An over-focus on tools can sometimes lead to an under-focus on people

Just wanted to quote the answer to question 4 by Pete Abilla in a short 5 question interview at Evolving Excellence :

I believe the most misunderstood aspect of Lean is an over-focus on the tools used in Lean.  Large consulting houses and a "lean subculture" has developed, mostly focused on the tools used in Lean -- this is both sad and misguided.  The principles remain, but the tools are just that -- tools. 

For example, Kanban exists because there isn't anything better or simpler.  But when something is developed that enables flow, pull, low inventory requirements, and allows for better visual management, then that will become the new tool.  But, the principles remain; tools change.

Another example: I sometimes see job postings for "Value Stream Manager" -- when I first saw this, I had to laugh.  What in the world is that?  At Toyota, the phrase "value stream" doesn't exist.  The tool is called "information and material flow analysis" and that tool was popularized as "value stream" by Womack and company -- but, it is a tool used for a very specific purpose.  Creating a full-time position of "Value Stream Manager" is something I consider an act with good intentions, but one that is a little bit misguided.

Another aspect I find troubling is that an over-focus on tools can sometimes lead to an under-focus on people.  In fact, that's what I've seen it that behavior runs counter to Lean Thinking.