While I have never had the oppurtunity to witness lean done right but there must be a logical order to implement lean concepts that was not used by my previous employer.
This can be pretty simple but effective stuff. This is how you start building a visual factory. In my case we split up our major assemblies by color coding (we have four major product categories and simply put four different colors out there). We purchased new containers for parts so that the parts could be easily identified as what they were. Multi colored duct tape is awesome for labeling areas (after your sure you can do some more permanent painting).
After you get your flowpaths clearly defined, your probably going to realize that there are bottlenecks and areas where flowpaths cross. Try to diverge all of your flowpaths. In our case it would have been totally impossible to keep our flowpaths seperate without a simple at the work station scheduling tool. **poof** we need kanbans...kanbans need other things to keep going like preventative maintenance...so on and so forth...gonna realize you don't want to shut down your line for the same reason again so root cause analysis...
In our case. We went out to our floor and said that we were going to keep everything seperate and not cross contaminate product made on different machines, different days, so on. All of the other parts of TPS came out of necessity to follow that one constraint.