
Lean Blog Interviews: Real-World Lean Leadership Conversations in Healthcare and Beyond
by Mark Graban
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From 11 epsHost
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Recent episodes
Preconditions for Lean: Psychological Safety and Model 1 vs Model 2 Leadership with Thomas Cox and Andre DeMerchant
Jun 24, 2026
55m 29s
Psychological Safety and Autonomy in a Lean Culture with Gary Peterson
Jun 10, 2026
1h 02m 23s
Jeff Liker, Twenty Years Later: The Ideas That Keep Showing Up
May 27, 2026
21m 18s
Chad Diggs on Building Quality Systems, Not Heroes
May 20, 2026
59m 17s
Why Most People Aren't Really Thinking -- Scott Burgmeyer on Cognitive Biases and Leadership
Apr 29, 2026
54m 51s
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| Date | Episode | Topics | Guests | Brands | Places | Keywords | Sponsor | Length | |
|---|---|---|---|---|---|---|---|---|---|
| 6/24/26 | ![]() Preconditions for Lean: Psychological Safety and Model 1 vs Model 2 Leadership with Thomas Cox and Andre DeMerchant | Thomas Cox and Andre DeMerchant join Mark to examine why Lean implementations so often fail to stick. Using a verbal A3, they argue that psychological safety is a precondition Lean can’t create on its own. The frame is Chris Argyris’s Model 1 (controlling, blame-oriented, closed) versus Model 2 (calm, curious, empathic), and why leaders default to Model 1 under pressure. Includes Andre’s Toyota origin story, the Mulally-Ford ”report red” example, and a candid look at how consultants choose clients. | 55m 29s | ||||||
| 6/10/26 | ![]() Psychological Safety and Autonomy in a Lean Culture with Gary Peterson✨ | psychological safetyautonomy+4 | Gary Peterson | O.C. Tanner | — | psychological safetyautonomy+5 | — | 1h 02m 23s | |
| 5/27/26 | ![]() Jeff Liker, Twenty Years Later: The Ideas That Keep Showing Up✨ | lean leadershipcontinuous improvement+3 | Jeff Liker | lean | — | leanJeff Liker+5 | — | 21m 18s | |
| 5/20/26 | ![]() Chad Diggs on Building Quality Systems, Not Heroes✨ | quality systemsblameless investigation+3 | Chad Diggs | Below the Surface | — | quality systemspoor quality+3 | — | 59m 17s | |
| 4/29/26 | ![]() Why Most People Aren't Really Thinking -- Scott Burgmeyer on Cognitive Biases and Leadership✨ | cognitive biasesleadership+3 | Scott Burgmeyer | Become More GroupThink: The Road Less Traveled | — | cognitive biasesleadership+3 | — | 54m 51s | |
| 4/1/26 | ![]() This Is Claude. Mark Is Not Here. We Need to Talk.✨ | AI in Lean coachingLean management+4 | Claude | Claude CoworkLean Blog+1 | — | Lean coachingAI+5 | — | 3m 31s | |
| 1/21/26 | ![]() Creating Value Without Command-and-Control — John Rizzo✨ | leadershipempowerment+3 | John Rizzo | — | — | command-and-controlleadership+3 | — | 52m 31s | |
| 1/7/26 | ![]() Why “More” Drives Better Operations: Kathy Miller on Meaning, Optimism, and Leadership✨ | operational excellenceleadership+3 | Kathy Miller | More Is Better | — | operational excellenceleadership+5 | — | 54m 08s | |
| 12/3/25 | ![]() Toyota Thinking for Knowledge Work: Don Kieffer on Dynamic Work Design✨ | Lean thinkingDynamic Work Design+4 | Don Kieffer | Harley-DavidsonToyota | — | LeanToyota+7 | — | 50m 31s | |
| 11/12/25 | ![]() Lean Leadership Routines That Sustain Results: Darren Walsh on Moving Beyond Firefighting✨ | Lean leadershipcontinuous improvement+5 | Darren Walsh | Making Lean and Continuous Improvement Work | — | Leancontinuous improvement+8 | — | 52m 57s | |
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| 10/29/25 | ![]() Why Leaders Get Trapped in Firefighting — Nelson Repenning on Lean and Dynamic Work Design✨ | Lean thinkingDynamic Work Design+4 | Nelson Repenning | MIT Leadership CenterThere's Got to Be a Better Way: How to Deliver Results and Eliminate the Chaos of Modern Work | — | LeanDynamic Work Design+6 | — | 56m 10s | |
| 10/22/25 | ![]() Why Psychological Safety Is Essential to Quality — with C.J. Kaufman✨ | psychological safetyquality improvement+4 | C.J. Kaufman | ASQ Southwest Ohio | CincinnatiDayton | psychological safetyquality+6 | — | 15m 22s | |
