“Respect for people” isn’t about being nice—it’s about how leaders design systems, make decisions, and respond to problems. In Lean organizations, respect shows up through listening, job security, psychological safety, clear communication, and a commitment to learning rather than blame. This archive brings together blog posts, podcasts, and examples that explore respect for people as a core Lean principle—one that enables trust, engagement, continuous improvement, and better outcomes for customers and employees alike.
TL;DR: Lean thinking teaches us not to blame individuals for mistakes that are caused by broken systems. In healthcare, this mindset aligns closely with Just Culture and patient safety principles: human error is inevitable, fear makes performance worse, and real…
Here’s a great post from Pascal Dennis on Lean and PDCA (or PDSA): PDCA – the Pounding Heart Muscle of Life Everybody should read Pascal’s post… twice. Honestly, go read it a few times before returning here. I was fortunate…
TL;DR: Lean transformation isn’t about copying Toyota’s tools. In this video, John Shook of the Lean Enterprise Institute explains why real Lean starts with a clear purpose (“true north”), develops people alongside processes, and requires leadership behaviors and management systems…
I had a chance to go back to the Toyota Motor Manufacturing Texas (TMMTX) plant in south San Antonio last week with a group of executive education students at Trinity University. I first visited the plant back in 2010 and…
Today and tomorrow, I’m attending the Lean Startup conference in San Francisco (the event produced by Eric Ries, the author of The Lean Startup). I’ll be learning a lot of ideas by attending presentations and networking, which will be applicable…
Mark’s post: I’m still away on vacation, but happy to have some guest bloggers, including Chad Walters. Unlike his past posts, today’s not about Lean in sports… and I think you’ll enjoy it. Obviously one of the most important questions…
I had a chance again today to attend ThedaCare’s weekly “report out,” where a few hundred people gather in an auditorium to review and celebrate their “rapid improvement events” from the past week. I think everybody should make the trip…
TL;DR: This post revisits the origins of lean production through John Krafcik’s 1988 article, reflecting on how lean manufacturing began as an integrated management system rooted in culture, leadership, and respect for people–and why those foundations still matter more than…
TL;DR: Deming argued that the role of a manager of people is not judging performance, ranking employees, or enforcing authority–but creating trust, understanding systems, coaching for learning, and improving conditions so people can succeed. Dr. W. Edwards Deming‘s last book…
Here’s a fascinating article: “How Toyota brought its famed manufacturing method to India.” The piece starts with a story about a classic Toyota management practice — “Genchi Genbutsu, or on-site inspection, which is at the core of the Toyota Production…
There’s an excellent blog post on the Virginia Mason Medical Center site: “Does respecting co-workers make patients safer?“ As a leader in adopting and adapting Toyota management methods to healthcare, Virginia Mason understands that “respect for people” is a core…
My first job out of college was at the GM Livonia Engine Plant, starting in 1995. It was not where I wanted to be. I had become a fan of W. Edwards Deming’s work, and GM was famous for being…
