My colleague Kira was frustrated recently. She was leading an improvement effort and was almost at an actionable point.
When a well-meaning member of the team ratcheted up the ante, seeking to take "improved" to "perfect."
I can't get too upset on the one hand. The other person did intend to help things.
Yet, a crucial part of Lean leadership is to know when "good enough is good enough." When do we accept an 80% improvement, let it sit and mature, then look to move it up another 80%.
It is not a science, it's not a checklist. But Kira's gut feel in this case was right. She opted out of the suggested change. Perfection had became the enemy of improvement.