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Lean leadership

Lean Leadership is the pillar that sustains a company's entire transformation toward operational excellence.

Unlike traditional management, the Lean Leader acts as a sensei: developing people, going to the gemba, solving problems at the root cause and spreading the culture of continuous improvement at every level.

Lean concepts about Lean leadership

Concept

Change Agent

Leader of a lean transformation with the authority and initiative to undertake the fundamental changes. The change agent, who often comes from outside the organization, does not need in-depth knowledge of lean philosophy at the start of the transformation. Compare with: Sensei.

Lean vocabulary
Concept

Chief Engineer

Term used at Toyota for the manager with full responsibility for the development and success of a product line; formerly known by the Japanese term shusa. See : Value Stream Manager.

Lean vocabulary
Concept

Gemba

Japanese term for "actual place," usually used for the shop floor or any place where value-creating work takes place. Also spelled with an "n": genba.

Lean vocabulary
Concept

Jishuken

A particular type of hands-on workshop in which people "learn by doing." The term literally means "self-study" in Japanese. See : Kaizen Workshop, Toyota Production System.

Lean vocabulary
Concept

Plan for Every Person

A program for training and developing employees that shows the skills required and the skills already developed. See: Multi-Process Handling.

Lean vocabulary
Concept

Sensei

Japanese for teacher. Used by lean thinkers to denote a master of lean knowledge, the result of years of experience in transforming the gemba (the place where the work is done). A sensei must also be a teacher who inspires his or her students and whose teachings are easy to understand. Compare with : Change Agent.

Lean vocabulary
Concept

Shusa

A project leader, like the chief engineer in Toyota's product development system. See: Chief Engineer.

Lean vocabulary
Concept

Value Stream Manager

An individual with clear responsibility for the success of a value stream. The value stream can be defined at the product or business level (including product development), or at the plant or operations level (from raw materials to delivery). The value stream manager is the architect of the value stream, identifying value as defined by the customer and leading the effort to achieve an ever leaner flow. See : Chief Engineer.

Lean vocabulary

Articles

Leading in the age of AI
General DIGITAL AND TECHNOLOGY

Leading in the age of AI

Between hype and skepticism, understanding the real capabilities of artificial intelligence is essential for leaders who want to apply it consistently and purposefully in their organizations.

By Art Smalley

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From centralizing hero to developer leader
Lean It Up LEADERSHIP

From centralizing hero to developer leader

In a tighter labor market, leaders are needed who can foster employee retention, engagement, productivity and adaptability

By Flávio Battaglia

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The waste the company has learned to sustain
LeanMail MANAGEMENT

The waste the company has learned to sustain

An analysis of why organizations spend managerial energy feeding "invisible, yet visible" failures; and the mindset shift needed to break this cycle

By Flávio Battaglia, Augusto Elias R. da Fonseca

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Learning where and when the work happens
LeanMail LEADERSHIP

Learning where and when the work happens

By handing people development over to HR or third parties, companies separate leaders, team members and their learning from real work. The lean way proposes the opposite: developing individuals at the gemba, every day, based on concrete problems and gaps

By Flávio Battaglia, Robson Gouveia

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Productivity theater: why being busy is not the same as delivering value
Lean It Up MANAGEMENT

Productivity theater: why being busy is not the same as delivering value

There is a silent waste growing within organizations that does not present itself as a process failure, delivery delay or cost increase. It appears as activity, even when that activity is not relevant to the company

By Flávio Battaglia

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Talent shortage: industry must learn to develop what it can no longer hire
LeanMail INDUSTRY AND MANUFACTURING

Talent shortage: industry must learn to develop what it can no longer hire

Why the lack of qualified staff is not just an external problem but reveals management shortcomings, requiring models capable of turning operational routine into a system of learning, maturation and leadership succession

By Flávio Battaglia, Iris Cristina Pierini Bonfanti, Ricardo Itikawa

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Why AI demands more human processes
LeanMail GENERAL

