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When Mark applied for a burglar alarm permit, he accidentally sent the form to the wrong Newport — Rhode Island instead of Kentucky. The voicemail he got back was kind, clear, and even funny: pointing out that an 845-mile police response probably wasn’t going to work.

In this story, Mark reflects on:

• Why small mistakes are easier to handle with humility and humor

• How Toyota’s “expected vs. actual” lens helps frame errors

• Why psychological safety and kindness matter more than blame

• How to turn a minor error into a “favorite mistake” — one you can laugh about and learn from

It’s a reminder that even harmless slip-ups can reinforce bigger lessons about improvement, culture, and how we respond to mistakes.

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In this episode, Mark explores how the Dunning-Kruger effect shows up in Lean—especially after a first belt course, workshop, or book. Early enthusiasm can turn into overconfidence, creating blind spots and stalling growth.

Drawing from his book Practicing Lean, Mark shares stories (his own and from contributors like Paul Akers and Jamie Flinchbaugh) about mistakes made early on, what they taught us, and why Lean should be treated as a practice, not a project.

Key themes:

• Why certifications are a starting point, not the finish line

• How psychological safety helps keep overconfidence in check

• Lessons learned from early Lean missteps

• Practical tips for avoiding common training pitfalls

All royalties from Practicing Lean benefit the Louise H. Batz Patient Safety Foundation, supporting safer care for patients and families.

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Sometimes an “improvement” makes things worse. The Germans even have a word for it: verschlimmbesserung.

In this episode, Mark Graban shares the story of how a well-intentioned fix to Europe’s vineyard fungus problem in the 19th century nearly wiped out the continent’s wine industry. The introduction of American grapevines solved one issue but unleashed a far bigger one: phylloxera, a microscopic pest that devastated vineyards, economies, and cultures across Europe — including Mallorca, where wine production lay dormant for nearly a century.

This historical case offers powerful lessons for today’s leaders:

• Why most of the time small, contained tests are best

• When risks are irreversible, testing may not be safe at all

• How to balance experimentation with rigorous risk assessment

• Why good intentions aren’t enough if you create tomorrow’s crisis while solving today’s problem

From vineyards to hospitals, factories, and offices, the challenge is the same: how do we solve problems without making things worse?

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Too often, leaders think that if they simply “get everyone doing Kaizen,” performance will automatically improve. While daily improvement is essential, some problems are too deeply rooted in the system for frontline staff to fix on their own.

In this episode, Mark Graban explores why Kaizen is necessary but not sufficient — and why leaders must take responsibility for changing the systems that shape performance. Drawing on Dr. W. Edwards Deming’s reminder that “a bad system will beat a good person every time,” Mark shares real-world examples, including a hospital laboratory redesign that transformed results once leadership tackled systemic constraints.

You’ll learn:

• Why leaders can’t delegate away system-level change

• The difference between local improvements and structural redesigns

• How system fixes and daily Kaizen reinforce one another

• Practical lessons for avoiding frustration and building real, sustainable improvement

The message is clear: frontline staff can’t Kaizen their way out of a broken system. Leaders must create the conditions where Kaizen can truly flourish.

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Albert Einstein once called the “cosmological constant” the biggest blunder of his life. But what if that so-called mistake actually holds timeless lessons for leaders today?

In this episode, Mark Graban explores Einstein’s “favorite mistake” — why he altered his equations to fit prevailing beliefs, what he missed in the process, and how the story connects directly to Lean thinking, Toyota Kata, and continuous improvement.

You’ll hear how Einstein’s cautionary tale mirrors what happens in organizations when:

• Data contradicts long-held assumptions

• Teams run pilots that outperform the old way, but leaders resist change

• People hesitate to speak up because it feels unsafe to challenge the consensus

The conversation highlights the importance of scientific thinking, experimentation, and psychological safety — and why the real mistake isn’t being wrong, but failing to learn.

Whether you’re leading change in healthcare, manufacturing, software, or beyond, you’ll come away with practical insights to help you trust the data, encourage dissent, and model learning from mistakes.

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In this episode, Mark Graban previews his upcoming half-day workshop at the AME St. Louis 2025 International Conference: The Deming Red Bead Game and Process Behavior Charts: Practical Applications for Lean Management.

If you’ve ever felt stuck in the exhausting cycle of reacting to every up and down in your performance metrics—or frustrated by red/green scorecards that drive pressure and finger-pointing more than improvement—this session is for you.

Mark explains why Process Behavior Charts provide a more thoughtful, statistically sound alternative to arbitrary targets and binary dashboards. He also shares how the famous Deming Red Bead Game makes visible the ways that systems set people up to fail—and how leaders can do better.

What you’ll learn in this episode:

• How to distinguish between signal and noise in performance data

• Why Process Behavior Charts help leaders react less and improve more

• The pitfalls of red/green scorecards and arbitrary targets

• How to connect better data interpretation to Lean management and strategy deployment

Whether you’re a leader, manager, or improvement professional in any industry, you’ll come away with practical takeaways to reduce firefighting and improve decision-making.

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What does Lean healthcare really mean? It’s more than tools like 5S, A3s, or huddle boards. Lean is a management system that depends on two pillars: respect for people and continuous improvement. Without both, attempts to copy Lean practices in healthcare fail.

In this episode, Mark Graban—author of Lean Hospitals, Healthcare Kaizen, and The Mistakes That Make Us—explores how the Toyota Way philosophy applies to hospitals and health systems. He shares lessons from Toyota, Franciscan Health in Indianapolis, and other organizations proving that Lean leadership in healthcare is not about cost-cutting—it’s about creating a culture of improvement.

What You’ll Learn About Lean Healthcare:

• Why Lean is a system, not a toolbox of methods

• How respect for people means designing systems that prevent mistakes, not blaming staff

• How Kaizen in healthcare develops people while improving quality and safety

• Why suggestion boxes fail and daily improvement succeeds

• The four goals of Kaizen: Easier, Better, Faster, Cheaper (in that order)

• How Lean leadership means coaching, not controlling

• Why psychological safety and trust are essential for sustainable improvement

Key Quotes from Mark:

• “Improvement happens at the speed of trust.”

• “The primary goal of Kaizen is to develop people first and meet goals second.”

• “A Lean environment doesn’t cut costs through layoffs. It invests in people and meaningful work.”

If you’re a healthcare leader trying to reduce errors, engage staff, and build a lasting culture of improvement, this episode provides practical insights you can apply today.

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Accurate data is essential in any system–for diagnosing problems, guiding decisions, and driving improvement. But when leaders react poorly to uncomfortable data, the message often gets buried, and the system loses its ability to learn.

When the truth becomes dangerous to report, people stop sharing it. That's when improvement stops too.

Just recently, a senior government statistician in the U.S. was abruptly dismissed following the release of a disappointing jobs report. The data was valid. The revisions were routine. But the report didn't support the preferred narrative. So the messenger was blamed.