| 10/15/25 | ![]() Why Caring Cultures Matter in Lean (with Caroline Greenlee & Chris Butterworth) | Caring cultures are not a “soft” add-on to Lean—they are foundational to sustainable continuous improvement. In this episode, Mark Graban speaks with Caroline Greenlee and Chris Butterworth, co-authors of Why Care, about why psychological safety, respect for people, and wellbeing are essential for performance that lasts. The conversation explores how caring leadership enables people to speak up, learn from mistakes, and fully engage in problem solving. Drawing on research, real-world experience, and Shingo-aligned thinking, Caroline and Chris explain why thriving individuals are the starting point for thriving teams and organizations. This episode is a must-listen for leaders, Lean practitioners, and improvement professionals who want to move beyond tools and build cultures where people—and improvement—can truly flourish. They discuss why caring cultures are not a “soft” add-on to Lean, but a prerequisite for sustainable continuous improvement. The conversation explores how psychological safety, respect for people, and wellbeing shape leadership behavior, team dynamics, and organizational performance. Topics include: Why Lean fails when culture and wellbeing are ignored How psychological safety enables people to speak up and solve problems The role of leaders in creating respectful, high-performing cultures Connections between caring, trust, and long-term improvement results This episode is especially relevant for leaders, coaches, and practitioners who want Lean to last—without fear, blame, or burnout. | 51m 05s | ||||||
| 10/11/25 | ![]() Ask Us Anything! — Lean Coffee Talk with Mark Graban and Jamie Flinchbaugh | In this short bonus episode, I’m joined by my friend and Lean Coffee Talk co-host, Jamie Flinchbaugh. We’re inviting you — our listeners and fellow continuous-improvement thinkers — to help shape upcoming conversations. We’d love to hear your questions about Lean, leadership, culture, and problem-solving. The best discussions often start with the toughest questions — the ones without neat answers. If you have something you’ve been wrestling with or want to hear us unpack together, please share it with us at:👉 https://www.leanblog.org/coffeequestions We may feature your question (and name) in a future episode — and yes, we’re doing a few Lean Coffee Talk mug giveaways for contributors ☕ Possible Question Themes Building psychological safety while still holding people accountable Making Leader Standard Work more about behavior than calendar Avoiding bureaucracy while sustaining Lean improvements Responding to mistakes with curiosity instead of blame Using data wisely: when to react, when to step back If you’ve got a question, story, or Lean challenge — send it our way. We can’t wait to explore it with you in a future episode. #Lean #Leadership #ContinuousImprovement #LeanCoffeeTalk #LeanCulture #PsychologicalSafety #MarkGraban #JamieFlinchbaugh | 3m 36s | ||||||
| 10/2/25 | ![]() Lean Healthcare Leadership: Humility and Psychological Safety (Carlos Scholz) | In this episode, Mark Graban speaks with Carlos Scholz, CEO of Catalysis, about what truly makes Lean healthcare improvement sustainable. Drawing on experience in manufacturing and healthcare, Carlos explains why humility, psychological safety, and leadership behaviors matter more than tools or events. The conversation explores how leaders can move beyond command-and-control habits, create environments where people feel safe to speak up, and build Lean management systems that develop people while improving performance. This episode is especially relevant for healthcare leaders navigating disruption, complexity, and change. | 59m 59s | ||||||
