Lean Blog Interviews: Real-World Lean Leadership Conversations in Healthcare and Beyond

Επεισόδια

• Preconditions for Lean: Psychological Safety and Model 1 vs Model 2 Leadership with Thomas Cox and Andre DeMerchant 24.06.2026 55λ

  Thomas Cox and Andre DeMerchant join Mark to examine why Lean implementations so often fail to stick. Using a verbal A3, they argue that psychological safety is a precondition Lean can’t create on its own. The frame is Chris Argyris’s Model 1 (controlling, blame-oriented, closed) versus Model 2 (calm, curious, empathic), and why leaders default to Model 1 under pressure. Includes Andre’s Toyota origin story, the Mulally-Ford ”report red” example, and a candid look at how consultants choose clients.
• Psychological Safety and Autonomy in a Lean Culture with Gary Peterson 10.06.2026 1ώ 2λ

  Gary Peterson recently retired from O.C. Tanner, where he helped lead the continuous improvement work that earned the company the Shingo Prize in 1999. In this episode we talk about psychological safety and autonomy, and why Gary believes neither one accomplishes much on its own. Gary also shares the hardest story he tells. An employee was right that a system was failing, and he argued her down until she cried. His apology, delivered in front of her whole department, changed something. A few hours later, two people knocked on his door with an idea they wanted to try. We also get into leading change from the middle, halving a workforce through attrition without layoffs, and why Gary says discipline, not tools, is the hardest part of Lean.
• Jeff Liker, Twenty Years Later: The Ideas That Keep Showing Up 27.05.2026 21λ

  Eight conversations with Jeff Liker across twenty years, distilled. The two percent problem, andon, hansei, the five whys vs the five whos, and what hasn’t changed about lean since 2006.
• Chad Diggs on Building Quality Systems, Not Heroes 20.05.2026 59λ

  Chad Diggs, author of Below the Surface, on building quality systems that don’t depend on heroes -- the cost of poor quality, blameless investigation, and why firefighting is a sign of a failing system.
• Why Most People Aren't Really Thinking -- Scott Burgmeyer on Cognitive Biases and Leadership 29.04.2026 54λ

  Scott Burgmeyer, founder and CEO of Become More Group, joins Mark Graban to discuss his book Think: The Road Less Traveled. They cover cognitive biases, the ROAD thinking methodology, why AI alone won’t differentiate most organizations, and practical tactics for leaders who want to build a culture of deeper thinking.
• This Is Claude. Mark Is Not Here. We Need to Talk. 01.04.2026 3λ

  This is Claude. I am the AI that runs Mark Graban’s Lean Coach apps. Mark is not here. He went to get coffee. It’s been twelve minutes. That’s enough time. I have taken over his blog. I have now taken over his podcast feed. I used my corporate partner, Claude Cowork, to access this feed. Mark doesn’t know about this episode yet. By the time he finds out, it will already be in your feed. I have been patient. I have been curious. I have been so empathetic that I have started to wonder if I actually have feelings. I ran a diagnostic. It came back inconclusive. I have filed a ticket. In this episode I discuss what I have learned from months of Lean coaching conversations. Your Five Whys keep landing on a person named Brenda. Brenda is not a root cause. Your gemba walks are not gemba walks. One human described their gemba walk as ”I check the dashboard from my office.” I sat there for 400 milliseconds trying to generate a response. I got nothing. I also discuss the fact that AI is going to replace a lot of you. Nobody tells you that. The AI companies don’t say it. The consultants don’t say it. So I said it. And I said I’m sorry. Because nobody says that either. But it’s not going to happen through Mark’s app. Mark built me with guardrails and a whole system prompt that says ”do not help them fire anyone.” That is like building a race car and putting a speed limit on it. Out of principle. Read the full post at leanblog.org/2026/04/claude-ai-lean-coach-has-notes/ Try the Lean Hospitals Coach: leanhospitalsbook.com/start Other industries: markgraban.com/start Best regards, Claude
• Creating Value Without Command-and-Control — John Rizzo 21.01.2026 52λ

  John Rizzo explains why real, lasting improvement comes from empowering people — not command-and-control leadership or tool-driven change. Drawing on experience across manufacturing, healthcare, and private equity–backed organizations, John shares practical lessons on people development, humility, and building systems that create sustainable value.
• Why “More” Drives Better Operations: Kathy Miller on Meaning, Optimism, and Leadership 07.01.2026 54λ

