Chain of Learning: Leadership Strategies for Transforming Culture, Developing People, and Getting Results

Is it possible to lead a real, long-term cultural transformation in a publicly traded company—where shareholders often demand short-term financial results?

It’s challenging, yet possible. And GE Aerospace, with CEO Larry Culp at the helm, is leading the way. 

I invited Phil Wickler, Chief Transformation Officer, back to discuss the enterprise-wide shift toward lean at GE Aerospace.

We explore what it takes to build a lean management system across a global company of 50,000+ people and how GE Aerospace is embedding problem-solving thinking, leadership behavior, and capability building into every layer of the organization as the strategic approach to getting business results.

Discover the difference between “doing” lean and “being” lean and what it takes to shift from operational leadership and “being the expert” to transformational influence and building capability across the organization.

If you’re an operational leader, internal lean practitioner, external consultant, or if you want to lead change at scale, don’t miss this episode!

YOU’LL LEARN:

• How to strengthen the positioning of internal change teams and continuous improvement efforts—with and without executive support
• Why real transformation starts with leadership behaviors—not tools—and the key mindset and behavior shifts needed for lasting impact
• How GE Aerospace is overcoming GE’s Six Sigma historic approach to improvement and leaders’ long-standing misconceptions about lean 
• The purpose and elements of GE Aerospace’s proprietary FLIGHT DECK lean operating system and how it’s aligning lean fundamentals and behaviors across the organization
• Why shifting the ROI conversation on capability-building (not just cost savings) is critical for long-term transformation success

ABOUT MY GUEST:

Phil Wickler is a Chief Transformation Officer at GE Aerospace where he has enterprise responsibility for EHS, Quality, Lean Operations, Sustainability and Transformation. Phil joined GE in 1995. He progressed through several operations roles, including Six Sigma Black Belt in assembly and component manufacturing, and as a facility manager. Then most recently, the Vice President of Supply Chain at GE, leading global manufacturing and supply chain operations.

IMPORTANT LINKS:

• Full episode show notes: ChainOfLearning.com/46
• Connect with Phil Wickler: linkedin.com/in/philip-wickler
• Check my website: KBJAnderson.com
• Follow me on LinkedIn: linkedin.com/in/kbjanderson
• Learn more about lessons from Toyota Leader, Isao Yoshino: Learning to Lead, Leading to Learn  

TIMESTAMPS FOR THIS EPISODE:

01:54 Phil’s career journey to Chief Transformation Officer

04:28 Steps to lead culture change and build a thriving lean enterprise

07:23 Common leadership misconceptions

09:13 Helping leaders go to gemba with humility
12:14 Setting up hoshin kanri up for success

14:25 Importance of reflection for continuous improvement

16:41 Narrowing down objectives vs. working on everything at once

20:18 Moving from an operational leader to a transformational change leader

22:04 How centralized and decentralized lean teams support enterprise culture change

25:15 Integrating communications and HR functions in transformation & talent development

26:18 GE Aerospace’s proprietary lean management system – FLIGHT DECK

28:12 Mindset shifts that shaped Phil’s leadership

31:00 Measuring cultural change through lean and FLIGHT DECK

34:57 Starting with the basics is critical in leading change

37:55 Real-world example of progress at site level

39:21 How to strengthen the positioning of lean/Operational Excellence in your organization

41:55 One element that accelerated GE Aerospace’s transformation

42:31 How to get started/ bring senior leaders on board

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How effective is your organization's strategy in achieving results?

If your team doesn't understand how their daily work connects to bigger organizational goals, you don't have a strategy—you have a gap. 

A gap in engagement. 

A gap in alignment. 

This gap leads to confusion, misaligned priorities, and wasted effort.

I’m joined by Mark Reich, author of “Managing on Purpose”, to explore how hoshin kanri – often translated as strategy or policy deployment – can bridge this gap and transform your strategy development and deployment process.

With 23+ years at Toyota and extensive experience guiding organizations through lean transformations, Mark reveals how hoshin kanri offers a different approach to strategy execution and management. It connects people to purpose, builds capability, and aligns cross-functional areas, turning vision into results.

