Integrating AI into Lean

Randy Kesterson is a transformational leader, author, and trusted advisor with over 30 years of experience in manufacturing, operations, and organizational change. As founder and CEO of The Kesterson Group, Inc., Randy has guided companies across aerospace, defense, industrial, and private equity sectors through strategic transformations -- often at the intersection of Lean, leadership, and innovation.Throughout his career, Randy has held executive roles at companies such as Curtiss-Wright Controls, General Dynamics, Doosan Bobcat, and Cobham AES, leading global operations across North America, Europe, and Asia. He is a Certified Lean Six Sigma Black Belt, Prosci-certified Change Management professional, Executive Coach, and Certified Scrum Master. He has overseen over a dozen manufacturing sites and successfully led multi-site Lean transformations and M&A integrations in highly regulated environments.Randy’s unique strength lies in blending strategic vision with hands-on execution. His advisory work ranges from revitalizing plant operations to coaching leadership teams through Lean deployment and digital transformation. He has supported clients such as Caterpillar, Ford Motor Company, Abbott Labs, Danaher, and Johnsonville Foods, among many others.This is Randy’s third book, following published works on Lean strategy deployment and organizational change. He is a frequent keynote speaker and contributor to industry publications, including Fast Company and Chief Learning Officer Magazine, and is known for his practical, human-centered approach to continuous improvement.A lifelong learner, Randy holds a BS in Engineering Operations from Iowa State University, an MBA from Syracuse University (Beta Gamma Sigma) and has completed the Advanced Management Program at Duke University. He was also accepted to the MIT Sloan Fellows Master’s Degree Program. When he’s not advising clients or writing, Randy enjoys spending time with family, mentoring emerging leaders, and staying curious about the world of work. He lives in Davidson, North Carolina, and continues to support organizations navigating the evolving landscape of Lean, AI, and Change Management integration. Learn more at KestersonGroup.com and RandyKesterson.com.

• SECTION 1 — CONDITIONS: PRINCIPLES FOR LEAN + AI Chapter 1 - AI Does Not Fix Lean — It Reveals It Chapter 2 - Lean Must Lead — AI Must Follow Chapter 3 - Respect for People Is the Constraint Chapter 4 - Learning Speed — Not Efficiency — Is the Advantage Chapter 5 - Visibility Without Judgment Is Dangerous Chapter 6 - Gemba Cannot Be Digitized Chapter 7 - Small Experiments Build Trust — Big Launches Destroy It Chapter 8 - Capability, Not Tools, Determines the Outcome Chapter 9 - Lean Civilizes AI SECTION 2 — EVIDENCE: VOICES FROM THE FIELD Introduction: Why Voices Matter Expert–Question Map Chapter 10 - The Premise: Why Lean + AI, and Why Now Chapter 11 - Real-World Application: Where AI Meets Continuous Improvement Chapter 12 - Hopes, Risks, and Lessons Learned Chapter 13 – Change Management, Adoption, and Trust Chapter 14 – Practice and Process: Gemba, PDCA, and Digital Tools Chapter 15 – Foundations and Definitions Chapter 16 – Strategy, Leadership, and the Future Enterprise SECTION 3 — PRACTICE: LEADING LEAN + AI Chapter 17 - Where Leaders Go Wrong – and What to Do Instead Chapter 18 - What Must Be Stabilized Before Introducing AI Chapter 19 – How to Experiment with AI Without Damaging Learning Chapter 20 – Integrating AI in to Daily Management Without Losing Control Chapter 21 – Knowing When – and When Not – to Scale AI Chapter 22 - Sustaining Lean + AI Over Time Closing A Final Word on Co-Intelligence Expert Index