Lean Blog Interviews - Healthcare, Manufacturing, Business, and Leadership

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. 

My guest for Episode #534 of the Lean Blog Interviews Podcast is Dale Lucht, co-author of the new book Don't Repeat Our Mistakes: Nine Lessons for Leaders Championing Cultural Transformations. Episode page with video, transcript, and more Dale has led Lean transformations in manufacturing, healthcare, and financial services, and he brings decades of leadership experience shaped by mentors such as George Koenigsaecker and the Shingijutsu consultants. In our conversation, Dale reflects on what it takes for a senior leader to go beyond being a "sponsor" of Lean to becoming a true champion. He shares stories of learning by doing, coaching from mentors, and mistakes that became turning points. We talk about leadership habits such as visibility, simplicity, curiosity, and the shift from solving problems yourself to developing others as problem solvers. Dale also discusses how to sustain progress and avoid the common plateau many organizations hit after a few years of Lean practice. Dale and his co-authors, Peter Barnett and Morgan Jones, wrote Don't Repeat Our Mistakes not just to highlight what works, but also to candidly share lessons learned when things didn't go as planned. With proceeds from the book supporting the Michael J. Fox Foundation, it's both a professional guide and a personal legacy project. Whether you're a senior executive, a Lean coach, or someone working to influence leadership in your organization, this episode o Questions, Notes, and Highlights: Early Career & Lean Origins What's your Lean origin story, and how did you get started? What was it like learning from George Koenigsaecker and Shingijutsu? Can you share an example of the "homework" they gave you as a plant GM? How did those early lessons shape your leadership approach? Leadership Lessons & Mistakes What mistakes or challenges did you experience that led to learning? Why do so many organizations plateau after a few years of Lean? What distinguishes improvement from true transformation? How can leaders practice self-coaching before coaching others? What shifts do leaders need to make--from solving problems themselves to coaching others? Why is curiosity such an essential leadership habit? Cross-Industry Experience How did your transition from manufacturing into healthcare come about? Did you see the same progression from tools to leadership change in healthcare? How did you approach leading change in financial services? The Book: Don't Repeat Our Mistakes What did you and your co-authors hope to capture in Don't Repeat Our Mistakes? How did the title and focus on mistakes come about? Were the leaders you interviewed open to sharing their own mistakes? Practical Advice for Leaders How can someone move from being a Lean sponsor to being a true champion? How should leaders pick which habits or lessons to focus on first? What advice do you have for influencing senior leaders when coaching "up" isn't invited? How do organizations prevent backsliding when leadership changes? This podcast is part of the #LeanCommunicators network. 

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!

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. 

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. 

My guest for Episode #532 of the Lean Blog Interviews Podcast is Anne Frewin, a seasoned Lean leader with over 12 years of improvement experience in healthcare, laboratories, and manufacturing. Updated with the correct audio Episode page with video, transcript, and more Anne's background in finance and healthcare administration provided her with a unique entry point into Lean -- first supporting improvement efforts through data, and then stepping fully into the role of change agent. She shares the story of how a persistent mentor who always asked "why" helped her shift from just reporting metrics to developing problem-solving thinking and leading transformation efforts herself. In this conversation, Anne and I explore how Lean principles, such as respect for people, effective idea systems, and a problem-solving culture, manifest in real-world settings. She explains why she prioritizes coaching people to become relentless problem solvers and how systems like visual management and simple idea boards, when supported with good questions, can lead to safer, more efficient work. We also discuss how Lean applies differently (but effectively) across industries, the balance between improvement and documentation, and how to avoid siloed thinking when solving cross-functional challenges--especially in healthcare. "A strong idea system is the first real show of respect for people--it tells the frontline we value their insight and want them to own the solution." Anne also shares her perspective on Lean, Six Sigma, and Lean Six Sigma, offering a practical framework for how these approaches can coexist while serving different purposes. Throughout the episode, we reflect on systems thinking, psychological safety, and the importance of learning through experimentation. Whether you're in healthcare, manufacturing, or any people-centric industry, Anne's passion for leadership development and continuous improvement offers valuable insights. Questions, Notes, and Highlights: How did you first get exposed to Lean, and why did it resonate with you? Looking back, did your mentor's persistent "why" questions help develop your thinking more than if he had been directive? How would you explain the concept of a Lean operating system to an executive unfamiliar with it? What's the difference between "respecting people" and "respect for people" in your view? Can you share an example of an effective idea system that truly engages frontline staff? How do you balance employee-generated ideas with the need for leadership support and coaching? What's your approach to helping people decide whether to use a rapid improvement event, an A3, or a PDSA cycle? What are the three questions you use to evaluate whether an idea is safe to try? How do you coach teams to iterate and learn from problems when working across functional silos? Can you share a healthcare example where process mapping revealed hidden breakdowns or assumptions? How do you handle improvement suggestions that require significant changes, like IT systems or facility layout? How do you view the relationship between safety, quality, delivery, and financial performance? What's your perspective on Lean vs. Six Sigma vs. Lean Six Sigma, based on your experience? How do you see variation reduction as part of Lean, not just Six Sigma? What was it like moving from healthcare into manufacturing? What was surprisingly transferable? Did you encounter documentation or quality systems in manufacturing that got in the way of improvement? How do you deal with the extremes--either lack of standardization or over-control through documentation? What reflections do you have about the human side of improvement--what helps people succeed in these systems? This podcast is part of the #LeanCommunicators network. 

