Avsnitt
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Andrew shares how a simple magnetic tag meant to prevent a security mistake failed, not because the idea was bad, but because the process wasn’t complete. From there, Andrew and Jay explore Kanban systems, physical signals, mistake-proofing, and why the best systems don’t rely on memory.
Along the way, Andrew and Jay trade stories about forgotten garage doors, rusting cast iron, Toyota-inspired fixtures, tool wear, AI, and the difference between hard work and the right work. They reflect on the value of training shoulder-to-shoulder with employees, and why the most effective improvements are often the simplest ones: a tag on a keyring, a fixture that prevents mistakes, or a process that makes the wrong action impossible.
Here is the BMW video Jay referenced.And here's the podcast Andrew referenced, Stories are Soul Food.
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A single drop of coolant shut down an overnight production run that should have been making parts for hours. Nothing crashed or was broken, yet the machine stopped, production stopped, and the schedule slipped.
That small failure leads to a bigger discussion about one of the hardest lessons in manufacturing and business: the more optimization you pursue, the more opportunities you create for failure.
Andrew and Jay explore the tradeoff between speed and certainty, why complex systems often become fragile systems, and how owners can avoid creating unnecessary chaos in pursuit of efficiency. They discuss lights-out machining, process documentation, SOPs, simplification, customer urgency, and the role leaders play in bringing calm when everyone else is stressed.
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Saknas det avsnitt?
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Andrew returns from Japan with 15 lessons that challenged the way he thinks about leadership, training, standards, and continuous improvement. These include thoughts on how leaders accidentally become bottlenecks, why standards drift over time, and what it means to build a culture that surfaces problems instead of burying them.
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What happens when an iconic brand starts fighting its own fans?
This week, Andrew and Jay discuss Fender’s controversial cease-and-desist campaign against Strat-style guitar builders and discuss the difference between protecting intellectual property and damaging brand loyalty. What can businesses learn from the backlash?
The conversation then shifts to Andrew’s recent trip to Japan, where he spent six days immersed in lean manufacturing, visiting world-class companies, schools, and cultural landmarks. He shares early observations on Japanese efficiency, intentional design, continuous improvement, and why blindly copying another company’s systems is often a mistake.
Along the way, the hosts unpack lessons from Rick Rubin’s The Creative Act, discussing creativity, constraints, improvisation, and why some of our biggest limitations are self-imposed. They wrestle with the relationship between process and innovation, lean thinking versus rigid systems, and how business leaders can create environments where people and ideas can flourish.
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Jay welcomes John Grimsmo of Grimsmo Knives for a wide-ranging conversation on leadership, manufacturing culture, lean systems, and the Six Types of Working Genius assessment. Fresh off implementing the framework with his family and team, John shares how understanding “working genius” helped relieve pressure, clarify leadership frustrations, and reshape the way he thinks about people, meetings, and workflow inside his company.
The conversation includes: why some people thrive in tenacity while others burn out, the surprising emotional impact of understanding your frustrations, how working genius creates a shared language across teams, the danger of over-optimization, and more. -
Is a good leader a dictator? In this episode, Jay and Andrew wrestle with the tension between decisive leadership and collaborative growth. What starts as a customer support question turns into a deep conversation about lean manufacturing, parenting, company culture, value stream mapping, and the hidden danger of “at some point” processes.
They unpack why servant leadership is often misunderstood, how leaders can avoid micromanagement without abandoning standards, why some mistakes are worth letting happen for the sake of growth, binary decision-making, lean waste, product simplification, and more.
Andrew also shares why he finally committed to a once-in-a-lifetime lean trip to Japan with Paul Akers, and the mindset shift that convinced him to go. -
Andrew and Jay explore the tension between confidence and delusion in entrepreneurship, the challenge of scaling a company without losing yourself, and the reality that what got you here might not get you there. They also dig into Vistage vs. hands-on consulting, the value of networking in real life, productive failure, family business dynamics, and why some people seem to operate in an entirely different league.
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Is anybody too big to fail? (Answer: no.) What actually keeps a business alive when everything around it starts shifting?
In this ep, Andrew and Jay talk the quiet reality behind “too big to fail,” looking at why companies collapse, how bad assumptions creep in, and what it takes to stay standing when conditions change fast. From supply chain headaches and rising material costs to vendor missteps and risky investments, they look at the everyday decisions that shape whether a shop survives or struggles.
