Purpose The focus of lean has increasingly moved from a tools-based to a systems-based approach with particular emphasis on people. However, a conceptual framework for this is lacking. The people value stream concept provides a starting point for further discussion, research and practical application in this area. Design/methodology/approach In this conceptual paper, the author draws on their extensive experience with lean through 30 years of researching, leading and consulting in lean transformations. Findings The people value stream concept is presented together with a series of theoretical, practical and social implications for its application. These include: a rethinking of the role of executives in lean organisations; the importance of people and their experience of work; how the issue of wasted human potential might be addressed; how lean can further evolve; how, in addition to products, people can be made the focus in lean; and how pull and flow can be applied to the people value stream, including what competencies, learning and development, behaviours, accountability, social support and mental and physical wellbeing, are required or should be provided to employees throughout their careers. Originality/value This paper widens the existing discussion of people within lean. To the best of the author’s knowledge, for the first time in an academic paper, it discusses this within a lean context by proposing a conceptual people value stream model.
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