Jamie Flinchbaugh, Author at JFlinch

Bad systems and processes beat good people. Good process design can help a company scale more easily, reduce errors, gain efficiency, and even free up talent for more valuable work. What’s often missing is a common and effective framework for how to design, manage, and improve that work. This 6-video course provides that perspective, whether the work to be designed is individual or enterprise-wide.

Explore lean thinking fundamentals beyond tools and techniques. Jamie Flinchbaugh advocates mastering lean’s core DNA rather than memorizing methods. Toyota’s “Four Rules” research provides a universal framework for improvement across industries. Shifting from “process design” to “work design” makes lean principles applicable to all roles—from sales teams to engineering departments.

Structure Every Activity

Learn how clear content, sequence, timing, and outcome definitions shift organizational focus from blame to improvement. Jamie Flinchbaugh simplifies complex theory into actionable language. Structured activities prevent knee-jerk blame responses, while user-focused standards avoid bureaucratic overhead. Well-designed structure actually enhances flexibility in creative environments, including coaching and dynamic work settings.

Clear connections drive organizational success. Jamie Flinchbaugh shows every relationship functions as a customer-supplier dynamic, where ambiguous requests or responses undermine reliability. Toyota’s andon system exemplifies communication clarity, surgical marking protocols dramatically reduced errors, and Van Halen’s “no brown M&Ms” contract clause demonstrates effective verification in complex systems.

Direct pathways transform organizational effectiveness. Jamie Flinchbaugh demonstrates that eliminating unnecessary handoffs reduces errors and delays, while multiple pathway options create management chaos and unpredictability. Requisition processes often include zero actual reviews despite multiple approvals. Managing complex flows resembles tracking orders through multiple dispatchers. One hospital’s simple layout change improved nurse response time by 70% while eliminating unfulfilled requests.

Scientific thinking transforms problem-solving effectiveness. Jamie Flinchbaugh reveals that solution verification drives continuous improvement, while precise expectations create powerful learning opportunities. Discrepancies between expected and actual results expose process understanding gaps. The difference between “knower path” and “learner path” determines sustainable change. Every modification—from strategic shifts to daily routines—presents a choice between assuming understanding and genuinely learning.

Addressing small issues creates greater organizational impact than tackling major problems. Jamie Flinchbaugh reveals that solving numerous small problems engages more people across the organization, while frequent improvement opportunities build problem-solving capabilities like batting practice develops athletic skills. Today’s minor issues become tomorrow’s major crises when ignored. Most significant organizational challenges are better solved through multiple small improvements rather than searching for elusive “home run” solutions.

Putting the 4 Lean Rules into Practice

Integrate lean principles into everyday work through practical application. Jamie Flinchbaugh demonstrates that waste observations are symptoms of underlying design flaws, while connecting the seven wastes to specific rule violations accelerates problem-solving. Process mapping becomes more powerful when viewed through activities/connections/flows. Drawing pictures reveals system dynamics better than verbal descriptions. Transforming the four rules into standards creates natural improvement opportunities before problems surface.

Laurie Harbour, Partner at Wipfli LLP, joined Jamie Flinchbaugh on the People Solve Problems podcast to discuss leadership’s critical role in integrating the next generation of manufacturing talent. Laurie, author of Tradition Meets Transformation, brings over 35 years of manufacturing experience helping companies improve efficiency and profitability.

Laurie explained that American manufacturing faces a significant generational gap. During the 1990s and early 2000s, parents encouraged their children to pursue four-year degrees rather than manufacturing careers, creating a shortage of workers in the 35-45 age range. This gap widened after the Great Recession further diminished interest in manufacturing careers. The result is an aging manufacturing workforce alongside a gradual influx of younger talent with different skillsets.

This talent gap has created serious consequences. Laurie noted that many companies relocated manufacturing to lower-cost regions worldwide partly due to domestic worker shortages. When COVID increased manufacturing demand in North America, companies struggled to find qualified workers, often hiring undertrained temporary labor that negatively impacted quality, delivery, and safety metrics. Many manufacturers now experience 30-40% turnover rates because they fail to engage and retain younger workers.