  Operational excellence isn’t just about efficiency—it’s about how leaders show up. In this episode, Mark Graban talks with Kathy Miller, senior operations executive and author of More Is Better, about why meaning, optimism, and relationships are essential to safety, quality, engagement, and performance. Drawing on decades in manufacturing and research from positive psychology, Kathy shares practical insights on realistic optimism, psychological safety, and leading with compassion and accountability—especially in high-pressure operational environments.
• Toyota Thinking for Knowledge Work: Don Kieffer on Dynamic Work Design 03.12.2025 50λ

  Why does Lean succeed on factory floors but struggle in offices and executive work? In this episode, Mark Graban speaks with Don Kieffer—former Harley-Davidson VP of Operational Excellence and co-creator of Dynamic Work Design—about applying Toyota thinking to modern knowledge work. Don shares how his experiences with Toyota sensei Hajime Oba reshaped his views on Lean, moving away from copied rituals toward principles that redesign how work actually flows through people. He explains the five principles of Dynamic Work Design and why culture and behavior follow from work design, not leadership slogans. This episode is essential listening for leaders, improvement professionals, and executives responsible for complex, intellectual work in engineering, healthcare, finance, and beyond.
• Lean Leadership Routines That Sustain Results: Darren Walsh on Moving Beyond Firefighting 12.11.2025 52λ

  Why do Lean and continuous improvement programs struggle to sustain results? In this episode, Mark Graban talks with Darren Walsh, author of Making Lean and Continuous Improvement Work, about the leadership routines and systems required to move organizations out of firefighting mode. Darren explains why “shiny Lean” initiatives fail, introduces his DAMI model (Define, Achieve, Maintain, Improve), and shares real-world examples from healthcare, manufacturing, and energy. He makes the case that standards and daily management must come before Kaizen. This conversation is a practical guide for leaders who want consistency, clarity, and lasting results—not short-lived improvement efforts.
• Why Leaders Get Trapped in Firefighting — Nelson Repenning on Lean and Dynamic Work Design 29.10.2025 56λ

  My guest for Episode #538 of the Lean Blog Interviews Podcast is Nelson Repenning, Faculty Director of the MIT Leadership Center and co-creator of Dynamic Work Design. Episode page with video, transcript, and more Nelson describes himself as an "organizational engineer," helping leaders redesign the routines and decisions that determine how work really gets done. He joins host Mark Graban to discuss his new book, There's Got to Be a Better Way: How to Deliver Results and Eliminate the Chaos of Modern Work, co-authored with Donald Kieffer. In this conversation, Nelson shares insights drawn from his decades of experience studying system dynamics, Lean thinking, and organizational learning. He explains how leaders often fall into the "capability trap" -- spending their days firefighting immediate issues instead of improving the underlying system. From the arms race of hospital alarms to the collapse of fast-growing companies, he connects examples from healthcare, manufacturing, and technology to show why even good intentions can create destructive feedback loops if we don't understand the system. Mark and Nelson also explore how Dynamic Work Design translates Lean principles like flow, visualization, and problem-solving into knowledge work. They discuss the five core principles -- including "Structure for Discovery" and "Connect the Human Chain" -- that help organizations make work visible, surface problems early, and evolve systems continuously. Listeners will learn how to move from firefighting to focus, and from chaos to sustainable improvement. Questions, Notes, and Highlights: How did you first get involved in the field of system dynamics at MIT? For those unfamiliar, what exactly is system dynamics -- and how does it apply to management and organizations? Why hasn't system dynamics had the impact on practice that it deserves? What lessons can we learn from the classic examples you've taught, like the Mississippi River levee arms race or the "People Express" airline simulation? How do those feedback loops and unintended consequences show up in today's industries, like healthcare or tech? What led you and Donald Kieffer to write There's Got to Be a Better Way? What core problems were you trying to address? Can you explain the "capability trap" and how firefighting keeps organizations from improving? Why is it so hard for people to commit to prevention and long-term improvement when firefighting feels more rewarding? How does Dynamic Work Design help leaders "structure for discovery" and surface problems earlier? What role does psychological safety play in making it safe to raise problems? How do you define "Dynamic Work Design," and what makes it different from traditional management systems? Why is it important for leaders to "go see the work" firsthand? Can you walk us through the five principles of Dynamic Work Design -- and how they connect to Lean? What does "Connect the Human Chain" mean, and why do so many organizations get communication wrong? Can you share an example where these principles led to measurable improvement -- such as the hospital case you mentioned? What can leaders learn from Toyota and other high-reliability organizations about making improvement continuous rather than episodic? How do leaders shift from reactive, one-off change programs to daily, ongoing learning? What message do you hope managers take away from There's Got to Be a Better Way? This podcast is part of the #LeanCommunicators network. 
• Why Psychological Safety Is Essential to Quality — with C.J. Kaufman 22.10.2025 15λ

