Helping leaders and organizations build high-performing cultures through Lean thinking, learning from mistakes, and psychological safety | 3× Shingo Award-Winning Author | Speaker | Consultant
Thirty years ago, I walked into a General Motors engine plant in Livonia, Michigan, for my first job out of college. Looking back now, I can see just how much those early experiences shaped how I think about improvement—and, more importantly, about people. In my latest Lean Blog post, I reflect on: 🚗 Why technical solutions fail without people 🚗 How psychological safety changes everything 🚗 What growing up in Michigan’s auto and steel towns taught me about systems and adaptation Thanks to Mark Ryan, CLSS BB, PMP and Edward Pound for interviewing me and bringing up these reflections on their podcasts. These aren’t just lessons from the past—they’re reminders for today. Leaders can’t “engineer” lasting improvement by skipping the conversations with the people closest to the work. Tools matter, but trust matters more. 👉 Read the full post: https://lnkd.in/gp9SBwvx I’d love to hear from you: What early experiences shaped the way you see improvement and leadership today? #Lean #ContinuousImprovement #Leadership #PsychologicalSafety #Learning
Loved recording that episode with you, Mark. You captured it perfectly here—tools matter, but trust and conversations with the people closest to the work matter more. Grateful we could dig into those themes together on the podcast.
Melisa Buie
14h
Yes, technical solutions often fail without the consideration of the people involved. It's important to recognize the human element in any improvement process. This perspective focuses on creating a positive work environment where individuals feel safe and supported, which is crucial for sustainable success. The emphasis on trust over tools highlights the importance of building strong relationships and fostering a culture of continuous improvement.
Edward Pound
1d
Mark Graban always great to talk with you about #operationsscience, #PsychologicalSafety, #Leadership, and #ContinuousImprovement. See you at #AME 2025 in St. Louis.
Kaan Narter
1d
Well said. The Livonia and Honeywell lessons hit home: without safety and co‑design with the people closest to the work, tools won’t stick. Trust first, then technique.
What a powerful reflection, Mark. I really resonated with your point that psychological safety isn’t just a culture bonus—it’s the foundation for meaningful improvement. In psychiatry, we often say the brain learns best in safe relationships—and I’d argue the same applies to teams and systems. Without safety, curiosity shuts down, learning stalls, and compliance replaces innovation. Appreciate the reminder that change is relational before it’s operational. Thank you for modeling humility, empathy, and systems thinking in a space that often defaults to tools over trust.
Driving Aerospace & Defense Programs Forward | Project Engineer | Mechanical Systems | Testing Oversight | Technical Writer
1dAnother Livonia neighbor here as well! Nothing teaches you 'people > processes' faster than Detroit manufacturing. You can Six Sigma all you want, but if the floor won't tell you what's actually broken, you're just polishing dysfunctional behavior and results. Hailing from Detroit, we learn systems thinking whether we want to or not, usually through things that shouldn't work but somehow do.