Dear Sean, 

This series shares reflections on some of my experience with lean transformation and management, spanning my time working for Starbucks, Kroger, and Legal Sea Foods. My goal is to offer an honest, personal account of what happened, what I learned—and what I didn’t—over three cycles of career PDCA.

Guiding my reflections is the Lean Transformation Framework (LTF). John Shook created the LTF to improve the understanding and practice of lean thinking. He first introduced it to me a decade ago and it has since become indispensable. The LTF starts by asking about the problem to solve, and then through a series of questions, asks you reflect on what’s happened to determine what to do next.  

The LTF consists of five interrelated questions:  

1. What is the problem to solve (or the value-driven purpose)? 
2. What is the work to be done (to solve the problem)? 
3. What capabilities are required (to do the work)? 
4. What management system, including leadership behaviors, is required (to build capability and do the work)? 
5. What basic thinking, including mindsets and assumptions, is required by the organization as a purpose-driven, socio-technical system? 

My reflections revolve around two dimensions of the LTF: (1) what is the problem to solve and (4) what management system, including leader behaviors, is required.

I’ve learned the hard way how essential it is to engage all stakeholders, especially those in influential leadership positions, and to ensure clarity and alignment on the business or organizational need. Without those two actions, improved processes and strengthened capabilities, however brilliant, can go to waste.

I’ve also grown to appreciate how a holistic lean management system reinforces direction, facilitates collaboration, and organizes critical activities. Solving the right problems at the right time at the right level with the right people using the right methods does not just happen. And it certainly doesn’t keep happening.

Whether you’re just getting started with lean, or have been at it for years, I hope these stories will help you reflect on your work using the LTF—and encourage you to keep trying, reflecting, learning, and growing. I’ll kick things off next week with reflections on my time at Starbucks.  

Sincerely,

Josh Howell

President and Executive Team Lead

Lean Enterprise Institute