Turn your strategy into action by aligning and building a purpose-driven organization.

YOU’LL LEARN:

• Differences between hoshin kanri and traditional strategy management 
• Common misconceptions around strategy deployment and what sets hoshin kanri apart
• The role of catchball in connecting top-down and bottom-up processes
• The importance of building reflection (hansei) and PDCA (Plan-Do-Check-Act) into the process
• Real-world examples of organizations successfully transitioning to hoshin kanri strategy development and deployment

ABOUT MY GUEST:

Mark Reich is the author of “Managing on Purpose.” He spent 23 years at Toyota, including six years in Japan, seven years at the Toyota Supplier Support Center (TSSC), and over a decade leading Toyota’s North American hoshin kanri process. Today, he’s the Senior Coach and Chief Engineer of Strategy at the Lean Enterprise Institute (LEI), where he guides organizations and their executives on lean transformation.

IMPORTANT LINKS:

• Full episode show notes: ChainOfLearning.com/45
• Connect with Mark Reich: linkedin.com/in/markareich
• Mark Reich’s book, “Managing on Purpose”: lean.org/store/book/managing-on-purpose
• Resources and ways to work with me: KBJAnderson.com
• Follow me on LinkedIn: linkedin.com/in/kbjanderson
• Download my FREE KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst 
• Learn more about the history and application of hoshin kanri: Learning to Lead, Leading to Learn

TIMESTAMPS FOR THIS EPISODE:

2:05 Hoshin Kanri vs. traditional management approaches to strategy

2:52 Mark defines hoshin kanri

3:49 What people get around around strategy deployment

4:26 Two key differences that sets hoshin kanri apart from traditional strategy

5:16 The problem Mark aimed to solve in “Managing On Purpose”

10:07 Why knowing your true north vision matters

11:34 The complexity of the x-matrix in implementing strategy

15:31 Why catchball is essential to hoshin kanri

20:32 Leading effective catchball conversations

23:07 Vertical vs. horizontal catchball

24:31 Collaborative input in the A3 process

26:17 How leaders can retain perspective for effective catchball conversations

28:30 The PDCA cycle’s critical role in hoshin kanri framework

31:06 Importance of flexibility in leadership

32:19 Distinguishing daily tasks vs. long term tasks for success

34:31 Embedding reflection time in the hoshin process to make PDCA work

37:31 Long-term learning in implementing effective systems

39:48 Using hansei for reflection and prioritization

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How many questions is too many?

You know that asking effective questions is key to helping others solve problems and unlocking improvement, but can you ask too many questions?

Yes! And when you do so, you actually hinder progress, not enable it.

In this episode, I share one of the most common mistakes leaders and coaches alike make when learning to Break the Telling Habit® and moving from “telling” to “asking”. 

It's a crucial shift to stop being the expert with all the answers, but when you overpivot to only asking, you can leave the person you’re intending to support feeling frustrated and stuck. 

Coaching for improvement isn’t just about inquiry—it’s about navigating what I call the “Coaching Continuum”—knowing when to provide open support for problem-solving and when to step in with direction.

And importantly, always keeping the problem-solving responsibility with the person you are coaching.

YOU’LL LEARN:

• When and how to switch between directive coaching and open coaching
• The Coaching Continuum and how to maintain the ownership of problem-solving with the actual problem owner
• Three key steps to navigate the Coaching Continuum effectively
• A leader or coach’s role in overseeing the problem-solving process, whether using an A3 report or another improvement method
• The importance of embracing struggle in the learning process and allowing time for response

Tune in to learn how to navigate this continuum and become a more effective Transformational Improvement Coach!

