Lean Quote: Closing the Knowing–Doing Gap

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.

"The greatest gap in the world is the gap between knowing and doing."   —  John C. Maxwell

Many organizations are full of smart people who know exactly what should be done—yet, somehow, it doesn’t get done. This gap between knowledge and action costs time, opportunities, and momentum.

Managers often see valuable opportunities, but hesitation, over-analysis, or fear of mistakes prevents them from starting. Even when they do start, the first obstacle can stop progress cold. The inability to take purposeful action is widespread, and crucial issues requiring reflection, planning, creativity, and consistent effort often get postponed indefinitely.

If you do nothing, nothing changes. Inertia is powerful—things at rest tend to stay at rest. And while it’s natural to want the perfect plan before taking action, perfection is the enemy of momentum. A 50% improvement implemented today beats a theoretical 100% improvement that never leaves the whiteboard.

The only cure for inactivity is action. The first step in building a culture of execution is creating a bias toward action—making “do something now” the default.

How to Reduce the Gap Between Knowing and Doing

1. Start Small, Start Now
• Break large goals into quick, low-risk actions you can take immediately.
• Example: Instead of analyzing a process problem for weeks, run a quick trial solution on one workstation.
2. Make It Safe to Try—and Fail
• Reward initiative, not just outcomes.
• Treat mistakes as learning investments, not career-limiting moves.
3. Set Short Feedback Loops
• Replace long, drawn-out project cycles with rapid check-ins and adjustments.
• Quick learning cycles make it easier to see progress and maintain momentum.
4. Measure Action, Not Just Ideas
• Track “execution metrics” like number of experiments run, pilot projects launched, or issues resolved—not just meetings held or plans made.
5. Recognize and Celebrate Movers
• Publicly acknowledge employees who move projects forward, even in small ways.
• Stories of action create peer pressure to act.
6. Simplify the First Step
• Remove unnecessary approvals, overly complex templates, or ambiguous ownership that slow down action.
7. Model It From the Top
• Leaders must be the first to move from idea to test. When the team sees action modeled at the top, it becomes part of the culture.

By reducing the friction between knowing and doing, you create an environment where action is the norm, hesitation is the exception, and learning comes from trying. The knowing–doing gap doesn’t close by thinking harder—it closes by acting sooner.

Improving Your Business with Lean Thinking and a Growth Mindset

Organizations that want to thrive in today’s unpredictable markets must develop leaders who not only embody a growth mindset but also apply Lean Thinking to drive sustainable improvement. The business landscape is shifting rapidly, and winning now means being pragmatic, data-driven, and relentlessly focused on creating customer value while eliminating waste.

Why Combine Growth Mindset with Lean Thinking?

Psychologist Carol Dweck defines the growth mindset as the passion for stretching yourself and persevering, even when it’s not easy. Lean Thinking shares this DNA—both require curiosity, openness to change, and the courage to challenge the status quo.

Instead of proving how great you already are, Lean-minded leaders continuously ask, How can we improve this process? How can we create more value with fewer resources?

Four Mindset Shifts for Lean Success

1. Growth vs. Fixed Mindsets – Learning to See Waste

Leaders with a growth mindset believe capabilities can be developed through effort and learning. In Lean, this translates to learning to see waste and encouraging teams to experiment with better ways of working. Those with a fixed mindset resist change and may accept inefficiency as “just the way it is.”

Lean action: Train teams to identify the 8 wastes (defects, overproduction, waiting, etc.) and empower them to eliminate them.

2. Learning vs. Performance Mindsets – Continuous Improvement over “Looking Good”

A learning mindset thrives on skill development, experimentation, and problem-solving—core elements of Kaizen. A performance mindset seeks recognition for achievements, which can sometimes discourage risk-taking and innovation.

Lean action: Measure success not only by results but also by the number of improvement ideas implemented and lessons learned.

3. Receptive vs. Implemental Mindsets – Listening to the Gemba

A receptive mindset values others’ input and recognizes that the best improvements often come from those closest to the work. In Lean, this means going to the Gemba—the place where value is created—to listen before acting. An overly implemental approach risks pushing top-down solutions without understanding the real problems.

Lean action: Practice Gemba walks, ask open-ended questions, and involve frontline employees in solution design.

4. Promotion vs. Prevention Mindsets – Striving for Excellence, Not Just Avoiding Failure

A promotion mindset seeks to win, improve, and innovate—perfect for Lean, where the goal is to deliver better value continuously. A prevention mindset focuses mainly on avoiding problems, which can lead to stagnation.