The new generation brings valuable technology skills to manufacturing, Laurie emphasized. Young workers excel at using tools like Excel, programming languages, and Power BI to analyze data effectively. Their efficiency with technology often exceeds that of experienced workers, and they naturally identify process inefficiencies that veterans might overlook. However, they lack the manufacturing process knowledge that experienced workers possess.

Laurie advised that successful manufacturers create environments where generations collaborate rather than compete. Some older leaders mistakenly believe younger workers need decades of experience before making meaningful contributions. The best companies instead form cross-generational teams where experienced workers share tribal knowledge while younger staff contribute technological insights. This engagement reduces turnover, as younger workers particularly want to feel their contributions matter.

For senior leaders approaching retirement, Laurie recommended embracing transformation rather than coasting on experience. She shared examples of companies that thrived after promoting younger leaders with proper support structures like advisory boards and mentorship programs.

For younger manufacturing professionals, Laurie stressed the importance of humility. She observed that successful young leaders recognize they don’t need to be the smartest person in the room but must facilitate dialogue and ask good questions. The most effective emerging leaders actively seek mentorship and embrace being uncomfortable as they grow.

Laurie remains passionate about revitalizing manufacturing’s image, particularly among women who represent 50% of the potential workforce. She’s dedicated to educating school counselors and others who might discourage manufacturing careers despite their excellent compensation and technological sophistication.

Learn more about Laurie Harbour’s work at www.wipfli.com or connect with her on LinkedIn.

Crafting a lean journey isn’t just about change management. Like several other effects-everyone, embed-in-the-work transformations, such as a digital transformation, it requires a more nuanced and comprehensive approach to transformation. In this course, hear about a structure to organize the change and practical advice about how to execute it. There is no single right strategy, but there is a right plan for your needs.

Understand why there’s no one-size-fits-all recipe for Lean transformation. Learn how roadmaps provide guidance without prescribing exact paths, why identifying the right stakeholders determines roadmap success, where cultural diagnostics reveal your true starting point, how reflecting on past change efforts provides valuable insights, and why visualizing your organization’s future creates a compelling target condition that evolves with your journey.

Organizational history shapes implementation success. Past “program of the month” cycles create skepticism that requires sustained effort to overcome. Economic downturns and rapid growth each pose distinct transformation challenges. Company culture dictates the optimal deployment strategy. Building momentum with existing leadership support beats waiting for perfect conditions.

Clear purpose drives transformation success. Early stages need a 75% learning to 25% results focus for building capabilities, shifting toward results as maturity develops. Integration becomes the end goal with Lean as the execution method for strategic plans. Engagement approaches demand patience and persistence. Start with application plans instead of education to ensure purpose-driven training that creates real value.

Application plans drive success over education alone. Balance breadth versus depth by choosing between basic tools for all or deep expertise for select areas. Problem selection determines resource allocation between major initiatives and grassroots improvements. Laboratory “model areas” enable controlled experimentation with organizational challenges. Ensure relevance and knowledge transfer from model areas to create scalable organizational learning that accelerates transformation.

Education extends beyond classroom training. Cascade training ensures leaders model behaviors while deepening understanding. Coaching delivers tailored guidance at the point of need. Structured reflection captures insights from improvement events that would otherwise disappear. Self-discovery methods achieve what wisdom-sharing cannot. Combining these approaches creates an integrated learning system supporting your application strategy.

Effective Lean transformations need personalized roadmaps, not universal recipes. Analyzing organizational history and culture reveals implementation barriers. Start with application plans before education for meaningful learning. Leadership engagement differs fundamentally from support. Infrastructure decisions determine sustainability. Communication strategies must shift from explaining “why” to detailing “how” as transformation progresses.