My guest for Episode #532 of the Lean Blog Interviews Podcast is Anne Frewin, a seasoned Lean leader with over 12 years of improvement experience in healthcare, laboratories, and manufacturing. Updated with the correct audio Episode page with video, transcript, and more Anne's background in finance and healthcare administration provided her with a unique entry point into Lean -- first supporting improvement efforts through data, and then stepping fully into the role of change agent. She shares the story of how a persistent mentor who always asked "why" helped her shift from just reporting metrics to developing problem-solving thinking and leading transformation efforts herself. In this conversation, Anne and I explore how Lean principles, such as respect for people, effective idea systems, and a problem-solving culture, manifest in real-world settings. She explains why she prioritizes coaching people to become relentless problem solvers and how systems like visual management and simple idea boards, when supported with good questions, can lead to safer, more efficient work. We also discuss how Lean applies differently (but effectively) across industries, the balance between improvement and documentation, and how to avoid siloed thinking when solving cross-functional challenges--especially in healthcare. "A strong idea system is the first real show of respect for people--it tells the frontline we value their insight and want them to own the solution." Anne also shares her perspective on Lean, Six Sigma, and Lean Six Sigma, offering a practical framework for how these approaches can coexist while serving different purposes. Throughout the episode, we reflect on systems thinking, psychological safety, and the importance of learning through experimentation. Whether you're in healthcare, manufacturing, or any people-centric industry, Anne's passion for leadership development and continuous improvement offers valuable insights. Questions, Notes, and Highlights: How did you first get exposed to Lean, and why did it resonate with you? Looking back, did your mentor's persistent "why" questions help develop your thinking more than if he had been directive? How would you explain the concept of a Lean operating system to an executive unfamiliar with it? What's the difference between "respecting people" and "respect for people" in your view? Can you share an example of an effective idea system that truly engages frontline staff? How do you balance employee-generated ideas with the need for leadership support and coaching? What's your approach to helping people decide whether to use a rapid improvement event, an A3, or a PDSA cycle? What are the three questions you use to evaluate whether an idea is safe to try? How do you coach teams to iterate and learn from problems when working across functional silos? Can you share a healthcare example where process mapping revealed hidden breakdowns or assumptions? How do you handle improvement suggestions that require significant changes, like IT systems or facility layout? How do you view the relationship between safety, quality, delivery, and financial performance? What's your perspective on Lean vs. Six Sigma vs. Lean Six Sigma, based on your experience? How do you see variation reduction as part of Lean, not just Six Sigma? What was it like moving from healthcare into manufacturing? What was surprisingly transferable? Did you encounter documentation or quality systems in manufacturing that got in the way of improvement? How do you deal with the extremes--either lack of standardization or over-control through documentation? What reflections do you have about the human side of improvement--what helps people succeed in these systems? This podcast is part of the #LeanCommunicators network. 