Lean action: Encourage teams to run small, low-risk experiments to explore better ways of working, rather than simply preventing errors.

Lean Leadership: Harnessing Agility and a Lean Mindset

Today’s leaders must be agile, receptive to feedback, and committed to learning. Lean Thinking gives them the tools to turn that mindset into measurable business results by:

• Reducing waste to free up capacity
• Increasing value delivery for customers
• Building a culture where improvement is part of everyone’s job

The combination of a growth mindset and Lean Thinking is a powerful formula: one provides the belief in potential, and the other provides the method to realize it.

In short: Lean gives you the how, and a growth mindset gives you the will. Together, they help your business continuously improve, adapt, and win.

The Power of Discovery: Lessons from Columbus Day

On the second Monday of every October, the United States observes Columbus Day — a holiday rooted in the voyages of Christopher Columbus, who in 1492 set out across an uncharted ocean and sighted land after two grueling months at sea. While his journey is remembered in classrooms as the one that “sailed the ocean blue” aboard the Niña, Pinta, and Santa María, the real legacy worth honoring lies in the spirit of discovery his voyage represents.

From its earliest observances, Columbus Day was about more than the man himself. In October 1892, President Benjamin Harrison proclaimed the first “Discovery Day,” asking Americans to “cease from toil” and honor both the achievements of exploration and the opportunities it had unlocked. The celebrations of that era recognized a uniquely American spirit — one of risk-taking, pioneerism, and relentless improvement. It was the same mindset that transformed a sparsely populated wilderness into a thriving, ever-evolving nation.

That spirit is just as relevant today in our workplaces as it was on the high seas in 1492. In Lean manufacturing, discovery is the act of finding something new — or uncovering something long present but previously unseen. It is about asking questions that challenge the status quo, provoke thought, and push us deeper into the “why” behind our processes.

Thinking is not driven by answers but by questions. Answers often bring thought to a halt; only when an answer sparks another question does true thinking — and improvement — continue. Deep, purposeful questions help us navigate complexity, clarify our objectives, and evaluate the quality of the information we rely on.

In this way, Lean improvement mirrors exploration:

• Questioning is our compass. Asking “Why?” multiple times digs to the root causes of problems.
• Risk-taking fuels progress. Just as Columbus ventured into the unknown, organizations must step beyond familiar routines to uncover better ways of working.
• Learning drives advancement. Every discovery should lead to shared knowledge, so improvements ripple across the organization.

Without questioning, there is no discovery. Without discovery, there is no improvement.

So, this Columbus Day, consider honoring that legacy not just with a history lesson, but by reigniting the spirit of exploration in your own sphere. Take the time to discover — your company, your employees, your processes, your problems, and your customers. Embrace curiosity. Encourage bold questions. Chart the course for improvements that will move you, your team, and your organization forward.

After all, Lean success, like great voyages, begins with the courage to set sail toward the unknown.

Lean Quote: Making Doing the Right Things Easy

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.

"Create an environment where doing the right thing is as easy as possible."   —  James Clear

On the shop floor, every shift is a mix of moving parts—machines, people, schedules, and unexpected problems. It’s tempting to push harder and faster. But if we’re not focused on the right work, speed won’t help. It’s like running full speed in the wrong direction.

Efficiency vs. Effectiveness

• Efficiency = Doing things right (tightening bolts quickly).
• Effectiveness = Doing the right things (tightening the bolts that keep the product safe).

Both matter—but effectiveness comes first. Leadership’s role is to make sure every operator knows exactly what the “right things” are, and that it’s the easy choice to do them.

On the Shop Floor, “Easy” Means:

• The correct tool is within arm’s reach—no hunting for it.
• The standard work instructions are right where you need them, clear and visual.
• Quality checks are built into the process, not tacked on at the end.
• Communication flows quickly from leadership to operators and back again.

Why It Matters
If the environment makes the right action harder than the shortcut, people will take the shortcut. That’s not a training problem—it’s a design problem. Leaders create the system; the system shapes behavior.

From Crisis Mode to Control Mode
When we live in crisis management—jumping from fire to fire—quality drops, deadlines slip, and stress spikes.
When we shift to a proactive mode:

1. Plan first – Identify the top 20% of activities that give 80% of the results.
2. Communicate clearly – Everyone knows the day’s priorities before machines start running.
3. Make it visible – Use boards, signals, and metrics so progress is obvious.
4. Track and adjust – Review results at the end of shift and fix roadblocks fast.

