinventing Product Development: People First, Technology Second - James Morgan shares a practical roadmap for integrating new tools with Lean Product and Process Development (LPPD) principles to build more capable teams and create successful new value streams.

GE’s Larry Culp: Why Lean Thinking Starts with Safety and Respect for People – Mark Graban highlights how GE Aerospace CEO Larry Culp exemplifies true Lean leadership by practicing continuous improvement personally, respecting the people who do the work, prioritizing safety and quality, and building a hands-on, problem-solving culture rooted in daily kaizen rather than executive distance.

Finding Your Way When You’ve Lost Momentum on the Lean Journey

Even the most committed organizations can lose their way on the Lean journey. You may have started with strong momentum—kaizen events buzzing, visual boards filling up, and teams brimming with ideas—only to find months or years later that progress has plateaued.

This is normal. Businesses that implement Lean Thinking often face a “middle dip,” where initial wins slow down and enthusiasm fades. The key isn’t to avoid these plateaus—it’s to recognize them early, address root causes, and get back on the path to improvement.

Here are practical steps to rekindle Lean success:

1. Revisit Your “Why”

When teams forget why Lean matters, it can easily become a set of tools instead of a way of thinking.

• Reconnect to purpose – Reaffirm the link between Lean and customer value, team well-being, and business health.
• Tell the story again – Share wins from earlier in your Lean journey. Remind people of the problems you solved and the impact made.

Tip: Host a brief “Lean reset” meeting where leadership and frontline employees openly discuss the purpose and vision for continuous improvement.

2. Go to the Gemba (Again)

Lean thrives on observation, not assumptions.

• Visit the place where value is created—shop floor, office, or field—and see firsthand what’s happening.
• Listen more than you talk. Ask “why” five times before jumping to solutions.

Tip: If your leaders haven’t walked the process in the last month, schedule a Gemba walk this week. Plateaus often hide in plain sight.

3. Simplify Your Efforts

Over time, Lean can get weighed down with too many metrics, too many boards, or too many disconnected projects.

• Focus on one or two critical goals that truly matter right now.
• Remove busywork that doesn’t directly improve flow, quality, or customer value.

Tip: Use the principle of “stop starting, start finishing” to regain focus.

4. Reignite Small, Quick Wins

Large projects have their place, but if the team only sees long timelines and delayed results, motivation drops.

• Encourage teams to solve small, visible problems quickly.
• Celebrate and share even the smallest improvement.

Tip: A whiteboard or digital tracker of “quick wins” can help make momentum visible.

5. Reinvest in People Development

Skills decay if they’re not used or built upon. If Lean feels stagnant, it may be time to re-skill and inspire.

• Offer refresher training on Lean principles and problem-solving.
• Bring in new voices—guest speakers, cross-department exchanges, or site visits to other companies.

Tip: People who grow will help the system grow.

6. Check Leadership Engagement

Lean plateaus often mirror leadership fatigue. If leaders drift from daily engagement, so will the team.

• Leaders should model the behavior they expect—asking questions, supporting experimentation, and removing roadblocks.
• Recognize and support leaders at every level, not just the top.

Tip: If leadership attention has shifted away from Lean, it’s time to realign priorities.

7. Reassess Your Measures of Success

Sometimes the plateau is less about lack of progress and more about outdated metrics.

• Are you still measuring what matters most to customers and the business?
• Could you be missing important signals of improvement?

Tip: Review your KPIs quarterly to ensure they match your current stage of growth.

Final Thought

The Lean journey is not a straight line. It’s more like climbing a mountain with ridges, false summits, and pauses along the way. Plateaus are not failure—they’re opportunities to reset, refocus, and push forward with renewed clarity.

Lean is about learning. And when you feel lost, remember: the way forward is built by going back to the basics, engaging people, and improving—one step at a time.

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.