“You have to have your heart in the business and the business in your heart”
– Thomas J. Watson, Sr.

There is no question that Lean techniques work. There are countless success stories you can easily find scattered across the media, but why? How can such simple concepts and principles move business “mountains” and inspire countless continuous improvement cultures across multiple industries in multiple countries? I think the answer begins with the work of Dr. Abraham Maslow way back in 1943.

Maslow wanted to know why people did what they do. He wanted to know what motivated people. Unlike many researchers in his day, Maslow did not study animal behavior or the behavior of those mentally ill, instead he focused on exemplary people such as Albert Einstein, Jane Addams, Eleanor Roosevelt, and Frederick Douglass. What he discovered led to Malsow’s Hierarchy of Needs. Maslow theorized that as people obtain basic needs, they successively reach for higher needs. His theory is often illustrated by a five level pyramid that starts with a foundational base of physiological needs and progresses to safety, love/belonging, esteem, and cresting with self-actualization. To this day Malsow’s Hierarchy of Needs and his Theory of Motivation remain one of the most widely taught introductory motivation theories for many students and managers worldwide.

There are issues with Malsow’s work. While most people would agree that Malsow’s theory “sounds right”, recent scientific research does not back up his strict hierarchy. Instead the order of the needs appears to shift based on such things as culture. Also, there is very little evidence that people only pursue one need at a time. Most evidence points to the fact that unless needs “conflict” with each other, it is common for people to pursue multiple needs simultaneously. Therefore in 1969, Clayton Alderfer suggested a revision to Maslow’s Theory of Motivation and Hierarchy of Needs.

Alderfer’s Theory addressed current scientific research that showed that many of the needs that Maslow outlined in his Hierarchy actually overlapped. Alderfer reduced the concept from five types of needs to three:
• Existence Needs – Concern with basic material existence
• Relatedness Needs – Motivation to maintain interpersonal relationships
• Growth Needs – Our intrinsic desire for personal development.
Thus Alderfer’s concept became known as the ERG Theory. Besides simply reducing the number of needs ERG Theory also reflects that multiple needs may be addressed at the same time and also accounts for the difference in needs based on such items as culture.

So by now you are probably asking yourself – What does this have to do with Lean?

My experience has shown that Lean’s power to change cultures originates with the simple truth that, Lean when applied right allows people to achieve these basic needs within their career and have job fulfillment. Often times when businesses decide to pursue Lean transformation, it is out of necessity. The company is often faced with a severe issue or challenge. This issue serves as the catalyst for the transformation. Often within the organization at this point there is a high level of stress, worry and overall frustration due to the issue. The business may be facing a “life or death” situation where upon the business will improve or cease. In the words of ERG Theory, often these companies have high “Existence Needs” both at the overall organizational level and down to the individual team member who worries about his future employment. Lean deployment directly begins to address this need. When deployed correctly people begin to stop worrying and focus on doing – fixing their business. Eventually, this “doing” shifts focus from the negative current state to the positive future state of the organization at all levels.

As Lean is deployed through Kaizen methods and projects (both functioning through teams), people within the organization begin to work together. Some organizations that have never functioned well as teams suddenly find themselves working in accord and energized as they move toward the future state. Specific tools such as 5S (Workplace Organization) and Team Problem Solving (i.e. 8D Corrective Action Teams, etc.) build up teaming at all levels within the organization. As the company comes together to focus on achieving the future state and people working together begin to see head way, there is an innate satisfaction and pride that flows through the group. People at different levels begin to meet their personal “Relatedness Needs” through their interactions with their teammates.

From the start Lean addresses everyone’s desire to learn and grow (“Growth Needs”) through training and hands-on work. People within the organization will reach out to learn more and grow in understanding personally. From Top Management down to Line workers, people will begin to reach out to lead improvement teams, solve problems and inspire each other. The company overall will shift into a learning culture.

I have outlined the above in steps for clarity. In the real world once a catalyst issue for change arises how the organization meets needs as a group and as individuals does not occur serially. Individuals, teams, and departments within an organization will not meet their needs at the same time or the same way for every individual. Some needs are more important than others to each of us. Often we try to achieve satisfaction across multiple needs at the same time. The important take away is not the above order, but the understanding that when Lean is deployed correctly on a very basic human level we can satisfy our personal and organizational needs. Intrinsically this is why Lean can achieve the media worthy bottom-line results; this is why Lean works.