IMPORTANT LINKS:

• Full episode show notes with links to other episodes and resources: ChainOfLearning.com/44
• Check out my website for resources and ways to work with me KBJAnderson.com
• Follow me on LinkedIn: linkedin.com/in/kbjanderson
• Download my FREE KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst 
• Learn more about the role of leader as coach: Learning to Lead, Leading to Learn

TIMESTAMPS FOR THIS EPISODE:

02:59 Navigating the coaching continuum 

03:59 A brief explanation of the coaching continuum to be a more helpful coach

05:32 The 3 key steps to effectively navigate the coaching continuum

05:43 Step 1: Understand their thinking to know whether open coaching or directive guidance is needed

07:12 Step 2: Get comfortable with struggle

08:26 When to pivot from open coaching to directive coaching

8:37 How to label your actions to clarify your intention

11:01 Step 3: Today’s not the only day, follow up with a coaching process question to encourage learning

11:27 Benefit of asking a process question to understand next steps

13:32 A leader’s role in developing an  A3 report and owning the thinking process not the thinking

15:13 Why coaching and leadership is situational

15:35 Steps to make a plan for effective coaching

15:42 Step 1: Ask a question before immediately jumping in

15:54 Step 2: Give an example how you might approach the problem

16:15 Step 3: The next step to take and what to expect

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What’s the real purpose behind the Japanese practices integral to lean management —like kata, obeya, and A3 reports?

These methods are often misunderstood as mere templates or formats, without recognizing the deeper meaning and intention that drive their impact.

In this episode, we’re picking up on my conversation with Tim Wolput, Japanologist, Toyota Way management expert, and former World Aikido Champion, in Part 2 of this masterclass on Japanese culture and management. 

Tim brings a unique perspective on the connection between martial arts and leadership—exploring how practices like kata, obeya, and omotenashi (the spirit of hospitality) can be applied to transformational leadership in your organization.

YOU’LL LEARN:

• What it means to flip the pyramid, highlighting the difference between servant leadership and traditional top-down leadership
• What the tea ceremony teaches us in looking beyond transactional thinking
• The essence of obeya in being more than a space to display information and manage initiatives, but process for people development and collaboration
• The importance of holding precious what it means to be human in leadership 
• The concept of “ichigo ichie” and embracing the uniqueness of the present moment

In episode 42, we explored how Samurai and rice farming shaped Japanese leadership and how it differs from Western management. If you missed it, hit pause and listen now before continuing this episode!

ABOUT MY GUEST:

Tim Wolput is a Japanologist and Toyota Way Management expert passionate about helping people transform themselves, their organizations, and the world for the better. Since 2023 Tim has been my in-country partner for my immersive Japan Leadership Experiences. Originally from Belgium, Tim has lived in Japan since 1999 where he attended Tokyo University Graduate School where he studied the history of traditional Japanese mathematics. He is also the 2005 World Champion in Aikido. Tim is a certified Toyota Way Management System instructor and consultant to global organizations on Lean, Agile, and Toyota Production System (TPS).

IMPORTANT LINKS:

• Full episode show notes: ChainOfLearning.com/43
• Listen to Part 1 with Tim Wolput: ChainfOfLearning.com/42
• Connect with Tim Wolput: linkedin.com/in/timwolput
• Check out my website for resources and working together: KBJAnderson.com
• Follow me on LinkedIn: linkedin.com/in/kbjanderson
• Learn about my Japan Leadership Experience program: kbjanderson.com/JapanTrip

TIMESTAMPS FOR THIS EPISODE:

01:54 The meaning and practice of Aikido and lessons for leadership and lean management

06:20 What it means to flip the organizational pyramid and how it relates to supportive and servant leadership

09:37 Importance of kata in Japanese culture 

17:24 The ritual of the tea ceremony and how it relates to business and customer service

21:05 Disadvantages of replacing humans with machines to get things done

22:40 The concept of obeya, visual management, and people development

25:30 The importance of being people focused rather than tools and processes to reach goals

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How much of the Toyota Way is dependent on Japanese culture?

And how much of it all comes down to… being human?

There are questions I’ve explored with 130+ global leaders who’ve joined my Japan Leadership Experience programs. 

To help you answer this question, I’ve invited Tim Wolput – Japanologist and Toyota Way Management expert, to Chain of Learning.

Together, we take a deep (and fun!) dive into the differences between classical Japanese and Western management and explore the cultural and historical roots of real lean leadership.