The Leadership Connection
Leaders aren’t just decision-makers—they’re environment designers. Every barrier removed, every visual cue added, every tool placed correctly is leadership in action. When the right thing is the path of least resistance, people do it naturally.

Bottom Line
High-payoff activities drive focus. Focus drives performance. Performance drives results. And the fastest way to improve all three is to design a workplace where doing the right thing is the easiest thing.

Highlights from the 2025 New England Lean Summit

This past week I attend the 2025 New England Lean Summit, held October 1–2 in Cromwell, CT. This intimate conference brought together Lean practitioners, executives, and change leaders from across the region to share practical strategies, inspiring stories, and hard-won lessons from the front lines of continuous improvement. Organized by New England LeanConsulting and Paul Critchley, the Summit offered two packed days of workshops, keynotes, and case studies designed to help organizations align culture, leadership, and improvement efforts.

Day 1: Setting the Stage

The first day kicked off with a deep-dive workshop by John Dyer focused on combining process improvement, leadership engagement, and cultural development.

Other standout sessions included:

• Better, Not Bitter: Practical Tips for True Engagement — lessons from Joan Perreault and Kelley Watts on coaching frontline improvement teams with 12 tips for true engament.
• Navigating Resistance: The Human Side of Change – led by April Thomas, equipping leaders to address the human side of change with empathy.

At midday, Colleen DelVecchio delivered an inspiring keynote, “Great Leaders Eat Lunch,” which highlighted the importance of leaders modeling the behaviors and values you seek and how creating a culture of wellbeing prevents burnout.

Day 2: From Culture to Action

Day two opened with Scott Gauvin’s keynote, “The Half of Lean You’ve Been Sleeping On – and Why It’s Time to Wake Up!” reminding attendees that sustainable performance depends more on people than on tools alone. This provocative talk suggested that culture (vs. tools) is often the roadblock to sustainable performance. Scott also shared the Respect for People Roadmap, which provides practical steps to embed respect into daily leadership behaviors.

I was honored to present “Lean Transformation Steps for Operational Excellence,” where I outlined a clear pathway for organizations seeking systemic change. My session emphasized the importance of starting with purpose, building leadership alignment, and engaging people at every level to drive transformation. I also shared practical tools for creating visibility of progress, sustaining momentum, and embedding Lean behaviors into organizational DNA. Attendees walked away with actionable steps to bridge strategy and daily execution while strengthening respect for people throughout the journey.

Other highlights included:

• GKN’s “Brilliant Basics” Deployment – Find it, Fix it, Improve it! — a case study presented by Tiedah Evans from GKN Aerospace on driving continuous improvement across the organization via basic problem-solving.
• Leading with Purpose: Merging Lean Principles, Self Awareness & Employee Engagement — Sandi Mauro integrating strategy and improvement work through logic models to maintain coherence and measurable impact.

The Summit closed with a lively Lean Leaders panel discussion challenging attendees to rethink how they approach Lean implementation and resistance.

Major Themes & Takeaways

Several clear themes emerged across the two days:

1. Culture and Respect for People are Central. Lean success depends on building trust, psychological safety, and authentic engagement—not just applying tools.
2. Change is Human, Not Just Technical. Leaders must recognize emotional responses to change and lead with compassion.
3. Strategy and Daily Improvement Must Connect. Frameworks like charters and logic models help ensure alignment from the top floor to the shop floor.
4. Practical Skills Drive Impact. Kaizens, key performance measures, and real-world examples provided actionable insights attendees can take home.
5. Leadership is the Linchpin. Leaders at every level set the tone, provide recognition, and ensure purpose translates into performance.

Final Thoughts

The 2025 New England Lean Summit reinforced that Lean is not a set of tools—it’s a way of thinking and leading. From cultural change to operational excellence, the sessions highlighted both the challenges and opportunities in making Lean a sustainable advantage.

As a presenter, I was inspired by the energy and commitment of attendees and look forward to continuing the conversation on how leaders can drive transformation with purpose, respect, and alignment. If you weren’t able to join us this year, I highly encourage you to attend the Summit next year—you’ll leave with new insights, practical tools, and a stronger Lean community.

Celebrating National Manufacturing Week: Advancing Lean and Inspiring Future Makers

Each year, National Manufacturing Week provides an important opportunity to celebrate the contributions of manufacturers, highlight the value of modern manufacturing careers, and inspire the next generation of makers. As we recognize the essential role manufacturing plays in our economy and communities, it’s also a time to reflect on how lean principles help drive continuous improvement, innovation, and sustainability across the industry.

