The Hidden Cost of Running Lean: A Lesson from Pawllet Supply

The Hidden Cost of Running Lean: A Lesson from Pawllet Supply

Laura sat at her desk, staring at the screen. Her coffee had gone cold.
She was the Operations Manager at Pawllet Supply in Spokane, and for the last four months, she’d kept her department going with a bare-bones team.

On paper, things looked fine. Orders were shipped. Customers got what they needed. Budgets stayed tight.

But Laura felt it—something wasn’t right.

The Quiet Struggle

It started small.

Laura stayed late most nights to finish paperwork that used to get done by 3 p.m. Her team didn’t complain, but the signs were there.

Thomas, her go-to supervisor, rubbed his temples more during meetings. Inventory reports that used to show up on Tuesday now came in on Thursday.

Still, when asked how things were going, Laura told leadership, “Everything’s under control.”
And it was—kind of.

• No missed orders.
• No spike in complaints.
• No obvious issues.

But behind the scenes, projects were piling up.

• Laura had put off the warehouse reorg.
• She’d delayed cross-training.
• She skipped the supplier review—again.

When the Cracks Became Clear

Then came a Tuesday morning in early fall. Thomas walked over with a look she’d never seen.

“We’ve got a problem,” he said. “Jenny gave her notice. And Mark called in sick again—third time this month.”

Laura’s heart sank.

Jenny was one of their best. Mark never used to call in sick.

“Did Jenny say why she’s leaving?” Laura asked. “She wants better work-life balance,” Thomas said. “She’s been covering for two people since Sarah left.

She’s burned out.”

That afternoon, Laura met with her team—one by one. They were loyal, but tired.  And the truth hit her hard.

The Real Cost of “Running Lean”

Over the next few weeks, Laura looked at different numbers.
Turnover had jumped 30%.  Non-urgent work now took twice as long. Team suggestions?

Almost none.

Thomas summed it up:

“When you’re just trying to keep your head above water, you can’t look for better ways to swim.”

Laura had fallen into a trap. The team looked fine from the outside. But under the surface, they were running on fumes.

A Better Way Forward

Laura knew asking for more staff wasn’t easy. Money was tight, and leadership wouldn’t approve extra help without a strong case.

So she built one.

She tracked the slow burn:

• Missed chances to improve systems
• Knowledge lost when people quit
• Rising overtime
• Slipping work quality

She didn’t ask for five new hires. She asked for a smarter way to plan.

“We don’t just need bodies,” she said. “We need a setup that handles the day-to-day and the surprises.”

What Laura Proposed

Here’s what she put on the table:

Hire smarter, not more.
Bring on one full-time employee. Build a bench of reliable temps to cover gaps.

Cross-train during slow times.
Teach people new roles when things are quiet. It keeps things fresh and builds coverage.

Track what matters.

• Don’t just count orders.
• Track team health.
• Are people engaged?
• Are tasks slipping?
• Are new ideas flowing?

What She Learned

Staffing isn’t just a numbers game.

It’s about balance.

Yes, you need enough hands to do the job. But you also need the right setup—people in the right roles, with room to grow.

Running lean saves money today. But it can cost you tomorrow—in burnout, turnover, and missed opportunities.

Six months later, things were better.

• Pawllet Supply had hired two new people.
• The temp list was strong.
• Cross-training was part of the routine.

Even morale had improved.

Thomas?

He stuck around. Now, he leads the cross-training effort and takes on work that actually excites him.

“This is night and day,” he told Laura. “We’re not just surviving—we’re improving.”

Laura’s Big Takeaway

You’ll never remove all staffing issues. But you can build a system that rolls with them.

Sometimes that means hiring a little early. Sometimes it means building better temp networks. Sometimes it means teaching your team to wear more than one hat.

The goal?

Stop reacting. Start planning.

A team running on empty isn’t strong.

It’s fragile.

Laura’s shift to long-term thinking paid off.

Orders still went out. Customers stayed happy. But most of all—the team felt seen, supported, and ready for what’s next.

Key Lesson: “Just Enough” Isn’t Always Enough

Looking fine doesn’t mean things are fine
 The cracks often show up where you’re not looking—burnout, silence, missed ideas.

Short-term savings cost more later
 Cutting too close today can cost you your best people, your growth, and your edge.

People are systems too
 When they’re maxed out, they stop solving problems and just try to get through the day.

Checklist: Is Your Team Too Lean?

• Projects keep getting delayed
• People are calling in sick more
• Turnover is up
• Morale is down
• Fewer new ideas are being shared
• Everyone’s working overtime
• You rely too much on a few key people

If three or more sound familiar, your team might be showing signs of stress.

Tips for Sustainable Staffing

Plan for the “normal unexpected”
 Sick days, vacations, and peak seasons aren’t surprises. Build in wiggle room.

Cross-train your team
 It builds support, skill, and keeps the work fresh.

Use temps or part-timers wisely
 A trusted pool of help gives relief when you need it—without long-term cost.

Track more than output
 Check on team health. Look for delays, burnout, or silence. That’s where the truth lives.

Balance “just-in-time” with “just-in-case”
 A little extra space gives your team room to think, plan, and stay strong.

FAQ: Smarter Staffing

Q: If everything looks fine, how do I ask for help?
 A: Show what’s slipping. Point to missed tasks, growing risks, and early signs of stress.

Q: What if I can’t hire now?
 A: Try internal moves, better tools, or smarter workflows. Temps can help too.

Q: Is there a perfect team size?
 A: Not really.
The better question: “Do we have enough support to stay healthy and keep growing?”

Let this story remind you:

Staffing isn’t about filling every hour with Staff. It’s about building a team that lasts.