What is Lean?

When asked, most people jump straight into discussing tools: one-piece flow, kanban,

kaizen events, and the like. But explaining Lean through tools alone is like answering

“How do you build a house?” by describing how to use a hammer. While helpful, it is just

one small part of the bigger picture.

Lean, in essence, is about creating efficiency and eliminating waste, but it’s built on

foundational principles that make the tools effective. Here’s my take on Lean as a

structured, four-part approach:

1. Start with Standard Work

Standard work is the backbone of Lean. Without consistency, there’s no way to

measure or improve processes. You cannot improve chaos. By defining,

documenting, and auditing each step, teams create a baseline from which they

can make meaningful improvements. For example, ISO 9000 emphasizes

standardized practices as a first step toward quality. While this part may seem

tedious, it’s essential to Lean’s success.

2. Develop an Eye for Waste

Lean focuses on waste elimination, but that requires a trained eye to spot

inefficiencies. Many of us have unintentionally ignored waste, perhaps to avoid

frustration or keep things moving. However, identifying and acknowledging

wasted effort, materials, or time is essential for streamlining and improving

processes.

3. Foster a Gemba Culture

Gemba, the Japanese term for “the real place,” is where the work actually

happens. To create a Lean culture, it’s crucial to visit the workplace daily with

purpose. A daily Gemba walk—where managers connect directly with teams,

review key metrics, identify issues, assign problem-solvers, and celebrate small

wins—strengthens the Lean culture. This commitment to Gemba ensures that

Lean principles are active, not theoretical. Get managers onto the floor and get

workers into management.

4. Leverage Lean Tools

Finally, we arrive at the tools: 5S, pull systems, and variation reduction, among

others. These tools are vital, but they only work within a Lean foundation that

includes standard work, waste awareness, and a Gemba-driven culture. In this

context, tools become powerful enablers of efficiency and continuous

improvement.

In Lean, the tools are just that—tools. But without the foundational elements of Standard

Work, an Eye for Waste, and Gemba Culture, they’re ineffective. Embrace these

principles first, and the tools will serve you well in building a more efficient, resilient

operation.