Why Lean Belongs at the Heart of National Manufacturing Week

Lean manufacturing is about more than eliminating waste—it’s about creating value, engaging people, and building a culture of problem-solving. During National Manufacturing Week, manufacturers can showcase how lean practices such as standard work, visual management, and respect for people make workplaces safer, more efficient, and more rewarding. These practices don’t just improve processes; they also empower employees and strengthen the long-term competitiveness of our organizations.

Key Activities to Celebrate and Promote Manufacturing Careers

National Manufacturing Week is not only a celebration but also a chance to inspire interest in manufacturing pathways. Here are some impactful activities for organizations and communities:

• Plant Tours & Open Houses – Invite students, educators, and community members to experience modern manufacturing firsthand. Highlight lean practices in action to show how teams solve problems and create value.
• Lean Demonstrations & Workshops – Offer hands-on simulations or kaizen events to teach participants about continuous improvement and the power of small changes.
• Career Panels & Mentorship – Connect current professionals with the next generation by sharing diverse career stories and growth opportunities in manufacturing.
• Showcasing Innovation – Use National Manufacturing Week to spotlight lean-driven innovations, sustainability initiatives, and digital transformation.
• Employee Recognition – Celebrate the people who make manufacturing possible. Recognize teams who embody lean values like respect, collaboration, and continuous learning.

Building the Future Together

National Manufacturing Week is a reminder that manufacturing is not just about making products—it’s about making progress. By integrating lean thinking into the celebration, we not only honor the industry’s past achievements but also inspire the next generation to build a future where manufacturing is smarter, more sustainable, and people-centered.

Call to Action: As you celebrate National Manufacturing Week, take the opportunity to share your lean journey with others—whether that’s through a plant tour, a workshop, or simply recognizing the people behind the process. By opening the doors of manufacturing and showcasing the power of lean, we can engage new talent, strengthen our communities, and secure the future of this vital industry.

Lean Quote: Present Circumstances Merely Determine Where to Start

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.

"Your present circumstances don't determine where you can go; they merely determine where you start."   —  Nido Qubein

In both our personal and professional journeys, we will inevitably face setbacks that threaten to impede our progress. Qubein’s insight invites us to recognize these challenges not as barriers, but as the starting line of a new path forward powered by resilience and growth.

By embracing this philosophy, we can transform difficulties into opportunities to learn, evolve and ultimately ascend to new heights. Let’s explore key takeaways from Qubein’s wisdom and how shifting perspective allows us to harness adversity on the road to achievement.

Try the following five strategies to not only overcome adversity but actually go on to thrive.

Acknowledge the circumstances: The way to get out the other end of challenges with more ease and our self-esteem intact is to acknowledge and take ownership of the reality of the situation we find ourselves in. Doing enables us to confront adversity head-on and go on to work through effective solutions that might or might not entail asking for help.

Shift our perspective: Adopting a positive mindset will make a world of difference to the way we come through tough times. Taking the perspective of tackling adversity head-on can be a catalyst for personal development. In this way setbacks carry within them an opportunity to shore up future success.

Manage our emotions: Emotions like frustration, anger, fear, and sadness are likely to rear their heads when we’re faced with adversity. It’s important to note that managing our emotions has nothing to do with denial. What it’s about is acknowledging them while not allowing them to consume us. This is important because being in an emotionally balanced state enables us to make rational decisions to get out of the difficult circumstances we find ourself in.

Develop a Resilient Mindset: Resilience is like a muscle in the sense that the more we exercise our ability to bounce back from adversity, the more resilient we will become. Seeing setbacks and failures as steppingstones to success, rather than being a blight on our reputation clears the way for us to approach challenges as opportunities to learn, adapt, and become stronger in the process of getting on with our life no matter what challenges come up from time to time.

Focus on Solutions and Take Action: Spending a lot more time seeking solutions than dwelling on problems is the way to get ahead in life. It’s about analyzing the situation, identifying potential options, and developing an action plan. Taking this approach empowers us to regain control of our life. It will also reinforce our ability to overcome adversity moving forward.

The key is to reflect on all of the experiences life throws up, and take the time to identify the insights and wisdom that comes out of the challenging experiences in particular. Then consider how we might apply what we’ve learnt in future to avoid similar problems or to navigate them more effectively.