From Study Buddy to Systems Partner: Redefining Human Value in the AI-Enhanced Workplace
- Eric Olsen
- Jul 30
- 4 min read
"If AI is going to be our robot overlord someday, I'm going to know as much about them as I can," Eric joked during our recent podcast conversation. "They'll either decide to keep Eric Olsen around, or they got to kill him real quick, because he knows too much about us."
This unexpected pivot from a planned discussion on Lean methodologies to artificial intelligence perfectly captures where continuous improvement professionals find themselves in 2025. What started as Dan's interview about traditional process improvement quickly evolved into something more urgent: how do we maintain human value in an AI-accelerated world?
The Learning Revolution Is Here
During our conversation, Eric shared a fascinating approach to personal learning that merges old habits with new technology. Picture this: hiking through San Luis Obispo's beautiful trails, listening to a podcast, and periodically recording voice notes about how concepts apply to current work challenges. Later, those recordings—complete with the original content—get fed into AI for synthesis and action item generation.
"You're building a body of knowledge or reservoir," Eric explained, "a way to enhance your training." This isn't just about efficiency; it's about creating a personalized learning ecosystem where AI serves as both librarian and thinking partner.
Finding Your Edge When AI Does It Better
The elephant in every conference room these days: if AI can perform analysis faster and potentially better, where do humans fit? Eric's response was both pragmatic and hopeful: "If AI can do it better, faster, more efficiently or effectively, we as human beings need to figure out a different way to contribute to the total value proposition."
To be clear, neither of us has a complete picture of exactly how humans will add unique value in every scenario—but this is precisely the question we're actively exploring through initiatives like Future of People at Work. This mirrors a fundamental Lean principle—focus on value creation, not just activity. Eric drew parallels to his early career transitions: from forest engineering to fiber optics in the 1980s, then to Lean manufacturing in the 1990s. Each time, success came not from resisting change but from diving in early and learning by doing.
"I'm getting that similar feeling with AI," he noted. "If people are out there thinking that the boat's already left, I'm telling you, the boat's still relatively at the dock."
The Systems Thinking Approach
What makes Eric's perspective particularly valuable for continuous improvement professionals is his systems view. It's not AI versus humans—it's about optimizing the human-AI system. This echoes Toyota's respect for people principle, reimagined for the digital age.
Consider his observation about students using AI: rather than banning it (remember trying to stop calculators?), he requires transparency. "Just please tell me you're using it, and tell me what version you're using, so we can all learn together on what the best practices are."
This approach transforms potential conflict into collaborative learning—a cornerstone of continuous improvement culture.
Future of People at Work: Expanding the Conversation
The timing of this AI discussion couldn't be more relevant to the Future of People at Work initiative, which recently expanded from seven to nine participating organizations. As Eric explained, the initiative explores "not only about Lean or Six Sigma, but maybe it's also Theory of Constraints, maybe it's Design Thinking—what are the things that we could put together?"
Now, AI integration becomes another methodology in this collaborative toolkit. The initiative's core insight remains unchanged: our traditional challenges—engaging people in problem-solving, developing human potential—don't disappear with new technology. They evolve.
"Even in the future, it's about how do we get to engage people in problem solving, how do we become better managers of people and help people realize their potential and capability," Eric emphasized. "Those things don't go away. There's a different spin."
Practical Next Steps for CI Professionals
Based on our discussion, here's how continuous improvement leaders can start their AI journey:
Start experimenting now - Pick one AI tool and use it daily for real work
Document your learning - Record reflections on how AI changes your improvement processes
Share transparently - Like Eric's blog attribution, be open about AI assistance
Think systems - Focus on optimizing the human-AI collaboration, not competing
Connect with others - Join communities exploring these intersections
The Collaborative Path Forward
Eric's question for our next guest, Josh Howell from the Lean Enterprise Institute, perfectly frames the opportunity: "Where should the Future of People at Work go? What kind of challenges should they take on?"
The answer likely lies in initiatives that bring together the best of human creativity and AI capability—maintaining Lean's respect for people while leveraging technology for breakthrough improvements.
Continue the conversation:
Listen to the full discussion: Hear Eric and Dan's complete conversation on Episode 35 of Quality Time with MoreSteam
Join the collaborative learning journey:
Participate in monthly FPW virtual gatherings
Connect with Central Coast Lean for regional improvement initiatives
Discover MoreSteam's AI-enhanced learning tools and enterprise improvement platform
Engage with the continuous improvement community: Subscribe to Quality Time with MoreSteam for ongoing insights at the intersection of operational excellence and emerging technologies.
This post was developed through collaboration between Eric Olsen and Dan Swartwout, synthesized with Claude.AI assistance. It represents ongoing work by the Future of People at Work initiative, a collaboration of Toyota Production System Support Center (TSSC), GBMP Consulting Group, Central Coast Lean, The Ohio State University Center for Operational Excellence, Shingo Institute, Lean Enterprise Institute, and Catalysis.
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