Successful implementation depends on tools working together, not quantity. Capability progression builds from foundational practices to advanced techniques. Addressing genuine organizational needs creates sustained commitment. Demand-creating methods like after-action reviews naturally drive tool adoption. Self-discovery processes motivate teams to seek solutions rather than having them imposed, especially when conventional wisdom conflicts with business requirements.

Informal hallway conversations often impact more than formal presentations. Begin with “why” to create organizational purpose before transitioning to practical “how” discussions. Controlling your own destiny provides compelling personal motivation. Communication must evolve to address emerging gaps rather than fade after initial announcements. Localized messaging accomplishes what general communications cannot. Dedicated communication resources ensure consistent messaging that sustains organizational commitment throughout transformation.

Leadership plans need distinct roadmap focus. Many transformations fail by accepting buy-in instead of demanding engagement. Writing checks and attending kickoffs shows support; application and coaching demonstrate ownership. Deliberate engagement strategies create accountability at all levels. Three critical success factors distinguish successful Lean implementations from hundreds of attempts. Regularly refresh your roadmap based on actual progress to sustain momentum throughout the journey.

Kevin Tarrant, Ex-CHRO of WABCO and current President of HR Co-Pilot Consulting, brings 40 years of human capital experience to Jamie Flinchbaugh’s People Solve Problems podcast. With a background spanning manufacturing, high tech, software development, and service industries across global organizations, Kevin shares insights from his extensive career, including his last corporate role as Chief Human Resources Officer for Westinghouse Airbrake Company (WABCO).

Kevin emphasizes that problem solving has a significant human component beyond just tools and processes. He notes that employees must trust and respect each other while understanding the different strengths each person brings to a problem-solving team. He explains that employees need to directly impact revenue, reduce costs, or contribute to continuous improvement to remain valuable as companies constantly seek efficiency.

From an HR perspective, Kevin observes a shift toward hiring for competencies rather than specific experience. He encourages job seekers to demonstrate how they’ve applied their competencies in different situations rather than simply listing their work history. These competencies—like building relationships, problem-solving, resilience, and adaptability—can transfer across industries.

He shares a compelling example from the 2008-2009 financial crisis when WABCO lost 42% of its revenue in one year. Facing potential bankruptcy, the company implemented creative solutions when cash was scarce. They replaced cash bonuses with stock options at the then-low price and conducted “stay interviews” with critical talent to understand what would keep them engaged beyond money. The result: they retained all key employees, and many became millionaires when the stock rebounded.

The foundation for this creativity, Kevin explains, came from WABCO’s culture which valued diverse thinking and outside-the-box solutions. He warns that many companies claim employees are their greatest asset on their websites, but actual behaviors during tough times reveal the true culture.

Kevin recommends that organizations build teams around solving problems and implement processes to understand each member’s strengths before tackling challenges. He notes that jobs that don’t contribute measurably are at risk. Finally, he emphasizes that successful companies focus on continuous improvement and reinvention.

Are you starting your problem solving on auto-pilot? Do you need some kind of trigger to drive systemic, rigorous problem solving? Most people do, and it’s a missed opportunity.

The way people solve problems is first by having an enormous amount of common sense knowledge, like maybe 50 million anecdotes or entries, and then having some unknown system for finding among those 50 million old stories the 5 or 10 that seem most relevant to the situation. This is reasoning by analogy.

This is often thought of as problem solving through experience. There’s nothing wrong with it. This is often why we hire experience for key roles, because they come with a built-in solution set.

But here’s the failure mode of this method: it doesn’t come with a built-in circuit breaker when it’s not the right approach. As I wrote about here, we have to make a thoughtful decision between knowing the answer (implement), not knowing the answer (problem solve), or thinking we know the answer (test to learn). However, as this quote points out, our auto-pilot approach essentially robs us of this choice, taking us down a path that we don’t even know is the wrong path until we’re well down it.

We need a little pause, just enough room for the question to be asked: which pathway is best? We don’t need perfect results. This is a difficult habit to build a system around and therefore is more dependent on our self-awareness, but that awareness can be practiced and built over time.

