Lean transformation does not begin with tools or technology. It begins with people. Across industries, organizations often learn that lean fails not because the ideas are wrong, but because employees and leaders were not prepared for the behavioral and cultural changes lean demands. Training is therefore the foundation that supports every lean initiative. It builds understanding, confidence, and a shared language for improvement. Without this foundation, even the best-designed lean programs collapse under daily pressure.
In many companies, lean is misunderstood as a set of quick fixes or isolated methods applied to solve local problems. But real transformation requires deep learning. Employees must be capable of identifying waste, collaborating across functions, and applying structured problem-solving every day. Leaders must learn to support teams, ask the right questions, and remove barriers instead of enforcing old patterns. This shift in mindset depends entirely on the quality of training. Research shows that lean training is consistently one of the most critical success factors for long-term lean maturity (Dinis-Carvalho, 2021). When training is weak or inconsistent, lean becomes superficial and unsustainable.
Why Training Matters More Than Tools
Training matters because lean is not simply a technique. It is a way of thinking that guides how an entire organization operates. Many companies start with tools such as 5S, value stream mapping, or Kanban, but soon discover that the tools do not deliver results unless people understand the principles behind them. This is especially true in environments where processes are complex, variable, or influenced by external factors. Tools may be simple, but the ability to think critically about value, flow, and waste requires education and practice.
One of the key insights from cross-industry research is that the visible side of lean is often easier to teach than the invisible side. The visible side includes the tools and methods that can be demonstrated quickly. The invisible side involves respect for people, team-based learning, leadership behavior, and a culture of continuous improvement. According to Dinis-Carvalho (2021), educators often struggle to teach these deeper aspects because they require experience, coaching, and strong leadership involvement rather than classroom instruction alone. Without learning the invisible side, organizations adopt lean mechanically rather than meaningfully.
Training also reduces resistance. Employees are more willing to participate in change when they understand the reasons behind it. When training equips people with practical skills and problem-solving abilities, confidence grows and resistance weakens. In contrast, when training is rushed or shallow, employees see lean as extra work or a management trend rather than a system that makes their work easier.
The Role of Learning in SMEs and Traditional Industries
Small and medium-sized enterprises face unique challenges in lean training. They often lack dedicated trainers, comprehensive development programs, or internal lean specialists. Time is limited, budgets are tight, and employees wear many hats. Research shows that poor training is one of the most common reasons lean fails in SMEs (Yuik & Puvanasvaran, 2011). These companies may adopt one or two tools, see limited results, and eventually stop the program because the deeper learning never occurred. This challenge is intensified in industries such as construction, where most companies are SMEs with fragmented supply chains and project-based work. Lean construction requires collaboration between multiple independent actors.
However, many SMEs lack the training needed to understand lean principles or to use digital support tools such as BIM that help coordinate lean project delivery (Tezel et al., 2020). Without proper learning, SMEs remain stuck at the surface level of improvement. Despite these limitations, SMEs benefit significantly from even modest investments in training. Employees who learn problem-solving techniques can reduce delays, improve safety, and eliminate rework. When training builds shared understanding across teams, communication improves and conflicts decrease. SMEs that invest in learning often find that small steps accumulate into major performance gains.
Training as the Bridge Between Lean and Digital Transformation
Industry 4.0 technologies are reshaping the way companies operate. Sensors, analytics, automation, and interconnected systems provide unprecedented visibility and control. However, these technologies do not automatically make an organization lean. In many cases, digital tools simply reveal that processes are unstable or poorly understood. Training becomes essential to integrate digital solutions with lean principles. Several studies highlight that digitalization increases the need for lean skills rather than replaces them.
For example, IoT data may highlight bottlenecks or machine losses, but employees must still analyze the data, identify root causes, and implement improvements. Cyber-physical systems can automate tasks, but teams must know how to design standardized workflows and maintain stability. According to Ejsmont et al. (2020), organizations must build lean capabilities first to fully benefit from Industry 4.0 technologies. Training ensures that digital tools strengthen lean, not overwhelm it. Training also supports collaboration between technical experts and frontline employees. Digitalization often introduces new terminology, new data flows, and new systems.
Without training, employees may feel disconnected or intimidated. Comprehensive training programs help bridge this gap and ensure that technology enhances daily work rather than complicating it.
Modern Approaches to Lean Training
Traditional classroom lectures are no longer sufficient for developing lean capabilities. Effective training must be practical, hands-on, and closely connected to real work. Research suggests that learning factories, simulations, and gaming exercises are among the most effective approaches (Dinis-Carvalho, 2021). These methods allow employees to experiment, make mistakes, and understand lean concepts through experience rather than theory. University-industry partnerships also play an important role in modern lean training. These collaborations allow students and professionals to engage with real industrial problems, combining academic knowledge with practical application.
Learning in actual working environments accelerates skill development and leads to deeper understanding. For large and small organizations alike, coaching is often the most powerful training tool. Continuous one-to-one or team-based coaching helps employees refine their skills, apply lean to real challenges, and develop a habit of daily problem-solving. Coaching reinforces the invisible side of lean and ensures that training becomes part of the culture instead of a short-term project.
Conclusion
Lean transformation depends on learning. Tools and technologies may initiate improvement, but training sustains it. Without deep understanding, lean remains an isolated collection of methods. With strong training programs, organizations cultivate a culture where improvement becomes part of daily work. This foundation is essential for navigating complex industries, empowering employees, and integrating modern digital technologies. Whether in manufacturing, construction, logistics, or the energy sector, lean training builds the mindset needed to achieve stable processes, resilient teams, and sustainable performance. As industries continue to evolve, training will remain at the center of every successful lean journey.
