Lean is Also About Teamwork: The Hidden Power of Collaboration

When people hear the word “Lean,” they often think about efficiency, waste reduction, and continuous improvement. While those are core elements, one of the most overlooked aspects of Lean is teamwork. A truly Lean organisation isn’t just about process improvement—it’s about creating a culture where teams work together seamlessly to solve problems, drive innovation, and create value for customers.

Lean is Built on a Team-Based Mindset

At its core, Lean recognises that great systems don’t function without great people working together. No single person has all the answers, and the best solutions often come from the frontline workers who engage with processes daily. Toyota, the birthplace of Lean, embedded this idea deeply into its culture. Teamwork isn’t a buzzword—it’s the foundation of improvement.

According to a McKinsey study, companies with strong team collaboration are 20-25% more productive than those with poor teamwork. Additionally, Gallup research shows that highly engaged teams see a 21% increase in profitability and a 17% rise in productivity. This reinforces that Lean success isn’t just about cutting waste—it’s about empowering teams to work smarter together.

The Power of Cross-Functional Collaboration

In traditional organisations, departments often operate in silos—engineering does one thing, sales another, operations something else. But Lean thrives on cross-functional collaboration. When people from different disciplines work together to improve processes, they:

• Reduce bottlenecks and inefficiencies by streamlining handoffs
• Gain a better understanding of the entire value stream rather than isolated tasks
• Create solutions that are more holistic and sustainable, benefiting the entire organisation

For example, Boeing uses Lean principles to enhance collaboration between engineers, production teams, and suppliers. By integrating cross-functional teams early in the design phase, Boeing reduced production errors and improved time-to-market for new aircraft models.

The Role of Psychological Safety in Lean Teams

For Lean to succeed, teams need an environment where people feel comfortable speaking up, challenging the status quo, and offering ideas without fear of blame. This is known as psychological safety, and it’s a critical ingredient in continuous improvement.

A study by Google’s Project Aristotle found that psychological safety is the #1 predictor of high-performing teams. In a Lean culture, mistakes are not punished—they are treated as learning opportunities. The best Lean companies create structures like:

• Daily stand-up meetings where teams discuss problems and solutions openly
• A “no-blame” approach to mistakes, focusing on system fixes instead of individual errors
• A culture of respect, where every employee’s voice matters

Toyota’s famous “andon cord” system is a prime example. Workers are encouraged to pull the cord if they spot a defect, stopping the entire production line. Instead of blaming the worker, the company focuses on fixing the root cause of the issue.

Lean Tools That Reinforce Teamwork

Several Lean tools and principles are designed specifically to enhance teamwork:

• 2 x Second Lean (Continuous Improvement): Encourages small, team-driven improvements over time
• Kanban (Visual Management): Helps teams see work in progress and collaborate more effectively
• 3S (Workplace Organization): Standardizes workspaces for improved team efficiency
• Henkaten (Change Points): Informs and Aligns all teams around potential changes.

These tools aren’t just about efficiency—they encourage communication, collaboration, and shared ownership over outcomes.

Lean Teams Drive Sustainable Success

Whether in manufacturing, service industries, or even creative fields, Lean is more than a set of efficiency techniques—it’s a team sport. Organisations that embrace Lean teamwork create a culture where employees feel empowered, engaged, and committed to a shared purpose.

If you’re implementing Lean but struggling to see results, ask yourself: Are we treating it as a set of tools, or as a way to strengthen teamwork? Because at the end of the day, Lean isn’t just about doing more with less—it’s about doing better together.

TED BONEL, SCALING UP PRACTITIONER – STRATEGY & EXECUTION BUSINESS ADVISORS

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