My guest for Episode #529 of the Lean Blog Interviews Podcast is Scott Gauvin, CEO of Macresco and co-creator of the Respect for People Roadmap.

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With 30 years of experience leading operational transformations across sectors including biotech, pharma, agriculture, and manufacturing, Scott brings both a systems mindset and a people-first philosophy to his work. His journey into Lean began with frustration over leadership that blamed people rather than fixing systems—sparking a personal quest to better integrate continuous improvement with what he calls the “practice” of respect for people.

In this episode, Scott shares the evolution of his thinking and how it culminated in the Respect for People Roadmap, a structured learning experience designed to operationalize cultural change through nine actionable behaviors. We explore the difference between “respecting people” as an individual action and “respect for people” as a system-level design principle. Scott also challenges the common notion that respect must be earned, arguing instead that every human being is inherently worthy of it—an idea rooted in his research on Confucian influences within Toyota’s founding culture.

This conversation is a must-listen for anyone struggling to move beyond Lean tools and truly build a culture of continuous improvement grounded in human dignity. We also touch on how these ideas align with the Shingo Model, why so many transformations fail to stick, and how organizations can design systems that scale respect—without waiting for permission from the top. Check the links below to learn more and access Scott’s free “test drive” version of the Roadmap.

• What’s your origin story with Lean and operational excellence?
• What drew you to explore the “respect for people” pillar more deeply?
• How do you distinguish between “respect for people” and “respecting people”?
• Why do so many interpretations of “respect” default to hierarchy or politeness?
• How should leaders approach differences in how individuals define respect?
• Is it a mistake to assume respect must be earned rather than given?
• What are your thoughts on the phrase “better to be respected than liked”?
• How do challenge, kaizen, and respect interrelate in Toyota thinking?
• What did your research uncover about Confucianism’s influence on Lean?
• How does the concept of “respect for people” show up in system design?
• What inspired the creation of the Respect for People Roadmap?
• What are the three key behavioral principles embedded in the Roadmap?
• What makes this program scalable and sustainable across organizations?
• Why was it important that the nine behaviors require no leader permission?
• How do you respond to the idea that “respect for people” should be translated as “respect for humanity”?
• Are you looking to pilot the Roadmap in healthcare settings?
• What would transformation look like if it were truly resilient—not dependent on a single leader

This podcast is part of the #LeanCommunicators network.

My guest for Episode #528 of the Lean Blog Interviews Podcast is Mark Reich, a Senior Lean Coach with the Lean Enterprise Institute and former Toyota leader with over two decades of experience.

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Mark spent six years working in Japan, including helping launch the Lexus brand and later leading Hoshin Kanri strategy processes during Toyota's rapid growth in North America. He also played a pivotal role at the Toyota Supplier Support Center (TSSC), helping bring the Toyota Production System to manufacturing, healthcare, and nonprofit organizations. In our conversation, we dive into his career journey, his approach to Lean leadership, and the practical lessons behind his new book, Managing on Purpose: Using Hoshin Kanri to Develop Strategy, Align Teams, Grow Leaders, and Innovate Your Enterprise.

You can get a 25% discount on the book via LEI using the code LBIPODCAST25.

Mark shares compelling stories from his early days at Toyota, including working on the front lines of assembly, learning by doing, and his first experience pulling the andon cord. These moments shaped his appreciation for Toyota's deep respect for frontline work and its commitment to developing people. He reflects on how Toyota embeds learning and support into problem solving, where pulling the cord is seen as a learning opportunity, not a failure. That mindset became foundational for his later work, especially when managing enterprise-wide strategy through Hoshin Kanri.

We also explore what Hoshin Kanri really is--and what it isn't. Mark challenges the overemphasis on tools like the X-matrix and instead advocates for focusing on purpose, alignment, and leadership behavior. He explains how strategy deployment at Toyota was never a one-way cascade, but a dialogue grounded in humility, curiosity, and shared responsibility. Whether you're new to Hoshin or struggling to sustain it, Mark offers insights that can help any leader make strategy a living, breathing part of organizational culture.