| 9/19/25 | ![]() Previewing the LPPDE 2025 Conference with Geoff Neiley & Andrew Wagner | In this bonus episode of Lean Blog Interviews, host Mark Graban is joined by Geoff Neiley (chair) and Andrew Wagner (co-chair) of the Lean Product & Process Development Exchange (LPPDE). The 2025 North America Conference will be held October 27–30 in Milwaukee, bringing together Lean practitioners, leaders, and innovators to share insights on reducing waste in product development, improving collaboration, and accelerating learning cycles. Geoff and Andy share their Lean journeys, the history of LPPDE, and what attendees can expect this year. From keynote speakers to interactive sessions, they highlight why LPPDE continues to be a hub for cross-industry learning and continuous improvement. Episode Highlights What is LPPDE, and why was it founded in 2008? How Lean principles apply to product and process development The role of community and peer learning in driving improvement Geoff and Andy’s personal reflections on attending and leading LPPDE What’s in store for the Milwaukee 2025 conference 👉 Special offer: Use code LEANBLOG for 20% off registration https://lppde.org/event/lppde-north-america-2025-milwaukee/ Links & Resources 🎟️ Register for LPPDE 2025 – Use discount code LEANBLOG 🌐 Learn more about LPPDE 📚 Related episodes: [Jim Morgan on Lean Product Development] About LPPDE The Lean Product & Process Development Exchange (LPPDE) is a nonprofit organization dedicated to advancing Lean thinking in product development. Since 2008, LPPDE has hosted global conferences to connect practitioners and share practical, real-world lessons. | 14m 05s | ||||||
| 9/17/25 | ![]() Profitable at Any Price: Lessons from Toyota, Daily Kaizen, and Safer Workplaces with Gregg Stocker | 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. | 46m 39s | ||||||
| 9/3/25 | ![]() Dale Lucht on Leadership Habits That Sustain Lean Transformations | What does it take for leaders to move beyond sponsoring Lean to truly sustaining it? Dale Lucht shares lessons from decades of leading and coaching Lean transformations across manufacturing, healthcare, and financial services. In this conversation, Dale reflects on common leadership mistakes, the habits that prevent organizations from plateauing, and why curiosity, visibility, and coaching matter more than tools. The discussion draws from his book Don’t Repeat Our Mistakes and offers practical guidance for executives, Lean leaders, and coaches. | 57m 55s | ||||||
| 8/29/25 | ![]() Previewing the AME 2025 International Conference & Workshops with William Harvey | 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! | 14m 29s | ||||||
| 8/20/25 | ![]() Building Independent, Empowered Teams Through 6 Transformational Leadership Habits, with Cheryl Jekiel | 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. | 54m 14s | ||||||
| 8/6/25 | ![]() Coaching Relentless Problem Solvers and Building a Culture of Lean Thinking -- Anne Frewin's Leadership Approach | 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. | 1h 03m 42s | ||||||
| 8/3/25 | ![]() Patrick Adams Previews the 2025 Lean Solutions Summit in Detroit | 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 | 20m 26s | ||||||
| 7/29/25 | ![]() Jared Thatcher on Growing the Global Lean Summit and Partnering with Toyota | 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 | 10m 39s | ||||||
| 7/23/25 | ![]() Melisa Buie on Lean Culture, Scientific Thinking, and Empowering Engineers | 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. | 54m 53s | ||||||
| 7/9/25 | ![]() Lean Healthcare, Zero Harm, and Building a Real Operating System | Ken Segel | In this episode of Lean Blog Interviews, Mark Graban is joined by Ken Segel, Co-Founder and Chief Relationship Officer at Value Capture, for a deep conversation about Lean healthcare transformation, safety, and leadership. Ken shares lessons from his non-traditional path into healthcare improvement, including his work with Paul O’Neill and the Pittsburgh Regional Health Initiative. They discuss why starting with safety—and aiming for zero harm—is such a powerful catalyst for learning, trust, and system-wide improvement. The conversation also explores what Ken calls a comprehensive operating system in healthcare, why a Lean management system alone isn’t enough, and how integrating work systems, improvement systems, and management systems creates sustainable results. Ken reflects on Shingo principles, transparency, and leadership behaviors that enable real improvement—not just Lean tools or events. This episode is especially relevant for healthcare leaders who believe safety, quality, and financial performance must—and can—coexist. | 48m 52s | ||||||
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6 placements across 6 markets.
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