In this bonus episode of Lean Blog Interviews, host Mark Graban welcomes back Patrick Adams, founder of the Lean Solutions team and author of Avoiding the Continuous Appearance Trap—a Shingo Publication Award-winning book. Patrick joins the show to preview the 2025 Lean Solutions Summit, taking place September 23–25 in Detroit, Michigan, at the Westin Detroit Airport. This year’s theme—“Catalysts of Tomorrow: Shaping Future Leaders”—focuses on equipping the next generation of Lean and continuous improvement professionals with the mindset, tools, and leadership capabilities needed to thrive. The summit will feature high-impact keynote presentations, hands-on workshops, and an all-new Executive Track designed specifically for senior leaders. Patrick and Mark discuss the keynotes from Lean legends and storytellers including Mike Rother, Tom Root of Zingerman’s, Stefan Thurner, and more. Other familiar faces in the Lean community—like Katie Anderson, Billy Taylor, and Tilo Schwarz—will return to lead breakout sessions and support the event’s popular Lean Excellence World Championship. This hands-on competition not only builds problem-solving skills but also supports a local Detroit nonprofit through real impact. Whether you're a seasoned leader or a student just beginning your Lean journey, the 2025 Lean Solutions Summit promises inspiration, actionable insights, and meaningful connections. 🌐 Learn more & register: findleansolutions.com/lean-solutions-summit

In this bonus episode of Lean Blog Interviews, host Mark Graban talks with Jared Thatcher, founder of the Global Lean Summit, to preview the upcoming event taking place September 23–25, 2025 in Bloomington, Indiana. Jared shares the Summit’s origin story—from a virtual event launched during COVID lockdowns to a high-impact in-person gathering that brings together Lean leaders, practitioners, and learners from a wide range of industries. This year’s Summit includes: ✅ A site visit and training day at Toyota Material Handling ✅ A new healthcare track, co-hosted with Indiana University’s medical school ✅ A foundational Kaizen facilitation workshop for hands-on learning ✅ Free in-person access for university students ✅ A 30-60-90 day virtual follow-up to help participants apply what they learned Notable speakers include Phil Wickler (GE Aerospace), Sam McPherson, Mohamed Saleh, Nick Katko, Hide Oba, and Mark Graban, among others. Whether you’re just starting your Lean journey or looking to deepen your capabilities, the Global Lean Summit is designed to foster meaningful connections, practical learning, and sustained improvement. 🌐 Learn more and register at GlobalLeanSummit.com 💡 Subscribe & catch new episodes at LeanCast.org

My guest for Episode #531 of the Lean Blog Interviews Podcast is Dr. Melisa Buie, a seasoned operations and engineering leader with decades of experience in high-tech manufacturing. Episode page with video, transcript, and more Melisa has held senior roles at companies like Lam Research, Applied Materials, and Coherent, where she led large-scale Lean transformations and helped drive cultural change across global operations. With a PhD in nuclear engineering and plasma physics, Melisa brings a rare combination of technical depth and people-centered leadership to her work. In this episode, we explore Melisa’s Lean journey — from her early days in Six Sigma to becoming a global Lean leader at Coherent. She shares how her perspective shifted from project-based improvement to empowering teams with daily problem-solving skills. Melisa discusses the critical role of psychological safety in building a continuous improvement culture, and how giving people "permission to improve" must be backed by leadership behavior and support. We also touch on the challenges of applying Lean principles in complex, low-volume/high-mix manufacturing environments and why principles still matter more than tools. We also discuss Melisa’s book Problem Solving for New Engineers, written to bridge the gap between academic preparation and the real-world challenges engineers face in industry. She previews her upcoming book, Faceplant: Free Yourself from Failure’s Funk, which tackles the emotional side of failure and how we can grow through it. Whether you're a Lean leader, a coach, or an engineer just starting out, this episode is packed with valuable insights on leadership, learning, and making improvement accessible for everyone. Questions, Notes, and Highlights: How did you first get involved with Lean or Six Sigma? Which books influenced you early in your Lean journey? How did your company shift from project-based Six Sigma to a Lean culture? Where did the push for culture change come from—top-down or grassroots? What role did you play in leading Lean at Coherent? What does it mean to “give people permission to improve,” and why is that necessary? How do leaders create psychological safety to support continuous improvement? How did your background in nuclear engineering and plasma physics lead to a career in semiconductors and lasers? How do Lean principles apply in low-volume, high-mix environments? What inspired you to write Problem Solving for New Engineers? How does the book help bridge the gap between university labs and industry problem solving? Why is experimentation and scientific thinking often missing in workplace culture? How do you explain the value of iterative cycles like PDSA to new engineers? What is design of experiments (DOE), and how does it improve problem solving? When is it helpful to let people run experiments with predictable outcomes? How did your second book, Faceplant: Free Yourself from Failure’s Funk, come about? Why do people fear failure in personal life but accept it in professional settings? How can we reframe failure as a learning opportunity rather than something to avoid? How do you personally deal with failure and setbacks, like learning a foreign language? This podcast is part of the #LeanCommunicators network.