Coaching Relentless Problem Solvers and Building a Culture of Lean Thinking -- Anne Frewin's Leadership Approach

My guest for Episode #532 of the Lean Blog Interviews Podcast is Anne Frewin, a seasoned Lean leader with over 12 years of improvement experience in healthcare, laboratories, and manufacturing.

Episode page with video, transcript, and more

Anne's background in finance and healthcare administration provided her with a unique entry point into Lean -- first supporting improvement efforts through data, and then stepping fully into the role of change agent. She shares the story of how a persistent mentor who always asked "why" helped her shift from just reporting metrics to developing problem-solving thinking and leading transformation efforts herself.

In this conversation, Anne and I explore how Lean principles, such as respect for people, effective idea systems, and a problem-solving culture, manifest in real-world settings. She explains why she prioritizes coaching people to become relentless problem solvers and how systems like visual management and simple idea boards, when supported with good questions, can lead to safer, more efficient work. We also discuss how Lean applies differently (but effectively) across industries, the balance between improvement and documentation, and how to avoid siloed thinking when solving cross-functional challenges--especially in healthcare.

"A strong idea system is the first real show of respect for people--it tells the frontline we value their insight and want them to own the solution."

Anne also shares her perspective on Lean, Six Sigma, and Lean Six Sigma, offering a practical framework for how these approaches can coexist while serving different purposes. Throughout the episode, we reflect on systems thinking, psychological safety, and the importance of learning through experimentation. Whether you're in healthcare, manufacturing, or any people-centric industry, Anne's passion for leadership development and continuous improvement offers valuable insights.

Questions, Notes, and Highlights:

• How did you first get exposed to Lean, and why did it resonate with you?
• Looking back, did your mentor's persistent "why" questions help develop your thinking more than if he had been directive?
• How would you explain the concept of a Lean operating system to an executive unfamiliar with it?
• What's the difference between "respecting people" and "respect for people" in your view?
• Can you share an example of an effective idea system that truly engages frontline staff?
• How do you balance employee-generated ideas with the need for leadership support and coaching?
• What's your approach to helping people decide whether to use a rapid improvement event, an A3, or a PDSA cycle?
• What are the three questions you use to evaluate whether an idea is safe to try?
• How do you coach teams to iterate and learn from problems when working across functional silos?
• Can you share a healthcare example where process mapping revealed hidden breakdowns or assumptions?
• How do you handle improvement suggestions that require significant changes, like IT systems or facility layout?
• How do you view the relationship between safety, quality, delivery, and financial performance?
• What's your perspective on Lean vs. Six Sigma vs. Lean Six Sigma, based on your experience?
• How do you see variation reduction as part of Lean, not just Six Sigma?
• What was it like moving from healthcare into manufacturing? What was surprisingly transferable?
• Did you encounter documentation or quality systems in manufacturing that got in the way of improvement?
• How do you deal with the extremes--either lack of standardization or over-control through documentation?
• What reflections do you have about the human side of improvement--what helps people succeed in these systems?