Solving problems by taking solutions from our database isn’t inherently wrong. However, defaulting into that approach automatically will lead to both wrong and inefficient pathways to the best problem solving solutions.

Elevating the effectiveness of your lean efforts depends greatly on leadership engagement; not just leadership support, but engagement. In this 6-video course, we cover 5 leadership moves that are really useful in a lean transformation. They are the ones that you hear about time and time again for any leadership challenge, but each has a distinct fit and function in supporting a transformational lean journey.

In this video, Jamie Flinchbaugh reveals the critical distinction between passive support and active lean leadership. Discover the power of the change formula (HxVxF>R) where hatred of current reality, vision of ideal state, and first steps must collectively overcome resistance to change. Learn why leading lean is an active pursuit available to everyone, not just a title, and how creating creative tension between current reality and ideal state serves as the catalyst for meaningful transformation. Understand why deliberate leadership moves are essential for sustainable change and why many transformation efforts fail by accepting mere buy-in rather than demanding true engagement.

Jamie Flinchbaugh explores why effective leadership in lean transformation requires strong teaching abilities. He shows that leaders must become teachers to ensure alignment, demonstrate their conviction, and shape organizational culture through behavior. The discussion covers various teaching mechanisms—from formal classroom settings and cascade teaching to coaching, strategic questioning, creating learning situations, and facilitating group reflection.

This exploration reveals the critical distinction between harmful stress and productive tension in lean leadership. Learn to create the “rubber band effect”—the necessary tension between current reality and ideal state that drives transformation. Organizations often inappropriately relieve this tension by lowering their vision or inflating current performance assessments. Leaders must instead clarify current reality through direct observation while creating compelling visions of ideal states. Action steps emerge as the essential third ingredient in the tension formula, powering continuous improvement without creating debilitating stress.

Fear and comfort zones block learning in lean transformations. Jamie Flinchbaugh presents a framework of comfort zones, learning zones, and fear boundaries, showing how leaders must expand the sweet spot between comfort and fear where growth occurs. This video covers three safety types (physical, emotional, professional) that push back fear, how risk reduction enables experimentation, and techniques for deliberately shrinking comfort zones. Learn practical self-improvement methods like advisory boards and forced habits that leaders can use while building learning cultures in their organizations.

Distinguish between leadership support and true engagement in lean transformation. Jamie Flinchbaugh explains why leaders must move beyond proclamations to active participation, demonstrating behaviors rather than just endorsing them. This video covers how role modeling, direct observation of culture change, and aligning actions with words builds organizational trust. Learn the three engagement levels: personal application, coaching staff, and developing transformation roadmaps. Discover why setting specific leadership expectations prevents the common mistake of thinking support alone drives lean success.

Leaders must personally practice lean principles, not just delegate them. Learn to apply the Lean House framework through actionable strategies: minute-by-minute work observation, eliminating daily 5-second wastes to gain annual capacity, standardized decision-making criteria, root cause analysis for missed goals, and structured learning with reflection. Discover why effective lean leaders schedule weekly reflection sessions in varied locations and why personal lean practice forms the foundation for organizational transformation.

Ryan McCormack, Director of Operational Readiness and Optimization at The Wawanesa Mutual Company, joined Jamie Flinchbaugh on the People Solve Problems podcast to discuss his approach to problem-solving in organizations. Ryan has spent over two decades seeking to understand and apply principles that enrich the working lives of people in large organizations, with experience spanning manufacturing, healthcare, management consulting, and insurance.

Ryan explained that his role in problem solving shifts depending on circumstances, but primarily involves consulting and facilitation. He leads a team of problem solvers and determines how hands-on or hands-off to be based on the capability of people who own the problem and the complexity of the issue. Ryan learned to start by asking questions to understand these factors before deciding whether to take ownership or develop others’ skills.

