Gold Quill Case Study: The Week Lean Took Over PG&E

Editor’s note: This article is part of the Gold Quill spotlight series, highlighting award-winning communication projects recognized for strategic excellence and measurable impact.

PG&E's Inaugural Lean Week
Contributors: Brad Whitworth, Marlene Santos, Jessy Keiser, Ronnie Chriss, Danielle Rector, LaTasha Jackson, Javier Martinez, Terry Metters, Brad Whitworth and Afsoun Mobini
Organization: Pacific Gas & Electric
Category 23: Special and Experiential Events | Award of Excellence

For Pacific Gas & Electric (PG&E), Lean is more than a process improvement methodology. It is a critical part of the company’s long-term vision to improve operations, strengthen collaboration and rebuild trust with customers.

As one of the largest natural gas and electric utilities in North America, PG&E serves approximately 16 million Californians across a vast geographic footprint. Following years of operational transformation, Lean principles became embedded throughout the organization, helping employees identify waste, improve processes and solve problems more effectively.

Yet despite ongoing investments in training, certifications and resources, adoption remained uneven across the workforce. Employees struggled to see how Lean applied to their day-to-day responsibilities and long-tenured workers viewed it as another corporate initiative rather than a practical tool for improving their work.

In 2025, PG&E set out to change that.

Moving Beyond Training to Create Curiosity

Survey data revealed several barriers to adoption: training was not cascading effectively, awareness remained low in some areas of the organization and employees lacked a clear understanding of Lean’s relevance to their roles. The communications challenge went beyond education and into adoption and engagement. Employees needed a clear understanding of “what’s in it for me.”

To accomplish this, PG&E launched its first-ever Lean Week, a weeklong celebration designed to connect Lean to employees’ everyday work, showcase available learning opportunities and introduce a missing element into the conversation: fun.

The initiative centered on three key messages:

• Lean increases joy at work.
• Lean training and certification are valuable opportunities for career growth.
• Lean helps PG&E operate as one team.

So How Do You Make Lean Fun?

Planning for Lean Week began nearly a year in advance and culminated in a series of highly visible activities held 21–25 July 2025.

Employees arriving at PG&E facilities were greeted by Lean-themed graphics on computers and mobile devices, elevator wraps throughout the company’s 25-story Oakland, California, headquarters, and video messages from senior leaders, including CEO Patti Poppe.

The two bookend events for the week were the Lean Fair and the Lean Spirit Awards.

The Lean Fair attracted more than 250 employees (full capacity) and transformed Lean education into an interactive experience. Rather than relying on presentations alone, the fair featured nine booths, hands-on demonstrations, games, training opportunities -- all designed to make Lean approachable and engaging.

To address skepticism among tenured employees, the team deliberately emphasized playfulness. Trivia contests, a T-shirt-folding challenge, a Lean Journey “passport,” prizes and branded giveaways helped employees experience Lean principles in action rather than simply hearing about them.

Additional events throughout the week reinforced key objectives. A Certified Problem Solver graduation ceremony celebrated 35 newly certified employees while highlighting career-development opportunities. Community forums encouraged cross-functional collaboration and “Coffee With the Crew” events brought conversations about Lean directly to frontline employees in field locations across California.

The week culminated in the Lean Spirit Awards, recognizing nine employee teams who embodied Lean behaviors and demonstrated how continuous improvement contributes to a stronger organizational culture.

The Results: Lean Gets Its Moment

The response surpassed expectations across every objective.

Interest in development programs surged with 22 employee teams expressing interest in Lean Fundamentals training and 31 employees enrolling in Problem Solver Certification programs during the week.

The strongest results came in awareness and culture-building. Lean website traffic increased by 84%, with unique visitors climbing 83% above average weekly levels. Following the Lean Spirit Awards, 100% of survey respondents agreed that the event reinforced the value of Lean at PG&E. Quarterly employee survey results also showed an 8.7% increase in positive responses to the statement: “The information I receive about Lean helps me incorporate it into my work routine.”

Building Momentum Through Communication

PG&E's inaugural Lean Week proved that culture change doesn't happen through training alone. It happens when employees can see themselves in the story, experience the benefits firsthand, and connect new behaviors to the work they do every day.

By combining strategic communication, employee recognition, interactive learning, and a healthy dose of fun, PG&E transformed Lean from an operational initiative into a shared cultural experience. The result was stronger engagement, greater awareness and renewed momentum behind the company’s commitment to continuous improvement.