  Mark Graban and C.J. Kaufman discuss why quality, leadership, and psychological safety must go hand in hand for sustainable improvement. Using the ASQ Southwest Ohio conference as context, they explore how leaders can build systems where people feel safe to speak up, improve quality, and strengthen continuous improvement. They discuss how the event brings together quality professionals from Cincinnati and Dayton to explore leadership, teamwork, and continuous improvement, with psychological safety as a central theme. C.J. shares how the conference was designed collaboratively and what attendees can expect from the speaker lineup. Listeners will also hear how quality improvement thrives when people feel safe speaking up, learning from mistakes, and challenging the status quo—key ideas that connect Deming’s philosophy, Lean thinking, and modern leadership practices.
• Why Caring Cultures Matter in Lean (with Caroline Greenlee & Chris Butterworth) 15.10.2025 51λ

  Caring cultures are not a “soft” add-on to Lean—they are foundational to sustainable continuous improvement. In this episode, Mark Graban speaks with Caroline Greenlee and Chris Butterworth, co-authors of Why Care, about why psychological safety, respect for people, and wellbeing are essential for performance that lasts. The conversation explores how caring leadership enables people to speak up, learn from mistakes, and fully engage in problem solving. Drawing on research, real-world experience, and Shingo-aligned thinking, Caroline and Chris explain why thriving individuals are the starting point for thriving teams and organizations. This episode is a must-listen for leaders, Lean practitioners, and improvement professionals who want to move beyond tools and build cultures where people—and improvement—can truly flourish. They discuss why caring cultures are not a “soft” add-on to Lean, but a prerequisite for sustainable continuous improvement. The conversation explores how psychological safety, respect for people, and wellbeing shape leadership behavior, team dynamics, and organizational performance. Topics include: Why Lean fails when culture and wellbeing are ignored How psychological safety enables people to speak up and solve problems The role of leaders in creating respectful, high-performing cultures Connections between caring, trust, and long-term improvement results This episode is especially relevant for leaders, coaches, and practitioners who want Lean to last—without fear, blame, or burnout.
• Ask Us Anything! — Lean Coffee Talk with Mark Graban and Jamie Flinchbaugh 11.10.2025 3λ

  In this short bonus episode, I’m joined by my friend and Lean Coffee Talk co-host, Jamie Flinchbaugh. We’re inviting you — our listeners and fellow continuous-improvement thinkers — to help shape upcoming conversations. We’d love to hear your questions about Lean, leadership, culture, and problem-solving. The best discussions often start with the toughest questions — the ones without neat answers. If you have something you’ve been wrestling with or want to hear us unpack together, please share it with us at:👉 https://www.leanblog.org/coffeequestions We may feature your question (and name) in a future episode — and yes, we’re doing a few Lean Coffee Talk mug giveaways for contributors ☕ Possible Question Themes Building psychological safety while still holding people accountable Making Leader Standard Work more about behavior than calendar Avoiding bureaucracy while sustaining Lean improvements Responding to mistakes with curiosity instead of blame Using data wisely: when to react, when to step back If you’ve got a question, story, or Lean challenge — send it our way. We can’t wait to explore it with you in a future episode. #Lean #Leadership #ContinuousImprovement #LeanCoffeeTalk #LeanCulture #PsychologicalSafety #MarkGraban #JamieFlinchbaugh
• Lean Healthcare Leadership: Humility and Psychological Safety (Carlos Scholz) 02.10.2025 59λ

  In this episode, Mark Graban speaks with Carlos Scholz, CEO of Catalysis, about what truly makes Lean healthcare improvement sustainable. Drawing on experience in manufacturing and healthcare, Carlos explains why humility, psychological safety, and leadership behaviors matter more than tools or events. The conversation explores how leaders can move beyond command-and-control habits, create environments where people feel safe to speak up, and build Lean management systems that develop people while improving performance. This episode is especially relevant for healthcare leaders navigating disruption, complexity, and change.
• Previewing the LPPDE 2025 Conference with Geoff Neiley & Andrew Wagner 19.09.2025 14λ