When evaluating his team’s capacity to solve problems, Ryan focuses on finding people who have the will and joy for problem-solving—qualities he believes are difficult to teach. His team development strategy centers on a mix of technical problem-solving skills, people skills, and consulting abilities. Rather than keeping people on his team permanently, Ryan prefers to rotate members in and out, giving them skills they can take back to the organization. He measures his career success not by projects completed but by seeing people he’s developed go on to leadership roles.

For effective collaboration, Ryan emphasized the importance of having a shared problem that everyone is desperate to solve. Without genuine alignment, collaboration becomes artificial. He shared a pragmatic insight that includes actively resistant people on problem-solving teams who have “worked 0% of the time” in his experience. He also highlighted the crucial role of sponsorship, noting that while most leaders believe they’re great sponsors, few actually are, and some can’t resist taking over the problem.

When addressing root cause analysis in knowledge work, he pointed out unique challenges. Unlike manufacturing environments, knowledge work involves “decision factories” where the quality of decisions is rarely measured. Traditional techniques like asking why five times are less effective in these settings. Ryan’s approach starts with understanding the decision-making process and establishing what quality looks like. He noted that in complex organizations, almost no one actually understands how decisions are made, making it difficult to assess root causes without first agreeing on what constitutes quality.

To problem solve, or not to problem solve. That is a question that we all face when something goes wrong.

This graphic was included in my book, People Solve Problems, as I tried to help illuminate this choice. The choice itself can lead to some challenges.

First, some problem-solving zealots will challenge anyone who generated a solution without rigorous problem solving behind it. However, this is an impossible way to operate in the world. Things go wrong all the time, and a good portion of the time we know what to do. It would be a waste of time, and a disingenuous effort, if we were to go through the motions of problem solving. If your car doesn’t have enough fuel, you put gas in the car. And if we don’t know the answer, we might know someone who absolutely knows the answer (or we can Google it) so we just need to access the information. This is efficient.

If we don’t know the answer to the problem, we have learning to do. Or you may prefer the word discovery, which I seem to like more and more, because the answer needs to be revealed. But either way, when the answer to a problem isn’t known, there is great reason to go through rigorous problem solving. No shortcuts should be taken here, and efficiency is not the goal, only effective answers.

But there is a third option, and that is we think we know the answer. This is a very frequent barrier to getting people to engage in rigorous problem solving. They don’t know with certainty, but they also feel like rigorous problem solving may be wasted effort, and they have a point.

What’s the alternative path? Test to learn. You think you know the answer? Let’s go find out. It’s the same thing you’ll do at the end of problem solving where you generate a solution that may or may not work. That’s why you validate through experimentation. First, it is important that you communicate to those around you that you may be right and may be wrong. This ensures everyone is observant and the right amount of cautious. You don’t jump out of an airplane with a parachute that someone thinks will probably work.

Then you test to learn. Is the path forward effective? How can you find out? How can you learn more? This step is essentially deferring the decision of whether problem solving is needed or not. If the solution works, then you did in fact know. If the solution does not, then you clearly have some discovery to do and rigorous problem solving should begin.

So always remember there are three choices. Make the choice thoughtfully and you will leverage your problem solving most effectively.

Culture is one of the most long-term competitive advantages when done right, and also a company- or team-killer when it falls apart. Why would you leave it to chance? In this 6-video series, you’ll get ideas about how to both design and shape your culture. This can apply to individual leaders at any level in the organization, as well as leadership teams looking at organizational-wide culture.

Leadership effectiveness requires more than consistency. The Five Frequencies framework shows how your leadership behaviors send organizational signals that must evolve with changing needs. Traditional approaches fail when they don’t adapt to different situations. Success comes from aligning actions with message—creating credibility when your behaviors reinforce your stated values. A structured leadership plan helps you balance consistency and adaptation to achieve organizational goals.

Leadership credibility comes from aligned behaviors, not words. Consistent decision-making builds organizational trust through predictable patterns. Balanced measurement systems direct company focus toward what truly matters. Tough coaching moments develop stronger resilience than celebrating easy wins. Factory leaders must demonstrate priorities through visible actions, not just statements. Direct problem observation on the floor transforms operational effectiveness more than reports or meetings.