Along the way, they dig into why you can’t afford to coast, how small operational choices add up, and what it really means to adapt in a changing market. The conversation even takes a turn into brain performance and decision-making, exploring how the way you’re wired affects how you lead.
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Jay and Andrew start by talking about getting back into work after time away, which leads into a broader discussion about applying work systems and efficiency principles in both the shop and at home. They cover a range of topics including garage organization, equipment decisions, troubleshooting production issues, trade shows, business growth, tools, taxes, and the use of AI, and more.
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Fresh off the Machining Summit on the Summit in Mammoth Lakes, Andrew and Jay sit down to unpack what actually made the experience worth it...and it wasn’t just the sessions. From gondola rides to small, living-room-style conversations, they talk about how being in the right environment with the right people leads to better conversations, clearer thinking, and relationships that actually matter.
Along the way, they share some of the bigger takeaways that stuck with them, including why collaboration tends to win over competition, where they see the industry heading, real-world lessons on finances, building redundancy into your operations, and more.
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What happens when your factory catches fire without warning? In this episode, Brian Meyers (president of Fat American Mfg and host of Lean by Doing podcast) sits down with Jay and Andrew to share the story of a fire that broke out in his brand-new facility, and what it revealed about leadership, preparation, and the power of lean manufacturing.
In short: what could have been a total loss wasn't at all. Because of the systems already in place due to a culture shaped by lean thinking, his team didn’t panic. They acted. And their decisions prevented far greater damage.
But the story doesn’t end with the fire. Brian walks through the long aftermath: the disruption, the emotional weight on the team, the insurance process, and the slow return to normal operations. Along the way, he reflects on what he would and wouldn’t change, and how the experience reshaped his thinking on safety, culture, and resilience.
Learn more from Brian:
Lean by Doing Podcast
YouTube
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Jay begins by talking about selling a machine, and when it's better to go direct versus using a dealer, with broader implications regarding alignment, control, and the hidden costs of outsourcing parts of your business.
From there, the discussion shifts into shop operations: flow vs. batching, tool changes, and where efficiency actually comes from in real production environments. Jay and Andrew challenge common assumptions, showing how context matters: sometimes batching wins, sometimes ergonomics matter more than cycle time, and often the biggest gains come from reducing friction for the operator, not chasing theoretical efficiency. Plus: the perfect keyboard, how to get that most out of a conference or summit, and more.
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Jay and Andrew begin with a deceptively simple question: what actually makes a company “lean”? Starting with a quote from Shigeo Shingo, they challenge the common misconception that lean is just Kanban, and explore the deeper reality that lean is less about specific tools and more about principles, tradeoffs, and context.
From there, Andrew shares a deep dive into labor tracking and ERP data, uncovering how much work was happening that never made it into cost calculations, and why “door-to-door” time matters more than overly segmented tracking. Jay pushes back with the tension every shop feels: data is only valuable if it leads to action, and too much friction in systems can break team buy-in entirely.
The episode then shifts into Andrew’s current challenge: producing tight-tolerance parts that his team can’t fully verify in-house. They take a candid look at outsourcing vs. vertical integration, the true cost of CMM capability, and the uncomfortable position of shipping parts you can’t independently validate. Jay talks about why he bought a CMM earlier than expected, what he regrets, and how fast feedback loops can change everything.
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Andrew shares insights with Jay from a recent lean-focused shop tour with Paul Akers. The conversation goes to the hidden dangers of batch processing vs. one-piece flow, why takt time can matter more than cycle time, how to identify and eliminate waste at the micro-task level, and why “don’t solve problems until they exist” is often the best strategy They also explore practical challenges like line balancing, inspection differences (CMM vs. vision systems), and the surprising complexity of measuring quality in manufacturing.
Plus, a candid discussion on whether shop tours actually scale, charging for tours vs. giving them away, and turning knowledge into a valuable product instead of a free commodity.
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Why do some people naturally notice problems while others don’t? Andrew introduces ideas from the book Living Sensationally, exploring how different sensory personalities affect how workers perceive disorder and opportunities for improvement.
