Weekly insights on lean thinking applied to technology transformation. Practical guidance from practitioners who've been there. No hype.
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In 1987, Nobel laureate Robert Solow made an observation that still echoes: "You can see the computer age everywhere but in the productivity statistics."1
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This article went from concept to published webpage on an afternoon walk. I gave my AI assistant the task from my phone, walked, stopped once on a park bench to review the draft and approve it, and pushed it live. Concept to published page, on a walk. I was not texting with my head down in the middle of the street — mostly I was just walking and thinking while the AI handled the administrative and technical work of getting it online. For me at least that is the waste part I don’t enjoy. The actual thinking came from pieces I previously authored on my computer in various forms and two conversations I had audio recorded with colleagues. What follows is what the AI assembled, formatted, and published to my website — with my direction and editing.
This is not science fiction. This is a random Tuesday afternoon in 2026.
There is a moment in lean transformation work that almost every practitioner has experienced. You have made real progress on the floor, in the office, or in the clinic. Flow is improving. Waste is visible. People are solving problems. And then you hit a wall, and the wall is technology.
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In a recent Lean Tech & AI Journal article, I suggested that future-state thinking can quietly become fiction when applied in complex adaptive systems.
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AI isn't just disrupting work — it's exposing the organizational immune system. Tyson Heaton reveals who's blocking progress and who's quietly building it.
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I hadn’t attended one of LEI’s lean conferences in over five years. The last one was right before the COVID outbreak shut everything down, and I was honestly curious about what I would find when I walked into the 2026 Lean Summit in Houston on March 11–13 this past week. Would the community feel the same? Would the conversations have moved forward? Would there be energy, or just nostalgia?
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A dedicated initiative to help organizations apply lean thinking and practice to the technology layer of their operations, including the design, deployment, and continuous improvement of AI-enabled systems.
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Lean practitioners have long been taught that improvement culminates in a designed “future state.” We map the current condition, identify waste and constraints, and then create a future-state value-stream map (VSM) that shows how the system should operate.
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