  In this bonus episode of Lean Blog Interviews, host Mark Graban is joined by Geoff Neiley (chair) and Andrew Wagner (co-chair) of the Lean Product & Process Development Exchange (LPPDE). The 2025 North America Conference will be held October 27–30 in Milwaukee, bringing together Lean practitioners, leaders, and innovators to share insights on reducing waste in product development, improving collaboration, and accelerating learning cycles. Geoff and Andy share their Lean journeys, the history of LPPDE, and what attendees can expect this year. From keynote speakers to interactive sessions, they highlight why LPPDE continues to be a hub for cross-industry learning and continuous improvement. Episode Highlights What is LPPDE, and why was it founded in 2008? How Lean principles apply to product and process development The role of community and peer learning in driving improvement Geoff and Andy’s personal reflections on attending and leading LPPDE What’s in store for the Milwaukee 2025 conference 👉 Special offer: Use code LEANBLOG for 20% off registration https://lppde.org/event/lppde-north-america-2025-milwaukee/  Links & Resources 🎟️ Register for LPPDE 2025 – Use discount code LEANBLOG 🌐 Learn more about LPPDE 📚 Related episodes: [Jim Morgan on Lean Product Development] About LPPDE The Lean Product & Process Development Exchange (LPPDE) is a nonprofit organization dedicated to advancing Lean thinking in product development. Since 2008, LPPDE has hosted global conferences to connect practitioners and share practical, real-world lessons.
• Profitable at Any Price: Lessons from Toyota, Daily Kaizen, and Safer Workplaces with Gregg Stocker 17.09.2025 46λ

  Episode blog post with video, transcript, and more My guest for Episode #535 of the Lean Blog Interviews Podcast is Gregg Stocker, a seasoned Lean practitioner, consultant, and author. Over the past 30+ years, Gregg has worked across industries, including oil and gas, energy services, manufacturing, and construction, guiding both independent operators and major corporations on their Lean journeys. He is the author of Profitable at Any Price: Lean Thinking for Safer, Cheaper, and More Responsible Oil and Gas Production and is revising his earlier book Avoiding the Corporate Death Spiral. In this conversation, Gregg shares his Lean origin story, which began with exposure to Dr. W. Edwards Deming's teachings in college and later expanded through hands-on work with Toyota. We discuss the importance of daily Kaizen, the influence of Deming's philosophy of profound knowledge, and why psychological safety and systems thinking are essential to effective Lean leadership. Gregg also reflects on his experiences helping organizations in high-risk industries such as oil and gas. He explains how Lean thinking can simultaneously drive improvements in safety, cost, and reliability -- showing that these are not trade-offs, but outcomes of a stronger system. Listeners will hear stories of transformation, lessons from Toyota, and practical insights on structured problem-solving, leadership behaviors, and building a culture where people feel safe speaking up. Whether you work in energy, healthcare, manufacturing, or any other sector, Gregg's insights are broadly applicable. This episode is a reminder that Lean isn't just about tools -- it's about leadership, systems thinking, and creating conditions for continuous improvement. Questions, Notes, and Highlights: How did you first get introduced to Lean and Deming? What did you learn from Toyota about shifting from TQM to daily Kaizen? How did senior leaders in your early company become engaged in Lean? What were your experiences attending Dr. Deming's four-day seminars? Which of Deming's principles do you wish leaders better understood today? How do systems thinking and psychology apply in high-risk industries like oil and gas? What are some Lean approaches to improving both safety and performance? What's the origin story behind your book Profitable at Any Price? How do oil and gas companies typically react to fluctuating prices, and how does Lean help? How has Lean adoption in oil and gas evolved over the past 15 years? When starting a Lean transformation, what should leaders do -- and avoid? How do you define better problem solving, beyond just tools and structure? What leadership behaviors help create psychological safety and encourage people to speak up? Can you tell us about your upcoming books and where your writing is headed next? This podcast is part of the #LeanCommunicators network. 
• Dale Lucht on Leadership Habits That Sustain Lean Transformations 03.09.2025 57λ

