In page 65 of the draft for your new book - The Workflow - you are showing how claiming the low hanging fruits of wait time vs touch time can radically improve throughput - for free. I’ve tried this, and it does give you extra capacity, it does give you a lot of gains, but it does not come for free in terms of “zero resistance to change”.
The biggest challenge to change comes on the mentality of “having people not busy enough”. I think this has a lot to do with the Psychological Flow, as well as with the alignment of everyone around Herbie.
How does one tackle situations whereby resistance to such a mentality, especially if it is not concerned with the constraint?