Some leaders I meet still believe that Lean is outdated. They assume it was a passing trend. Others believe Lean doesn’t apply to their industry or current challenges. But in my experience, those assumptions usually stem from incomplete exposure to what Lean truly is.
After more than 30 years leading operations and coaching organizations through Lean transformations, I have come to believe the opposite. Lean is not only still relevant, it is more important now than ever. When applied with humility, authenticity, and a methodical approach, Lean principles in manufacturing can radically improve performance and transform how people work together.
Lean Is a Way of Thinking, Not a Set of Tools
One of the most common misconceptions is that Lean is just a set of tools. 5S. Value stream mapping. Kanban. Standard work. These tools are powerful, but they are only a small part of the picture. Lean is not about the tools. It is about the thinking that guides their use.
At its core, Lean is a philosophy rooted in respect for people and a relentless pursuit of value. It is about seeing problems clearly, solving them methodically, and learning continuously. These are not trends. These are timeless principles that can be applied in any setting, whether you are in healthcare, manufacturing, software, or education.
In manufacturing, where physical flow, time, and space are often measurable in clear ways, the results can be particularly dramatic.
Real Results from a Recent Engagement
Not long ago, I had the opportunity to work with a mid-sized manufacturing company. Like many organizations, they had been through several rounds of improvement efforts over the years. Some of them had worked for a time; others faded. The leadership team had grown skeptical. They wanted results, but more than anything, they wanted something that would stick.
We started small, as I always recommend. Instead of launching a large initiative across the entire plant, we focused on one model area. We engaged a cross-functional team and committed to applying Lean principles methodically, starting with direct observation of the current state.
We asked questions like:
Where is the flow breaking down?
Where are people waiting?
What steps are not adding value?
How much rework is occurring, and why?
These questions weren’t new to the team. What was new was the consistency in how we asked them, the openness to seeing what was happening, and the willingness to test and learn, one step at a time.
The results were undeniable:
98% reduction in throughput time
88% increase in productivity
75% improvement in floor space utilization
These numbers represented more than operational improvements. They signaled a cultural shift. The team began to take ownership of problems. They felt proud of their solutions. They saw that change was possible—and that they were capable of driving it.
What Made the Difference?
The gains we saw in this organization were not the result of a flashy new system or a one-time event. They came from practicing Lean as a way of thinking. Several key factors contributed to the success.
Starting with Humility
Many improvement efforts stall because they begin with the assumption that the answer is already known. But the best Lean leaders know that the process of improvement begins with learning, not knowing.
Humility is a leadership stance. It means being willing to go to the gemba, the place where value is created, and ask real questions. It means listening to the people closest to the work. It means admitting when your assumptions were wrong.
In this organization, the leadership team was willing to say, “We don’t have all the answers.” That opened the door for real discovery and learning.
Engaging Frontline Teams
Frontline teams are often the first to spot waste, inefficiencies, and missed opportunities. They live the process every day. But too often, their insights go unheard or are filtered through layers of management before reaching a decision-maker.
We made it a point to involve team members directly in mapping processes, identifying obstacles, and experimenting with changes. They didn’t just execute ideas from above; they created the ideas themselves.
When people are trusted to think, they usually rise to the occasion. That’s what we saw. And it wasn’t a temporary engagement. The improvement culture stuck because people were empowered to lead it.
Taking a Methodical Approach
Lean is not a quick fix. It is built on small, disciplined cycles of improvement. The temptation in many organizations is to chase big breakthroughs or impose sweeping changes all at once. But those approaches are hard to sustain.
In this case, we committed to a structured approach. We used Plan-Do-Check-Adjust cycles to test improvements. We focused on stability before speed. We put visual systems in place to monitor progress and highlight problems early.
Instead of waiting for everything to be perfect before taking action, we acted on what we could see, learned from the results, and adjusted. Over time, that cycle built confidence and capability.
Why Lean Principles in Manufacturing Are Still Essential
There is a tendency in business to look for the next big thing. New frameworks come along. New acronyms emerge. Leaders get excited about digital transformation, agile methods, or AI. And all of these have value.
But Lean continues to matter because it is not tied to a trend or a particular toolset. It is grounded in principles that do not change:
Respect for people
Focus on customer-defined value
Identification and elimination of waste
Systemic thinking
Scientific problem-solving
These principles are as relevant today as they were decades ago. In fact, in a world that is increasingly complex, Lean provides clarity. It teaches us to see what matters, to slow down to go fast, and to develop systems that are stable and adaptable.
In manufacturing environments facing labor shortages, supply chain volatility, and increasing customer expectations, these principles offer a roadmap to resilience.
Reclaiming the True Purpose of Lean
Too often, Lean is misunderstood as a cost-cutting strategy. That is a tragic misreading. At its heart, Lean is about creating value through people. It is about designing systems that enable everyone, from the shop floor to the corner office, to do their best work.
The results we achieved in this recent engagement were not driven by reducing headcount or increasing pressure. They were driven by unleashing the potential of people. They were driven by aligning purpose, process, and performance.
And most importantly, they were driven by treating Lean not as a one-time project, but as a way of thinking and leading.
What This Means for Leaders
If you are a leader in a manufacturing organization, now is the time to revisit the fundamentals. Not because Lean is a magic solution, but because it gives you a framework to solve the real problems your teams are facing today.
Ask yourself:
Are we solving the right problems, or just reacting to symptoms?
Are our frontline teams empowered to think, experiment, and improve?
Are we treating Lean as a system or as a set of disconnected tools?
Are we modeling humility, curiosity, and discipline as leaders?
The answers to these questions will determine whether Lean becomes a source of transformation or another initiative that fades away.
Lean is not a shortcut. But it is a path worth walking. And in my experience, it continues to offer some of the most powerful insights and results available to modern manufacturing organizations.