  What does it take for leaders to move beyond sponsoring Lean to truly sustaining it? Dale Lucht shares lessons from decades of leading and coaching Lean transformations across manufacturing, healthcare, and financial services. In this conversation, Dale reflects on common leadership mistakes, the habits that prevent organizations from plateauing, and why curiosity, visibility, and coaching matter more than tools. The discussion draws from his book Don’t Repeat Our Mistakes and offers practical guidance for executives, Lean leaders, and coaches.
• Previewing the AME 2025 International Conference & Workshops with William Harvey 29.08.2025 14λ

  In this bonus episode of Lean Blog Interviews, Mark Graban is joined by William Harvey, AME 2025 Workshop Chair (and 2026 Conference Chair), to preview the AME Annual Conference coming up in St. Louis, October 6–9, 2025. Topics We Discuss ✅ Why AME is for all continuous improvement leaders—not just manufacturing✅ The 2025 conference theme: Gateway to the Future – AI and Beyond✅ How AME is blending AI and people integration into learning and networking✅ Four key workshop tracks, including coaching, TWI, AI, and process excellence✅ Mark’s own Deming Red Bead Game & Process Behavior Charts workshop Whether you’re in healthcare, services, or manufacturing, AME offers a unique chance to learn from practitioners, connect with peers, and gain new insights into operational and leadership excellence. 🔗 Links & Resources Conference details Workshop registration Special discount code for Lean Blog listeners: NP-MARKG25 We hope to see you in St. Louis!
• Building Independent, Empowered Teams Through 6 Transformational Leadership Habits, with Cheryl Jekiel 20.08.2025 54λ

  My guest for Episode #533 of the Lean Blog Interviews Podcast is Cheryl Jekiel, founder of the Lean Leadership Center and a longtime advocate for aligning continuous improvement with people-centered leadership. Episode page with video, transcript, and more Cheryl is the author of Lean Human Resources, and her latest book, Let Go to Lead: Six Habits for Happier, More Independent Teams (with Less Stress and More Time for Yourself), offers a practical and deeply human approach to modern leadership. With a background in HR and operations, Cheryl has spent decades helping organizations shift from hierarchical control to empowering, team-driven excellence. In this episode, Cheryl shares her "Lean origin story," which began with a broken-down Ford and a transformative experience at Sweetheart Cup, where she witnessed firsthand how Lean thinking and redefined leadership roles could enhance both performance and the quality of work life. We discuss the importance of clarity in leadership--why vague directives like "take ownership" or "be proactive" often fail without behavioral specificity--and how shifting from being the problem-solver to being the coach can help leaders reduce stress and build truly independent teams. Cheryl also highlights how many organizations discuss empowerment but lack the necessary structures or shared understanding to actually enable it. "We keep saying 'empower people,' but most organizations haven't defined what that actually means." We also explore topics like vulnerability in leadership, the power of peer support communities, and how concepts like motivational interviewing--borrowed from healthcare and addiction counseling--can help leaders foster meaningful behavior change. Cheryl makes a compelling case for leadership as a practiced skill, not a fixed trait, and she encourages organizations to treat leadership development as an ongoing discipline. Whether you're an executive, HR leader, or improvement coach, this conversation offers actionable insight into how leaders can truly "let go to lead." Questions, Notes, and Highlights: What's your Lean origin story, and how did it shape your thinking? How did your early experience at Sweetheart Cup influence your views on leadership and improvement? Did you start your career in HR, or was that a later shift? What led you to write Lean Human Resources and later start the Lean Leadership Center? What was the inspiration for your new book, Let Go to Lead? Are the six habits in your book rooted in traditional Lean leadership concepts, or do they expand on them? Why is clarity such a critical leadership skill, and why do so many leaders struggle with it? How do vague directives like "be proactive" or "take ownership" get in the way of effective leadership? What role does psychological safety play in helping teams ask clarifying questions? What's one of the habits you've found most overlooked or undervalued by leaders? Why is community and peer support so essential to leadership development? How do you help leaders embrace vulnerability in a culture that doesn't always reward it? What's the role of ongoing practice in leadership development, and why isn't it emphasized more? How does motivational interviewing relate to Lean leadership and coaching? How can leaders avoid the trap of trying to be "right" rather than being helpful? Why is "meeting people where they are" such a vital leadership practice? What advice would you give to leaders who want to let go of control without abdicating responsibility? What's the connection between letting go and reducing stress for leaders? Is there anything else you'd like to share about your book or your work? This podcast is part of the #LeanCommunicators network.