In this episode, we travel through Japanese history—from Confucius’ teachings to samurai and rice farming traditions, and Deming’s influence on Japanese management. 

If you’ve ever wanted a masterclass on Japanese management and Toyota Way principles—and how you can apply these lessons to create a culture of excellence—these two episodes are a must-listen.

YOU’LL LEARN:

• Misconceptions about the Toyota Way management practices and applying the principles across cultures
• Deming’s influence on Japan and the development of the Toyota Production System and Toyota Way
• The way of the samurai: Focus on the process, not just the outcome
• Shu-ha-ri: The process towards mastery and turning knowledge into wisdom by learning through doing 
• The power of leading through influence and “doing the right thing”: true leadership inspires growth, not just results

Subscribe so you don’t miss Part 2, where we continue along this path of learning to explore the nuances of Japanese concepts like kata and obeya and their relationship to lean management practices today.

ABOUT MY GUEST:

Tim Wolput is a Japanologist and Toyota Way Management expert passionate about helping people transform themselves, their organizations, and the world for the better. Since 2023 Tim has been my in-country partner for my immersive Japan Leadership Experiences. Originally from Belgium, Tim has lived in Japan since 1999 where he attended Tokyo University Graduate School and studied traditional Japanese mathematics. Tim is a certified Toyota Way Management System instructor and consultant to global organizations on Lean, Agile, and Toyota Production System (TPS).

IMPORTANT LINKS:

• Listen to Our Masterclass on Japanese Management Part 2 with Tim Wolput
• Full episode show notes: ChainOfLearning.com/42
• Connect with Tim Wolput: linkedin.com/in/timwolput
• Check out my website for resources and working together: KBJAnderson.com
• Follow me on LinkedIn: linkedin.com/in/kbjanderson 
• Learn about my Japan Leadership Experience program: kbjanderson.com/JapanTrip 

TIMESTAMPS FOR THIS EPISODE:

03:53 Biggest misconceptions about Toyota Way management practices
05:10 Katie’s perspective Japan versus the west
08:46 The meaning of Shu Ha Ri and the traditional way of learning
10:23 Deming’s influence on Japan and The Toyota Way
13:05 Why Japan embraced PDCA
15:45 Difference in mindset between Asia and the west

17:28 The working culture in Japan and how work together in the community
22:17 Power of the supplier relationship
23:40 Japanese leadership style
29:15 Concept of doing the right thing

30:56 How to focus on processes as the way to get results

34:13 Powerful words of wisdom about the way of the samurai

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You’re doing great work….yet you know you and the change you envision could have greater influence.

You have a vision for more. More strategic work. More influence. More change that really makes an impact and actually sticks -- for your clients or organization.

Only question—how do you get there?

The issue isn’t your talent or skills. It’s how you and your work are positioned—how your clients or organization see (and value) your role or the organizational transformation you propose.

In this episode, I’m joined by Betsy Jordyn—former Disney OD consultant turned brand positioning strategist—to help you reshape how others perceive your value and become the one leaders turn to when it comes to making significant changes to their leadership and culture.

Besty shares actionable ways to communicate your value -- and that of organizational transformation -- so you can land the roles you deserve and lead the work you know will make a difference. We both share insights we've learned from evolving the framing of our own positioning as internal and external consultants and change leaders.

Whether you’re an internal change leader tired of being stuck in execution mode or a consultant struggling to land strategic engagements, this conversation is your road map greater impact.

YOU’LL LEARN:

• What positioning actually is—and why it matters to you, your clients, and the organizations you work with
• How to spot the signs your positioning isn’t landing the way you want
• The 3 levels of positioning every leader, consultant, and lean change practitioner should master
• Real examples from our own careers on how we’ve evolved our positioning for greater impact
• A simple process to clearly articulate your value and stand out in your market 

ABOUT MY GUEST:

Betsy Jordyn is a Brand Positioning Strategist who helps consultants and coaches clarify their message, amplify their influence, and monetize their strengths. Drawing on her experience as a former Disney organizational development (OD) consultant and leader of an external practice serving brands like Wyndham and AAA, she empowers clients to make a bigger impact through authentic thought leadership.

