Expanding the Definition of Lean: Seeing and Learning

This week brought a few exciting updates. The Elevating Construction Foreman book is now available in Spanish, both in print and audio. That means crew leaders can study these concepts in their own language, whether English or Spanish, and truly grasp how to integrate with the Last Planner System and follow a takt rhythm in flow. The takt planning book also received a refresh, with edits, additions, and formatting updates. One major change was replacing the word “schedule” with “production plan,” a critical shift in thinking that reinforces the focus on flow. These resources are here to help construction leaders everywhere improve their craft.

As I was reflecting on these updates, I also received some feedback that hit close to home. My parents shared that a neighbor noticed the whiteboard in their garage with my notes on it, and he was impressed by the concepts. He later found Elevate Construction online and commented on how clear and helpful the teaching is. Feedback like that is humbling and motivating. It is a reminder that the principles we discuss matter, and they resonate with people who want to build better.

This leads into today’s topic, which is both a shoutout to Kate, our CEO, and an expansion of how we define lean. Kate has spent over 20 years raising our family of eleven children, managing budgets, navigating challenges, and creating stability. That experience is leadership at the highest level. Today, she runs Elevate Construction as CEO, yet there are times when she faces the stigma that women in construction often deal with, or she wrestles with moments of imposter syndrome. What I always remind her is that she has earned her role not just through her intelligence and determination, but through her ability to see and learn at a level few others can match.

When people define lean, they often talk about waste elimination, continuous improvement, or adding value. These are all correct. But I have come to realize that Lean is also about seeing and learning. Lean practices give us tools to see reality more clearly. A3s help us see root causes. Gemba walks let us see the work where it happens. Takt plans, pull plans, and production laws give us visibility into flow. All of these tools sharpen our vision so that we can learn and improve.

That is why I told Kate she is one of the strongest lean leaders I know. She sees patterns and problems that others miss, and she learns quickly. These two traits, seeing and learning are the foundation of real lean leadership. They separate those who just know the terminology from those who live the principles.

I have seen the opposite as well. Some people cling to outdated systems like CPM without recognizing the obvious flaws. If you cannot see why a system fails, it limits your growth. Others stop learning altogether. I once worked with a consultant who proudly declared that his way of teaching lean was the only way. That is not lean. True lean leadership requires constant questioning, constant learning, and an openness to seeing reality with fresh eyes.

Kate reminded me of this during the development of the takt planning book. I had created some graphics and concepts, and she told me bluntly that they were wrong. At first, I resisted, but she pushed me to rebuild the content in a clearer outline. That process led to one of the strongest frameworks we have developed: programs and projects, milestones, phases, zones, takt time, trains and trade flow, production laws, buffers, interconnections, independent activities, and first and last planner coordination. Without her ability to see and her willingness to push for learning, that book would not be what it is today.

So here is my challenge: expand your definition of lean. Do not stop at waste elimination or flow. Ask yourself if you are seeing what needs to be seen, and if you are learning as much as you can. Lean is not a static body of knowledge. It is a mindset of curiosity, vision, and improvement. If we keep seeing and keep learning, we can become the lean leaders that this industry needs.

On we go.

Key Takeaway

Lean is more than eliminating waste. It is the ability to truly see reality and to learn continuously.