Lean Lessons from Japan: Mindsets, Culture, and the Challenge of Speaking Up

Lean Blog Audio

Content provided by Mark Graban. All podcast content including episodes, graphics, and podcast descriptions are uploaded and provided directly by Mark Graban or their podcast platform partner. If you believe someone is using your copyrighted work without your permission, you can follow the process outlined here https://player.fm/legal.

6d ago 14:04

MP3•Episode home

Episode page

In this episode, I share a reading of my recent blog post, based on a Catalysis webinar where I explored what we can learn from Lean in Japan. Since 2012, I’ve been fortunate to travel to Japan six times with study groups, including those led by the Kaizen Institute, Honsha, and Katie Anderson. Each trip has reinforced the paradox that Lean is both easier and harder in Japan—and that the deepest lessons are not about tools, but about mindsets, culture, and leadership.

What You’ll Learn in This Episode

Why Lean in Japan isn’t about “being Japanese,” but about cultivating long-term thinking and respect for people.
How Ina Food practices “tree-ring management” and why profit is seen as a byproduct, not the goal.
How Toyota reinforces its role as a “people development company” through problem-solving and Kaizen.
The double-edged role of Japanese culture: precision and standardization on one hand, but reluctance to speak up on the other.
How mechanisms like the andon cord create safer ways to surface problems.
What Japanese hospitals are learning from American health systems—and vice versa.
Why Kaizen isn’t about cost savings alone, but about making work easier and building capability.
Memorable lessons from leaders like Dr. Shuhei Iida of Nerima General Hospital: “If you keep doing Kaizen, you will get innovation.”

Key Quotes from the Episode

“Profit is like excrement produced by a healthy body. Nobody’s goal is to wake up and produce excrement — it’s just the natural result of living and doing things well.” — Chairman of Ina Food
“The role of the leader is to set the vision — that cannot be delegated.” — Japanese executive
“If you keep doing Kaizen, you will get innovation.” — Dr. Shuhei Iida, Nerima General Hospital

Why It Matters
Lean is not a set of tools to copy, but a system of beliefs and practices rooted in respect, learning, and long-term thinking. Speaking up about problems isn’t easy—whether in Japan or elsewhere—which is why leaders must create psychological safety and model improvement themselves.

Resources & Links

Catalysis webinar recording (available soon)
Learn more about upcoming Lean Healthcare Accelerator Experience in Japan

Work With Me
If you’re a leader aiming for lasting cultural change—not just more projects—I help organizations:

Engage people at all levels in sustainable improvement
Shift from fear of mistakes to learning from them
Apply Lean thinking in practical, people-centered ways

📩 Let’s talk: [email protected]

434 episodes