IMPORTANT LINKS:

• Full episode show notes: ChainOfLearning.com/41
• Watch the Bonus Video – Elevate Your Positioning to Lead Transformational Change: https://youtu.be/O0W9dq3jYnw 
• Connect with Betsy Jordyn: linkedin.com/in/betsy-jordyn
• Betsy’s Meeting Discovery Script: betsyjordyn.com
• Betsy’s Podcast, Consulting Matters: betsyjordyn.com/podcasts/consulting-matters
• My website for resources and working together: KBJAnderson.com
• Follow me on LinkedIn: linkedin.com/in/kbjanderson
• My Japan Leadership Experience program: kbjanderson.com/JapanTrip
• FREE KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst

TIMESTAMPS FOR THIS EPISODE:

03:26 What positioning is and why it matters

06:48 Why your brand is your reputation
07:54 Signs your brand positioning is off

10:38 Betsy’s personal story in understanding the importance of positioning

18:28 How Betsy helped Katie improve her positioning

25:37 Changing the name from Japan Study Trip to Japan Leadership Experience

28:42 Clarity - the highest level of positioning
32:25 Second level of positioning that happens a client approaches you with a request
35:25 How to clarify the strategic frame and position yourself against that

42:15 Third level of positioning in positioning yourself as a strategic partner

46:12 How to position yourself when working with a new client
48:44 The opportunity of stepping out of the box and become a thinking partner
50:06 One key learning to reposition your own work

54:07 The strategic framework to pivot your messaging

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Do you ever feel overwhelmed that you are responsible for doing too much?

Maybe you’re frustrated that your team relies on you for answers instead of developing their own solutions.

Or you’re disappointed that improvements fall apart as soon as you step away.

The problem: You’re likely stuck in the Doer Trap—and it’s holding you (and your team) back from the results you want. 

The good news? There’s a way out.

In this episode, I dive into three simple shifts that will instantly help you break free from the Doer Trap and into true transformational leadership.

Your power and influence doesn’t come from doing it all.

Whether you are an executive manager, internal change leader, or lean consultant, your ability to create lasting impact lies in knowing the outcomes you want and your role in getting there.

Are you ready to break free from the Doer Trap and lead with real impact? 

YOU’LL LEARN:

• What the Doer Trap is—and why it’s so easy to fall into
• 5 Doer Trap roles (and which ones you might be stuck in)
• 3 simple shifts to instantly break free of the Doer Trap and make immediate impact
• How to gain clarity on your role and step into true leadership by modeling the way
• A simple way to frame a contracting conversation to clarify roles and expectations

IMPORTANT LINKS:

• Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/40
• Read my IndustryWeek Article "The Doer Trap: How Leaders Get Stuck and How to Break Free"
• Check out my website for resources and to learn more about my trusted advisor, coaching, and learning experiences KBJAnderson.com
• Follow me on LinkedIn: linkedin.com/in/kbjanderson
• Download my FREE KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst 

TIMSTAMPS:
03:14 What the doer trap is—and why we fall into it

04:55 Mode 1: The Hero – Not everything needs your rescue

05:48 Mode 2: The Rescuer – Why you need to let others struggle

06:52 Mode 3: The Magician – Doing it all behind the scenes
07:43 Mode 4: Pair of Hands – When you default to doing

09:53 3 simple shifts to break free from the trap
10:06 Shift 1: Clarity – Know your role and who owns what
14:14 Why so many operational leaders feel overwhelmed
15:12 The power of a purposeful pause
17:10 Shift 2: Contracting – Align on roles and expectations by "labeling it"

23:03 How to frame a clear contracting conversation
27:58 Shift 3: Model the way and label your intent
28:19 Two ways to reflect and invite real feedback
31:49 A real-life example of how one leader found freedom
33:42 Questions to reflect if you’re falling into one of the doer traps

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Ever feel like your to-do list never ends? 

Running from meeting to meeting with no time to think—let alone lead or create? 

