Exploding the Dogmas of Lean

1. It’s Not Just About Culture – You Need Tools and Techniques Too

Tom challenged the notion that lean transformation is solely about creating culture, despite the fact that his own book emphasizes creating an “extraordinary lean culture.” He observed a consistent pattern he calls “lean fireworks” – organizations that start with tremendous energy and cultural enthusiasm, only to hit a plateau or brick wall after three months and give up.

The problem? Culture alone isn’t enough. Without deep knowledge of lean tools and techniques, organizations inevitably stagnate. Tom pointed to his visit to Wrotham earlier in the year, where he witnessed a team with the broadest and deepest appreciation for lean he’d ever seen, achieved by taking time with Toyota experts to develop comprehensive technical knowledge. The lesson: you need both culture and technical expertise to sustain your lean journey.

2. Not Everyone Has to Be a Lean Maniac

The expectation that 100% of employees will become “lean maniacs” making two-second improvements every single day is not only unrealistic but harmful. Tom asked the audience how many had organizations where everyone fits this description – predictably, no hands went up.

The reality follows a Pareto distribution: on a good day, about 20% of people will be lean maniacs who show themselves early, while 80% will be happy to work in a positive environment and contribute improvements at a sustainable pace. Even Seating Matters sets a bar of just two improvements per month for their people. Tom urged leaders to stop calling people failures for not meeting “some stupid, unrealistic target that’s unsustainable.”

3. Lean Happens in the Supply Chain Too

One of the most overlooked areas for lean improvement is the supply chain and customer interface. Tom shared a powerful example from his automotive supply chain days where he visited a supplier and discovered they were manufacturing products in batches according to purchase order quantities.

By eliminating the batch mentality and implementing consignment stock at their factory, they saved more than half a million euros in working capital with a single improvement. He emphasized the importance of not just sitting in offices during supplier or customer visits, but going to the gemba with “big eyes and big ears” to understand their processes and how your organization interfaces with theirs. Whether it’s suppliers driving unnecessary costs or customers struggling to find your products in their goods-in area, enormous opportunities exist beyond your four walls.

4. Respect for People Is More Than Being Nice

Tom addressed what he called “one of the most misunderstood things in lean” – respect for people. Citing his friend Alex Ramirez, one of the best lean coaches in the world, he defined respect for people as four elements: dignified work, dignified pay, dignified place, and dignified treatment. If you’re missing any of them, lean won’t work.

He spent particular time on dignified pay, sharing a story of an industrialist who built a 300-million-pound business but struggled with 40% labor turnover. When this leader noticed McDonald’s was paying £12.58 per hour while his welders earned £14.50 for dirty, physically difficult work, he courageously raised wages by £2 per hour despite management resistance.

The result? Labor turnover dropped to almost nothing overnight, and he called it “the biggest cost saving he ever made in his career.” The recruitment costs, onboarding time, quality defects from inexperienced workers – all disappeared. Tom noted that for every 10% of labor turnover, you lose 1% of gross margin, and urged leaders to look honestly at their pay if turnover exceeds 10%.

5. Deep Knowledge Requires Real Training

Tom pushed back against what he called the “dogmatic” DIY approach where training happens only in morning meetings. Drawing on his first ten years in automotive supply chain, he recalled spending 20 days a year in classroom training developing deep knowledge of lean tools and techniques.

While that system lacked employee voice and cultural elements, the technical foundation was solid. He argued that the pendulum has swung too far in the opposite direction, with too much emphasis on culture and not enough on developing genuine technical expertise. Organizations need structured learning, not just daily kaizen, to build the capability required for sustainable transformation.