Andrew also shares the results of his shop’s first full week of 8 a.m. morning meetings followed by shop-wide 3S, complete with funky music and a noticeable surge in improvement activity. Jay and Andrew discuss how creating space for small improvements can build momentum, and why the real goal of cleaning isn’t cleanliness, but exposing hidden problems.
They also compare notes on using AI in manufacturing environments, including Andrew’s first experiments with Claude to automate CNC workflows and program an Andon status light for his workstation. Does AI have a lot of promise as a technical collaborator? Does it also have a lot of frustrations? You bet.
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Andrew shares a recent experiment in his shop: installing a full Sonos sound system and changing the structure of morning meetings and 3S time to give employees more room to pursue real improvements. Meanwhile, Jay discusses several new internal tools he has built, including an AI-powered quoting system and digital production boards designed to replace traditional analog shop boards.
The conversation also includes the difference between Two Second Lean and traditional TPS-style lean, how AI is changing the speed of experimentation inside businesses, the hidden problems with too many meetings in manufacturing organizations, and what shop tours can teach you (and why you should never show up as a tourist.
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A tornado tears through Bloomington, leading Andrew and Jay to discuss practical leadership during real-world emergencies. From there, the conversation shifts back to the shop floor: chip conveyors on Brother machines, production layout tradeoffs, palletized workholding vs. one-piece flow, and the realities of automation. They explore the pros and cons of high-density fixturing, robot-fed cells, and Okuma’s compact MU-600V five-axis machine with part handoff capability.
The second half moves into the accelerating world of AI in manufacturing. Jay shares how he’s using Claude to rapidly build internal software tools, while Andrew talks through vibe-coded machine monitoring dashboards and real-time shop visibility systems. They wrestle with simplicity vs. data overload, operator-focused visual management, and what the next wave of AI-powered shop tools might look like.
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In this special guest episode, Andrew sits down with Russell Watkins, co-founder of Sempai. Andrew first met Russell at the Gemba Summit in Belfast, where Russell delivered a keynote titled “10 Lightbulb Moments from Working with Toyota Japan and UK.” After cornering him at lunch with a notebook full of questions, Andrew knew this had to become a podcast conversation.
They explore:
What Russell learned apprenticing under a direct student of Taiichi Ohno and why he was told to “stop reading and start doing”Why you don’t learn lean from books alone (but why books still matter)How to actually observe work on the Gemba, and why empty workstations don’t tell the full storyThe danger of “putting lipstick on a pig” by optimizing rework instead of eliminating the need for itWhy “Fix What Bugs You” works and where it falls short without strategic directionA practical introduction to Hoshin Kanri (policy deployment) for small manufacturersHow to connect shop-floor improvements to real business needsThe power of visual defect analysis—even without formal data systemsFour simple questions that reveal the strength (or weakness) of your SOPsHow to handle the 20-70-10 dynamic when rolling out lean initiativesWhy humility and “opening the kimono” as a leader builds trust and cultural momentumThis conversation bridges the gap between the Two Second Lean community and traditional Toyota Production System thinking, offering practical insight for small and mid-sized manufacturers who want to move beyond local optimization and align improvement with long-term business survival.
Links:
The explainer on Hoshin Kanri/policy deployment that Russell mentioned -
Jay and Andrew unpack a provocative quote from Shigeo Shingo: “If you don’t know why defects are occurring, make some defects.”
It sounds like lean heresy at first. But they explore why some defects are treasures and others are just carelessness. The real question: are you reacting to problems under pressure or deliberately creating space to uncover them before they cost you?Along the way, they talk about a cantaloupe-sized rat’s nest choking a dust collector, moving machines and uncovering years of accumulated waste, the power (and danger) of acronyms in lean culture, and practical Fusion CAM workflows for maintaining standards across machines.
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The way you treat people in business often matters more than the deal itself. Andrew and Jay talk about what happens when something breaks, an emergency hits, or you need a favor...and why companies that build goodwill get help while others get ignored. Drawing on real shop experience, customer behavior, game theory, and a Godfather analogy, they challenge the idea that business is a zero-sum game and argue that collaboration, trust, and shared wins quietly determine who survives and who doesn’t.
Before that they catch up on what’s happening in their shops, covering recent machine work, air and power challenges, and small automation ideas to reduce wasted effort. They talk through using AI for internal software, quoting, and understanding business data; they also talk through websites, first-mover advantage, practical 3D printing workflows, and more.
- Visa fler