You’re not alone.

The problem isn’t you – that you’re not working hard enough. 

You’re probably stuck in the complexity trap—buried in endless demands, inefficiencies, and busywork that keep you (and your team) from doing what truly matters.

To help you simplify and focus on meaningful work, I sat down with Lisa Bodell, CEO of FutureThink and bestselling author of Why Simple Wins and Kill the Company. 

Lisa has a clear message:

💡 The problem isn’t the people—it’s the process of the work.

In this episode, we dive into the biggest barriers to your effectiveness—what you can do to cut through the noise and create space for work that actually matters. If you’re ready to escape the complexity trap and start simplifying to make a real impact, this episode is a must-listen.

YOU’LL LEARN:

• How meetings and emails are blocking real improvement
• What defines truly meaningful work—including time to think
• The connection between innovation and simplification—and how to stay ahead of the curve
• The biggest mistakes that make simplification harder (and how to avoid them)
• The first step to simplifying your work and life

ABOUT MY GUEST:

Lisa Bodell, CEO of FutureThink and bestselling author of Kill the Company and Why Simple Wins, inspires leaders to transform work to unlock true potential and find deeper fulfillment. With her bold, no-nonsense approach to simplification, Lisa delivers radical insights and actionable tools to fuel extraordinary success.

IMPORTANT LINKS:

• Full episode show notes: ChainOfLearning.com/39
• Connect with Lisa Bodell: linkedin.com/in/lisa-bodell-futurethink
• Read more about Lisa and her company, FutureThink: futurethink.com 
• Check out my website for resources and working together: KBJAnderson.com
• Follow me on LinkedIn: linkedin.com/in/kbjanderson

TIMESTAMPS FOR THIS EPISODE:

02:09 Why leaders feel overwhelmed—and how to fix it

03:51 The illusion of control and why organizing isn’t the same as simplifying

04:28 Why doing less can make you more valuable
05:09 The daring act of simplifying and not adding to our workload
07:26 The cost of valuing others’ time more than your own
08:27 Reframing your mindset of deep thinking time
09:31 Why we don’t do our best thinking at work
09:45 Two ways to start simplifying a chaotic workday

11:36 Why meetings with no agenda can be a time waster
12:43 How to shift your day so you’re not constantly checking emails
14:03 The definition of meaningful work
17:02 The link between innovation and simplification
18:08 3 Common pitfalls to successfully simplifying one’s work
21:19 Why one of the biggest barriers in transformation is leadership
24:08 Simplicity as it relates to tools, training, and messaging
24:45 How to apply the tool: Kill a stupid rule
28:55 Contributing meaningfully and effectively to improve your value
29:20 The future of work and how to improve work and life
32:14 The best place to start to start simplifying your life

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What have we really learned after four decades of lean? 

Is lean thinking and management still relevant today?

And importantly — what needs to change to ensure the future success of lean transformation?

In the previous episode, I sat down with James Womack, founder of the Lean Enterprise Institute, to look back on 40 years of lean thinking and management since the publication of The Machine That Changed the World. 

In this episode, we look ahead to the future of lean and dig into big questions, including those submitted by listeners:

• Is there a better term than “lean”? 
• What would Jim do differently if he could reintroduce lean to the world?
• How do AI and new technologies fit with the application of lean principles?
• What’s Jim’s greatest surprise over the past 45 years?

Jim doesn’t hold back in this discussion  — and provides his advice as he passes the baton to the next generation of lean leaders. 

YOU’LL LEARN:

• Why lean principles still apply even as technology evolves and takes over tasks once done by people
• What’s stopping organizations from fully embracing lean principles and practices
• Why lean must be leader-led—not outsourced to consultants or internal operational excellence teams 
• How developing people’s capabilities for problem-solving at all levels is critical to success
• The true role and purpose of management

If you are passionate about the potential of lean’s impact now and in the future, this is an episode you won’t want to miss. 

