Start 2026 with the Respect for People Roadmap — March & April Cohort Open for Enrollment
- Development/Training, Respect For People
- February 13, 2026

Are you ready to take your Lean journey beyond tools and processes and into the heart of what makes organizations truly thrive — people? The Respect for People Roadmap is opening its March & April 2026 cohort, and this is an excellent opportunity to participate in a learning experience designed to strengthen culture, connection, and
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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
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In Operationally Svelte: Manage Costs to Increase Profit and Enhance Performance, Duane Deason delivers a timely and practical guide to one of the most overlooked drivers of organizational excellence: cost management. Drawing on decades of experience across finance, operations, and executive advisory roles, Deason argues that companies don’t fail because they grow too slowly—they
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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
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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
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In The Facade of Excellence: Defining a New Normal of Leadership, John Dyer delivers a powerful and thought-provoking look at the cultural challenges that often undermine Lean transformations. Through a creative narrative, Dyer uses a fictional manufacturing company to illustrate how well-intentioned leaders can unintentionally build a “facade” of continuous improvement—one that looks good from
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