Why AI demands more human processes

By automating activities and expanding analytical capacity, Artificial Intelligence redefines managerial work by exposing the limits of how management is conducted and opening space for a role closer to people

By Flávio Battaglia, Erasto Meneses

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Lean leadership: concepts, practices and applications at a Hospital in Foz do Iguaçu
General HEALTHCARE

Lean leadership: concepts, practices and applications at a Hospital in Foz do Iguaçu

By Lean Institute Brasil

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UMass Memorial Health's transformation journey
General HEALTHCARE

UMass Memorial Health's transformation journey

When Dr. Eric Dickson took over as CEO of UMass Memorial Health in 2013, the health system was at risk of default. He established a management system that engaged more than 15,000 employees in daily improvement, generating 132,000 ideas and achieving the highest bond rating in 35 years.

By George Taninecz

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Knowing how to ask has never been so important
Lean It Up LEADERSHIP

Knowing how to ask has never been so important

Systems capable of producing explanations, analyses and suggestions are becoming part of everyday knowledge work. In this interaction, however, the quality of the answers depends directly on the questions that guide them

By Flávio Battaglia

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Work makes people sick when management fails
Lean It Up LEADERSHIP

Work makes people sick when management fails

Chronic overload, targets misaligned with real capacity, conflicting priorities and imprecise communication are not just operational dysfunctions. They are conditions that raise the likelihood of anxiety and burnout

By Flávio Battaglia

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Agribusiness 2026: robust and profitable
LeanMail MANAGEMENT

Agribusiness 2026: robust and profitable

Understand why, amid climate and economic uncertainty and complexity, farmers will need lean management to generate operational efficiency and data governance to turn bumper harvests into real profitability

By Flávio Battaglia, Bruno Battaglia

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Agribusiness: a global paradox
General MANAGEMENT

Agribusiness: a global paradox

Lean thinking is redefining agriculture by turning farms into continuous learning systems, boosting productivity, reducing waste and empowering people through daily problem solving.

By Iniciativa Agro da Lean Global Network

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Beyond training: truly effective lean logistics capability building
General LOGISTICS AND SUPPLY CHAIN

Beyond training: truly effective lean logistics capability building

Aligning processes with organizational purpose and creating teams engaged in executing strategy

By Iris Cristina Pierini Bonfanti, Daniel Felipe de Oliveira

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Practicing visual management in logistics
General LOGISTICS AND SUPPLY CHAIN

Practicing visual management in logistics

How different Lean visual management practices are applied in logistics to create a collaborative management system oriented toward continuous improvement

By Daniel Felipe de Oliveira

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Designing succession: the role of management in business continuity
Lean It Up SERVICES

Designing succession: the role of management in business continuity

In a country where nine out of ten companies are family-owned, this omission jeopardizes business continuity, job stability and the competitiveness of the economy

By Flávio Battaglia

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Productivity challenges in healthcare management
LeanMail HEALTHCARE

Productivity challenges in healthcare management

Understand the structural forces that challenge productivity, quality and safety in healthcare; and why lean management offers a solid path toward a sustainable, high-performance system

By Flávio Battaglia, Carlos Frederico Pinto, Paloma Rubinato Perez

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Hoshin deployment
General MANAGEMENT

Hoshin deployment

A recent gemba walk at a Toyota plant reveals how the company operationalizes its hoshin plan — in this case, to win the auto industry's transition to Mobility 2.0, what Toyota chairman Akio Toyoda calls “a cyclical disruption that occurs once every century.”