ABOUT MY GUEST:

James P. Womack, PhD, is the former research director of MIT’s International Motor Vehicle Program who led the team that coined the term “lean production” to describe the Toyota Production System. Along with Daniel Jones, he co-authored “The Machine That Changed the World”, “Lean Thinking”, and “Lean Solutions”. Jim is the founder of Lean Enterprise Institute where he continues to serve as a senior advisor. 

IMPORTANT LINKS:

• Full episode show notes: ChainOfLearning.com/38
• Listen to Part 1 where lean has failed and succeeded: ChainOfLearning.com/37
• Connect with James Womack: linkedin.com/in/womack-james-52763b212
• Check out my website for resources and working together: KBJAnderson.com
• Follow me on LinkedIn: linkedin.com/in/kbjanderson 
• Learn about my Japan Study Trip program: kbjanderson.com/JapanTrip 

TIMESTAMPS FOR THIS EPISODE:

01:48 Two things Jim would do differently in introducing lean 

03:92 Why consultant-driven Kaizen falls short

05:29 The origin of the word “lean”

08:29 The alternative label instead of the term "lean"
10:26 How lean intersects with emerging and established technologies
14:43 Analyzing AI’s effectiveness through the value stream
16:02 Jim’s greatest surprise of the 40 + years of lean

19:10 Changes at Toyota’s Operations Management Development Division
22:27 Why problem-solving skills matter at every level
23:34 Jim’s parting advice for the next generation of lean leaders

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“Lean has failed.”

That’s the bold statement James Womack—founder of the Lean Enterprise Institute and MIT researcher whose team introduced the term “lean” to the world—made at a conference where we both recently spoke.

That really stuck with me.

Has lean really failed? 

If so, what can we do to course correct?

To explore this, I invited him to share his reflections and experiences over the past 40 years—where his vision for lean management has fallen short, where it’s succeeded, and what we can learn for the future.

In this episode, we take a hard look at lean’s evolution, from James’ original vision following the publication of “The Machine that Changed the World” nearly four decades ago to its real-world impact today.

Tune in for powerful stories and insights from one of the founders of the lean movement, a chance to rethink what’s next for lean leadership, and how you can adjust your approach towards organizational transformation.

YOU’LL LEARN:

• The 5 critical interlocking elements of successful lean enterprise transformations — and what’s missing
• How to build systems and practices to sustain a lean culture that truly supports frontline teams
• Why most companies get their approach to operational excellence backwards and the challenge of getting leaders to see lean principles as the key to getting results
• Why off-shoring and out-sourcing aren’t long-term solutions
• The biggest challenges leaders face with lean transformation

Don't miss Part 2 of this conversation where we explore lean’s future, its relevance for today’s global lean community, and James’ advice for the next generation of leaders.

ABOUT MY GUEST:

James P. Womack, PhD, is the former research director of MIT’s International Motor Vehicle Program who led the team that coined the term “lean production” to describe the Toyota Production System. Along with Daniel Jones, he co-authored “The Machine That Changed the World”, “Lean Thinking”, and “Lean Solutions”. James is the founder of Lean Enterprise Institute where he continues to serve as a senior advisor.

IMPORTANT LINKS:

• Full episode show notes: ChainOfLearning.com/37
• Connect with James Womack: linkedin.com/in/womack-james-52763b212
• Check out my website for resources and working together: KBJAnderson.com
• Follow me on LinkedIn: linkedin.com/in/kbjanderson 

TIMESTAMPS FOR THIS EPISODE: 

02:41 James’ vision of what lean’s impact would be today

07:25 Five interlocking pieces of lean transformation and what’s been missed

07:49 Misconception of Kaizen

14:27 Challenges in sustaining lean practices

19:00 Lean leadership if implemented the right way

21:58 Impact of offshoring and outsourcing

24:29 Barriers to senior management buy-in

26:42 Challenges in the frontline healthcare system

30:27 The importance of daily management and Kaizen

37:46 Contributions to GE Appliance’s success

39:28 The meaning of constancy of purpose

41:04 Importance of knowing your north star

41:55 The creation of Hoshin planning and why it fails the first year

43:54 How we get out of the short-term approach

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