Calling Someone a "Process Coach" Doesn't Make Them One

Calling Someone a "Process Coach" Doesn't Make Them One

A title change is not a culture change. In this episode, Mark Graban draws on his early experience at GM in the mid-1990s — where "foreman" became "team coordinator" overnight without anything else changing — to explore why renaming supervisors with Lean-sounding titles so often fails to deliver Lean results.

Read the blog post

The discussion centers on Ford's Process Coach role: what it's supposed to be, what it often is in practice, and why the gap between those two things is a leadership system problem, not a training problem. Mark also looks at why Toyota's Group Leader model works where Ford's equivalent often doesn't — and why a senior UAW worker has rational, concrete reasons to turn down a promotion to Process Coach even if they're the most qualified person on the floor.

If your organization has rebranded its supervisors without redesigning the conditions those supervisors work in, this episode is worth your time.

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Still Learning: A Live Event with Elisabeth Swan on May 7

Still Learning: A Live Event with Elisabeth Swan on May 7

Blog post with linksThree years ago, The Mistakes That Make Us came out. Around the same time, Elisabeth Swan published Picture Yourself a Leader. Both books' third birthdays felt like a decent reason...

4 Touko 2min

Watch the Lean Hospitals Coach in Action -- Live, Unscripted, With Your Questions

Watch the Lean Hospitals Coach in Action -- Live, Unscripted, With Your Questions

Most AI tools answer your question with a 500-word essay full of numbered steps. You nod, close the tab, and carry on doing what you were already doing. The Lean Hospitals Coach is built around the op...

8 Maalis 8min

What a Brandi Carlile Concert Teaches About Practicing Continuous Improvement

What a Brandi Carlile Concert Teaches About Practicing Continuous Improvement

Read the blog postTL;DR: A sound check, live song requests, and a naming regret — what watching Brandi Carlile perform taught me about specific problem-solving, vulnerability, and continuous improveme...

27 Helmi 15min

What Deming and Fujio Cho Agreed On: Stop Demotivating People

What Deming and Fujio Cho Agreed On: Stop Demotivating People

The blog postTL;DR: Deming and Toyota's Fujio Cho asked the same uncomfortable question: why do management systems destroy motivation in people who started out wanting to do good work? The answer poin...

26 Helmi 15min

Create Your Own Lean System — But Don’t Lose Sight of These Three Things

Create Your Own Lean System — But Don’t Lose Sight of These Three Things

Read the blog postTL;DR: In a 1993 speech, Toyota leader Fujio Cho said organizations can create their own Lean systems, but success depends on three principles: leaders going to the gemba, asking “wh...

24 Helmi 15min

Building an AI Chat Assistant From My Lean Hospitals Book

Building an AI Chat Assistant From My Lean Hospitals Book

The blog postWhat if a book could become an interactive coach instead of a static reference?In this episode, Mark Graban shares a behind-the-scenes look at his experiment turning the award-winning boo...

19 Helmi 15min

Inside the 1987 NUMMI Management Practices Executive Summary: Why Leadership Mattered More Than Lean Tools

Inside the 1987 NUMMI Management Practices Executive Summary: Why Leadership Mattered More Than Lean Tools

The blog postIn this episode, I explore the 1987 NUMMI Management Practices Executive Summary — a confidential General Motors report that documented why the joint venture between GM and Toyota was suc...

13 Helmi 13min

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