Mark DeLuzio discusses the absence of engineers from the Gemba in both manufacturing and design. He also discusses the sin of engineering, which he calls “Catalogue Engineers.”

Mark DeLuzio discusses how the TPS House is not a set of tools, but a way of thinking, and that the tools of Lean support these principles. Starting with the tools before understanding the principles has proven to be the downfall of many companies starting a Lean transformation.

Mark DeLuzio discusses the dangers of cost-based pricing as well as the various issues encountered when doing so. He introduces the merits of market-based pricing instead.

Mark DeLuzio discusses the dangers of focusing on the lagging indicator of productivity and suggests we turn our attention towards improving our processes, which will, in turn, drive improved productivity.

Mark DeLuzio discusses the institutionalized waste of Mura and Muri, and if left unchallenged, it will derail a Lean transformation.

Mark DeLuzio discusses the errors made when architecting the Danaher Business System and the things he would do differently today.

Why most lean offices fail and what it really takes to build trust, create capability, and impact strategy.

Many Lean transformations commence without understanding why, and the communications to employees are poor or nonexistent. Mark DeLuzio talks about this failure mode and why it is essential to answer the question, “What’s in it for me?”

Mark DeLuzio discusses the rules and mindset needed to be an effective critical thinker, which is essential to effective problem-solving. Every Lean coach needs to know how to solve problems effectively. Unfortunately, this knowledge is not widespread. Learn the skills required to take your problem-solving abilities to the next level.

Mark DeLuzio discusses the drawbacks and dysfunctional behaviors of compensation and reward systems that are not aligned with Lean Principles.