By Jim Womack

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Trust creates the space where learning happens
Lean It Up LEADERSHIP

Trust creates the space where learning happens

Excessive supervision, which once ensured consistency, now breeds apathy. Distrust has become part of the routine, disguised in processes and indicators. Rebuilding trust is companies' new strategic challenge

By Flávio Battaglia

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When the future learns from experience
Lean It Up SERVICES

When the future learns from experience

The future of companies will depend less on the age of those who work in them and more on the collective ability to learn continuously from diverse perspectives and lived experience

By Flávio Battaglia

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Foundations for smart standards
LeanMail INDUSTRY AND MANUFACTURING

Foundations for smart standards

Standardization is the foundation for consolidating productivity as a real competitive differentiator. Without it, there is no stability in performance and no foundation for continuous improvement. Discover how to overcome challenges and achieve more sustainable results

By Flávio Battaglia

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Leading with purpose in times of artificial intelligence
Lean It Up LEADERSHIP

Leading with purpose in times of artificial intelligence

If at the beginning of the 20th century the question was how to free workers from repetition and waste, today the challenge is how to free human intelligence from an excess of data, information and complexity

By Flávio Battaglia

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Building a learning hospital
General HEALTHCARE

Building a learning hospital

NOTES FROM THE GEMBA – At GHU Paris (Groupe Hospitalier Universitaire Paris), leadership combines strategy with gemba visits, problem solving using the 5C method and cross-functional learning to create a resilient, people-centered improvement culture in psychiatric care.

By Catherine Chabiron

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Lean Summit 2025: 30 years learning and advancing together
LeanMail MANAGEMENT

Lean Summit 2025: 30 years learning and advancing together

By Flávio Battaglia

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Workplace safety: a non-negotiable value
Lean It Up SERVICES

Workplace safety: a non-negotiable value

Workplace safety should be seen not only as an ethical or legal responsibility, but as a strategic pillar of management. It is essential to integrate it into every process

By Flávio Battaglia

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Management on stage: lessons from a well-rehearsed musical
Lean It Up LEADERSHIP

Management on stage: lessons from a well-rehearsed musical

What impresses us most in a musical is not only what we see, but everything that has to happen for it to exist. Every seamless transition, every precise note, every integrated gesture points to something that goes beyond individual talent

By Flávio Battaglia

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In times of AI, growing means learning together
LeanMail LEADERSHIP

In times of AI, growing means learning together

Why it is essential for companies to understand that human intelligence is built on “unique experiences,” polished by time, the fruit of everyday sharing of thinking, deciding and acting

By Flávio Battaglia

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Lean without Jidoka is just Fordism
General STARTUPS AND NEW VENTURES

Lean without Jidoka is just Fordism

No one understands human beings as well as humans themselves, and Jidoka is the key to learning from your customers and creating ever better products and services.

By Michael Ballé

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'Happiness at work' is possible, but it depends on management
Lean It Up LEADERSHIP

'Happiness at work' is possible, but it depends on management

Even as the debate on mental health and well-being advances, the notion that happy people work better remains far from everyday practice in many organizations

By Flávio Battaglia

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Lessons from sports and music: leadership is what makes others 'play well'
Lean It Up LEADERSHIP

Lessons from sports and music: leadership is what makes others 'play well'

In sports or in music, it is not improvisation that sustains performance, but the solidity of the foundation on which it rests

By Flávio Battaglia

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The lean management triad: the hidden architecture of sustainable performance
LeanMail MANAGEMENT

The lean management triad: the hidden architecture of sustainable performance

Clearly organizing how decisions are deployed, how deviations are handled in daily routine and how leaders act in the face of operational reality is what makes it possible to turn strategic intent into consistent practice over time

By Flávio Battaglia

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Facts or data?
Lean It Up MANAGEMENT

Facts or data?

Growing dependence on digital systems also brings objective risks: decisions based on biased information, simulations with fragile assumptions or content with an appearance of truth

By Flávio Battaglia

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The three faces of lean
General LEADERSHIP

The three faces of lean

In this text, Jeffrey Liker makes an appeal to the lean community: it is time to go beyond tools and ready-made models. Lasting transformations require integrating the technical, social and scientific dimensions, alongside the development of people.

By Jeffrey K. Liker

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Executing strategy through Daily Management
General MANAGEMENT

Executing strategy through Daily Management

By José Roberto Ferro, Robson Gouveia

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3 attitudes to awaken the “learner leader”
LeanMail LEADERSHIP

3 attitudes to awaken the “learner leader”

By Flávio Battaglia, Robson Gouveia

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