Strategic recognition shapes behavior more effectively than rewards. Jamie demonstrates that everyday acknowledgments create deeper impact than formal awards programs. Recognizing process adherence matters more than celebrating obvious outcomes. Misguided recognition can inadvertently reward counterproductive behaviors—praising “arsonists” rather than “fire prevention” efforts. Examples from youth soccer and business settings show how targeted recognition reinforces desired behaviors and transforms performance by highlighting what truly matters to organizational success.

Jamie challenges “praise in public, criticize in private” for behavioral issues, arguing visible reactions to unacceptable behaviors matter more than private conversations. Tolerating imperfect improvements unlocks breakthrough ideas worth hundreds of thousands. Soccer coaching demonstrates balancing tolerance for decision-making while rejecting referee arguments. Deliberate reactions transform culture more effectively than formal statements by consistently signaling what behaviors truly matter.

Leadership impact occurs through deliberate everyday behaviors. Handshake and kneeling approaches transform coaching dynamics. A veteran leader shifted from “head hunting” to process examination, revolutionizing workplace culture. Learning frontline jobs directly from employees signals respect and recognizes expertise. Small actions—seating choices, questions asked, physical presence—shape culture more powerfully than formal statements.

Word selection impacts culture more than presentation polish. Amazon’s “customer obsessed” versus “customer focused” fundamentally shifts behavioral expectations. Soccer coaching language reinforces that “everyone is a defender” when needed. Formal communications must align with the other four frequencies—decisions, recognition, tolerance boundaries, and informal behaviors—to create authentic cultural transformation.

Krista Smith, Director, Project Management Center of Excellence at Sandia National Laboratories, joins Jamie Flinchbaugh on the People Solve Problems podcast to share insights on leadership development and organizational management. As an executive at the nation’s largest national security engineering laboratory, Krista leads Sandia’s project management capability while drawing from her extensive experience in facilities, infrastructure, supply chain, and business operations.

Krista discusses what she calls “the inner game of leadership” – a concept focusing on self-care, positive self-talk, and personal preparation that allows leaders to show up authentically for their teams. She explains that early in her leadership journey, she recognized the need for tools to manage multiple challenges while caring for herself. This awareness led her to explore how leaders can authentically engage with their teams without sacrificing their own wellbeing.

One of Krista’s hardest leadership lessons has been learning to be gentle with herself when making mistakes. She references the Buddhist concept of “the second arrow” – how we often compound our suffering by criticizing ourselves for our initial errors. Krista shares how she’s learned to recognize and interrupt her negative self-talk patterns, particularly when her natural tendency to move quickly conflicts with her organization’s collaborative culture.

When addressing leadership improvement, Krista explains her methodical approach to organizational development. She maintains a “someday maybe” list of potential improvements and assesses organizations against a baseline system that includes prioritization, service delivery, quality assurance, and people management. This balanced approach allows her to address immediate concerns while maintaining focus on long-term development.

Krista offers valuable insights on management operating systems, emphasizing the importance of predictability and stability. She focuses on managing energy versus time and creating predictable meeting cadences that allow team members to rely on consistent anchor points throughout their week. When facilitating problem-solving sessions, she carefully observes engagement levels and adapts her approach based on team dynamics.

Working with highly analytical colleagues at Sandia National Laboratories has taught Krista to accommodate different thinking styles. She visualizes these styles in a multi-dimensional grid, considering factors like learning preferences (visual, auditory, kinesthetic) and strategic orientation (tactical vs. big picture). This awareness allows her to design problem-solving approaches that engage diverse thinkers.

As advice for early-career professionals, Krista emphasizes the importance of understanding your personal “why.” She reflects that outward signs of success haven’t provided the satisfaction she once expected and encourages focusing on finding meaning in the work itself rather than always chasing the next achievement.

To learn more about Krista Smith and her work at Sandia National Laboratories, visit www.sandia.gov or connect with her on LinkedIn