This image brings a smile… and at the same time, it is deeply unsettling. It illustrates with striking accuracy what happens in many organizations.
They are not lacking motivation.
They are not lacking engaged people.
They are lacking time to reflect on how they work.
The Urgency Mindset
In many teams, urgency is no longer the exception—it has become the norm.
Deadlines are constantly chased.
Unexpected issues are managed.
Fires are put out.
Emails are answered.
Meetings are held.
Deliverables are… delivered.
Sound familiar?
Amid all this activity, very little time is devoted to a critical question: Why is it so difficult to deliver in the first place?
Instead, organizations try to improve results by asking people to work harder, faster, and longer… rarely by improving the system in which they operate.
This is exactly what LEAN refers to as the muda trap:
invisible waste that builds up when inefficient efforts are repeated day after day
The Lack of Listening
In LEAN philosophy, one principle is fundamental:
“The people who do the work are the ones who understand it best.”
Frontline employees see, every day, the unnecessary steps, duplications, irritants, recurring errors, and wasted time. Yet in many organizations, their ideas remain unspoken. Why?
Because the culture often sends a clear message—even if it is never explicitly stated:
“This isn’t the time. We’re too busy.”
Why This Trap Is So Common
Organizations operate in increasingly complex environments:
- performance pressure
- information overload
- workforce shortages
- high customer expectations
In this context, two reflexes often emerge: speed up and tighten control.
But neither approach addresses the root causes of problems. They simply reinforce the effort… on square wheels.
LEAN as a Mindset
LEAN is too often reduced to tools: Kaizen, 5S, visual boards, metrics, workshops. But at its core, LEAN is first and foremost a way of thinking.
A mindset that says:
- Observe before acting
- Question before deciding
- Involve before imposing
LEAN invites us to slow down just enough to see clearly.
Three Simple Actions
No major transformation is required to start making a difference. Here are three very practical approaches:
1. Create real space for improvement
Set aside time (real time) for teams to discuss their challenges. Not to complain, but to look for solutions.
In his book 2 Second LEAN, Paul A. Akers explains how he transformed his organization’s culture by encouraging each employee to make just a two-second improvement every day.
2. Tester au lieu de débattre
Le LEAN valorise l’expérimentation.
Plutôt que de chercher la solution parfaite, essayez une petite amélioration, mesurez, ajustez. L’action bat la théorie.
3. Value ideas, not just results
When someone proposes an improvement, they are investing something valuable: their thinking. Recognizing this is a powerful driver of engagement.
Slow Down to Move Forward
Continuous improvement is not a luxury.
It is not an extra project.
It is not a detour.
It is the shortest path to more efficient, engaged, and balanced teams.
The real question is not:
“Do we have time to improve?”
but rather:
“Can we afford not to?”
Sometimes, all it takes is a round wheel, genuine listening, and a step back to turn exhausting effort into true collective momentum.
Build your expertise—and that of your teams—with Campus LEAN. Our programs enable managers and leaders to develop practical skills and strengthen their autonomy, helping them better lead teams and optimize processes.
Bernard Gagnon
President and CEO
Master Black Belt LEAN Six Sigma
Certified Shingo Facilitator
