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.

My guest for Episode #526 of the Lean Blog Interviews Podcast is Bill Canady, a seasoned global business executive, U.S. Navy veteran, and current CEO of Arrowhead Engineered Products.

Bill has led over 30 operating companies and thousands of employees across the industrial and consumer products landscape. Formerly CEO of OTC Industrial Technologies, he helped drive impressive growth-boosting revenues by 43% and earnings by 78%.

Bill is also the author of The 80/20 CEO and the upcoming From Panic to Profit, and he's a vocal advocate for using Lean and the 80/20 principle as complementary tools for transformation.

We discuss Bill’s personal Lean journey, which began with Six Sigma and evolved into a deep appreciation for the power of Lean and continuous improvement. He shares how daily management, Kaizen events, and a focus on flow became core to his leadership toolkit—not just on the shop floor but also across the “carpeted” functions like order-to-cash and sales. As CEO, Bill doesn’t just support Lean; he expects it. He talks candidly about making continuous improvement a condition of employment, not through fear, but by creating a culture where people feel safe, engaged, and energized by problem-solving.

You’ll hear Bill’s insights on applying Lean as a strategic enabler for profitable growth—not just a cost-cutting tool. He explains how the 80/20 principle helps companies focus their improvement energy on what really matters and how Lean helps teams sustain those improvements. He also shares real-world lessons on leadership, cultural alignment, and navigating resistance to change—especially among those clinging to old firefighting habits.

Whether you’re a Lean practitioner, an executive, or someone aspiring to lead, this conversation is packed with practical wisdom. Bill offers a compelling blueprint for how to lead with humility, clarity, and purpose—using Lean and the 80/20 mindset to build resilient, high-performing organizations.

• Can you share your origin story with continuous improvement and Lean?
• What was the context in which you were first introduced to these methodologies?
• How did your role evolve from operations into broader P&L responsibility?
• How did your perspective on Lean shift when you became a CEO?
• What role does daily management play in sustaining operational excellence?
• How do you apply Lean principles outside the factory floor—especially in “carpet land”?
• As a CEO, how do you strike the balance between solving problems yourself and enabling others to be problem solvers?
• How do you respond when leaders or team members resist Lean thinking or default to old firefighting habits?
• What does it mean to make Lean a “condition of employment,” and how do you introduce that mindset?
• How do you ensure people understand Lean isn’t about layoffs, but about redeployment and growth?
• How do you connect Lean initiatives with business growth, not just cost reduction?
• Do you have an example of how improving quality or delivery led directly to business growth or profitability?
• What inspired you to write your first book, The 80/20 CEO?
• Why are the first 100 days so critical for a new leader?
• How does the 80/20 principle help leaders prioritize improvement efforts?
• What’s the relationship between 80/20 analysis and Lean execution in your approach?
• What can we do to help more CEOs understand and embrace Lean as a strategic business system?
• How can companies start building momentum with Lean—even if they’re just getting started?
• What’s the focus of your new book From Panic to Profit, and how does it expand on your first?

This podcast is part of the #LeanCommunicators network.

My guest for Episode #525 of the Lean Blog Interviews Podcast is Christopher R. Chapman. He's an experienced agile coach and consultant with a background in software development and agile transformation.

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Since founding Derailleur Consulting in 2010, he has guided teams and leaders in adopting agile frameworks like Scrum and Kanban while integrating applied systems thinking inspired by Deming and other thought leaders.

Christopher is also known for cultivating communities through initiatives such as #SystemsThinkingTO and for sharing his insights in his popular Substack newsletter, The Digestible Deming.

In this episode, Chris and I discussed our upcoming collaborative workshops--"From Noise to Knowledge, Executive Leadership Through Data Driven Insight"--scheduled for

• May 13 in Toronto and
• June 17 in Cincinnati.

We highlighted how the sessions will blend experiential learning, such as the Red Bead Experiment, with practical tools like process behavior charts to help leaders decode variation and improve decision-making. The conversation emphasized the Deming philosophy as a core framework, exploring how leadership behaviors and systemic practices directly impact team performance and overall organizational quality. We also noted the engaging social aspect of the workshops, mentioning optional outings to local MLB baseball games as an opportunity for continued dialogue.

The discussion then shifted to our personal journeys with continuous improvement, agile methodologies, and the evolution of leadership roles. Chris shared insights from his transition from software development to coaching senior management, focusing on moving beyond traditional, isolated team interventions toward a holistic, systems-oriented approach. We both underlined the need for leadership to embrace a mindset shift--recognizing that issues within teams often reflect broader organizational constraints. We also debated common pitfalls, such as misinterpreting data due to superficial analyses, and argued for using robust, statistical tools to establish meaningful insights, setting the stage for transformative change in management practices.

• How do Deming's principles transform executive leadership and team performance?
• What key insights does the Red Bead Experiment offer for practical improvement?
• In what ways do process behavior charts enhance decision-making in complex systems?
• How can agile methodologies and Deming's philosophy be integrated effectively?
• What systemic issues underlie team challenges, and how should leadership address them?
• How can statistical process control complement traditional metrics in agile environments?
• What strategies enable leaders to shift from reactive problem-solving to proactive system improvement?
• How do extrinsic incentives impact collaboration and quality within teams?
• What methods best embed systems thinking into agile practices?
• How can workshop formats foster lasting changes in leadership mindsets?

This podcast is part of the #LeanCommunicators network.