• How did you end up working for Toyota, and what led you to Japan?
• What was your educational background, and did you already speak Japanese before moving there?
• What was your initial role at Toyota, and how did it relate to their global expansion?
• Did you meet or work with John Shook during your time in Japan?
• How did Toyota develop you into an industrial engineer despite your background in English writing?
• What was it like working in a Toyota plant, and what did you learn from that experience?
• Did you experience any early mistakes or learning moments while working the line?
• How did your role evolve after leaving Japan, and how did you get involved with Hoshin Kanri in North America?
• What challenges was Toyota North America facing that made Hoshin Kanri so essential?
• How did you facilitate alignment and catchball between Toyota's plants and leadership teams?
• How do you define Hoshin, strategy, and Hoshin Kanri?
• Why do you prefer not to use the term "strategy deployment," and what's the issue with top-down-only thinking?
• How do you coach executives to embrace catchball and bottom-up engagement?
• How do you balance executive direction with frontline input in strategy development?
• What role does psychological safety play in making Hoshin Kanri work?
• How does A3 problem solving fit into the Hoshin process, and how does it help build capability?
• Why is it important for executives to practice PDCA and engage in direct problem solving?
• What's the difference between long-cycle and short-cycle PDCA, and how should leaders manage both?
• Why does it take most organizations a couple of years to fully embed Hoshin Kanri?
• What lessons do companies learn when they start with too many strategic initiatives?
• Why did you choose not to include the X-matrix in your book, and what are your thoughts on its use?
• What business problems does Hoshin Kanri best help organizations solve?
• How can Hoshin Kanri help clarify the distinction between daily management and long-term strategic work

This podcast is part of the #LeanCommunicators network.

My guest for Episode #527 of the Lean Blog Interviews Podcast is Dave Fitzpatrick, co-founder of Zenkai Improvement Partners and a 30-year resident of Japan. Dave brings a unique perspective as a Canadian Lean practitioner who has worked extensively in both manufacturing and healthcare, guiding international leaders on immersive study experiences throughout Japan.

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In this episode, Dave and I share details about a new collaboration we're leading together--the Lean Healthcare Accelerator Experience. This is a jointly developed series of immersive visits to high-performing organizations in Japan, designed specifically for healthcare executives who want to see Lean principles in action across both hospitals and manufacturing settings. We talk about why we're creating this experience, what makes it unique, and how cultural context, leadership behaviors, and intentional long-term commitments drive sustainable improvement--not because it's "just Japan," but because of the systems and mindsets these organizations have cultivated.

Dave shares his personal Lean journey, including how he transitioned from working in aeronautics to leading study tours for visiting professionals. He reflects on the differences between Japanese and Western companies when it comes to employee engagement, psychological safety, and respect for people. We also preview the first Accelerator trip taking place in June 2025 and discuss what makes these experiences so valuable and transformational for participants.

Whether you're in healthcare or another industry, this conversation is packed with insights about creating a culture of continuous improvement--and how a visit to Japan can accelerate your learning.

• Can you share your origin story--how did you first get involved with Lean, Kaizen, or the Toyota Production System?
• What initially stood out to you when you began visiting Japanese manufacturing and healthcare organizations?
• From your experience, what cultural factors give Japanese organizations an advantage--or do they?
• How do successful Japanese companies build deep employee engagement and commitment to improvement?
• What lessons can visitors take home from Japan--and why is it not just about being "Japanese"?
• What are some common misconceptions people have before visiting Japan on these study experiences?
• How does hierarchy or seniority in Japanese companies affect psychological safety and speaking up?
• What kinds of organizations will we be visiting during the Lean Healthcare Accelerator?
• What role will Reiko Kano play in these visits, and how does her expertise go beyond translation?
• What's the value of including manufacturing visits in a healthcare-focused learning experience?
• How do Japanese companies view improvement work in relation to headcount and job security?
• Why is respect for people and time such a noticeable theme in Japanese customer service and operations?
• What do you hope participants in the Lean Healthcare Accelerator take away from this experience?

This podcast is part of the #LeanCommunicators network.