Breakfast, Crepes, and an Unexpected Lesson
Earlier today, we enjoyed breakfast at a local creperie. The food was fantastic, but what left a deeper impression was not just the taste. It was how visual management was quietly but effectively woven into the service experience. It wasn’t flashy or overly engineered. It was simple, intentional, and elegant. As I observed the servers and the layout of the ingredients, I realized I was watching a live demonstration of lean principles applied to hospitality.
The visual presentation of ingredients, both behind the counter and on the plates themselves, helped prevent confusion and miscommunication. Each server could clearly see what went into every dish, which made it easier for them to ensure accuracy. Customers received what they had ordered, and the pace of service flowed without disruption.
For those of us who work in operations or improvement, moments like these are golden. They remind us that Lean thinking is not limited to factories or clinics. It’s everywhere. And sometimes, it takes a crepe to remind us of that.
Seeing Problems Before They Happen
One of the central principles of Lean is designing systems to prevent errors from occurring in the first place. This concept, known as mistake-proofing or poka-yoke, often brings to mind mechanical devices or process constraints. But in this case, mistake-proofing took the form of a visual display.
The creperie had set up a clear view of each ingredient used in their various offerings. Whether you ordered a savory ham and cheese crepe or a sweet strawberry and Nutella version, the prep area had small, labeled containers with samples of the ingredients, arranged neatly and visibly. For the servers, this acted as a simple and reliable reference point. They didn’t need to ask questions or verify with the kitchen. The information was there in front of them, in real time, always accurate.
This minimized the risk of delivering the wrong order, especially during busy periods. The staff did not have to rely solely on memory or verbal communication. Instead, they had a shared visual cue that supported consistency.
In a healthcare or manufacturing environment, we often use visuals to expose problems. Here, the visuals were used to prevent problems. This is a subtle but important distinction. The system was not waiting to catch mistakes after the fact. It was designed to avoid them altogether.
Visual Management with Purpose
When I talk about visual management in workshops or site visits, I often stress that it must serve a clear purpose. Too often, organizations create dashboards, boards, or screens that are visually impressive but lack real meaning. They become noise.
This creperie reminded me of how visual management, when implemented thoughtfully, can have both form and function. The visuals weren’t there to impress. They were there to help. And they did.
The ingredients display was not decorative. It was a control mechanism. It allowed every team member to confirm the contents of each crepe, which supported flow, accuracy, and customer satisfaction. This is the essence of good visual management: showing the right information to the right people, at the right time.
In environments where speed and multitasking are constant, these small adjustments make a big difference. Staff no longer need to stop and clarify. They can act with confidence. That confidence, in turn, enhances the customer experience.
Work as Art: The Aesthetic Dimension of Visuals
There was another layer to this experience that I did not expect: the artistry. The ingredients were not just functional. They were arranged in a way that made each plate look like a work of art. The ham was folded neatly, the cheese melted evenly across the surface, and the egg yolk was centered with care. The greens were added with precision, not just tossed on. These weren’t afterthoughts. They were part of the overall system.
In Lean, we often talk about respect for people. This usually refers to listening, coaching, and engaging. But respect can also be expressed in the physical experience of a process. When care is taken to create beauty in the product and the process, it signals pride in work. It tells the customer: this matters to us.
There was a palpable respect in how the crepes were prepared and served. The visual harmony on the plates conveyed more than flavor. It reflected the values of the team. In a way, the plate became a communication tool. It said, “We care about this, and we care about you.”
I have seen this same level of visual intentionality in surgical suites, sterile processing departments, and high-volume machining operations. In each of those places, visual organization, clarity, and presentation are not just functional. They are symbolic. They communicate discipline, teamwork, and commitment.
From the Creperie to the Conference Room
Too often, when we talk about operational improvement, we focus on grand initiatives or technology. But improvement often starts with noticing. It starts with seeing something simple, asking why it works, and thinking about where else it could be applied.
The creperie had no posters about Lean. No laminated standard work documents. But they were practicing core principles of flow, error prevention, and visual control. Their system was humble, elegant, and effective. That, to me, is what real operational excellence looks like.
As leaders, we sometimes overlook these smaller examples because they feel insignificant. But they are not. They show us what is possible when people align around shared goals and make smart design choices. They teach us how to keep things simple. They reveal the power of visuals—not just as tools for control but as expressions of purpose and care.
If we are willing to learn, we can find these lessons everywhere. We just have to look. Sometimes, we’ll find them in a hospital unit. Sometimes, in a factory. And sometimes, in a small creperie on a quiet morning.
Lessons to Take Home
Reflecting on this experience, here are a few takeaways I believe apply across industries:
Clarity prevents confusion. Visual cues reduce cognitive load. They allow staff to focus on execution rather than decision-making in the moment.
Visuals are most powerful when they are timely, shared, and simple. If they are complicated or hidden, they become obstacles rather than aids.
Artistry matters. Whether we are designing a workflow or plating a dish, attention to detail communicates values. Beauty in work is not a luxury. It is a form of respect.
Systems should be designed for the people who use them. Visual tools that help frontline staff work with greater confidence are more effective than any poster or slogan.
Excellence can be quiet. Just because a system is small or informal does not mean it lacks power. Sometimes, the most profound improvements are the ones that quietly prevent problems and make things a little easier for someone else.
Closing Thoughts
I often find that the best operational insights come in unexpected moments. This breakfast reminded me that Lean is not a toolkit. It is a way of seeing the world. When we train ourselves to notice, to ask, and to reflect, we start to see opportunities for improvement everywhere.
Visual management is not just about boards and charts. It is about clarity, prevention, alignment, and respect. Whether we are managing a hospital unit, a manufacturing line, or a creperie, those principles remain the same.
Sometimes, the lesson does not come from a workshop. It comes from a well-made crepe.
Comments