Creating A Company You Can Sell One Day | Lean Built - Manufacturing Freedom E53

Jay and Andrew talk through everyday shop systems that seem simple until they aren’t: HVAC, shutdown routines, checklists, timers, and light automation. They compare notes on where “smart” solutions help and where they quietly create new problems, especially when reliability, safety, and human behavior matter more than elegance.

Andrew and Jay talk about why relationships matter a lot in business. Sometime more than products, systems, or raw talent. They dig into the practical value of local relationships for staying informed and connected as decisions get made around you. From there, the conversation ranges across manufacturing, housing, leadership, parenting, and team dynamics. They also discuss when a product is finished enough to release, why over-tinkering stalls progress, and the role of people who know when to stop refining and move things forward. The episode closes with a clear-eyed look at AI in business: where it’s useful, where it falls short, and why responsibility still sits with the owner.

As 2026 begins, Andrew and Jay take a look at one of the most dangerous traps for founders and small shop owners: becoming the hero who always steps in to save the day.Andrew introduces a personal document he titled “Andrew Is Fired,” a deliberate decision to remove himself from roles that feel productive but quietly limit growth. The conversation explores why constantly “going above and beyond” can actually be a form of selfishness, how undocumented processes turn leaders into bottlenecks, why clarity around ownership matters more than raw effort, and more.

In this end-of-year episode, Jay and Andrew unpack all kinds of things:Why business owners are wired to over-promise at the buzzerThe difference between employee thinking and owner thinkingCalendars, automation, and why “the best calendar is sometimes no calendar”Paying people well, shutting down between Christmas and New Year’s, and using PTO wiselyNet terms, cash flow, and refusing to be a bank for bigger companiesWhy some founders need to sign checks or take tech support calls to stay groundedThe danger of over-optimizing leadership—and losing the human sideTracking improvement with marbles instead of spreadsheets

What happens when a rush job collides with holiday shipping chaos and failure isn’t an option?In this episode, Andrew walks us through a real-world manufacturing crisis involving last-minute customer demands, specialty tooling delays, weather-related shipping failures, and nonstop overtime.Along the way, Jay and Andrew cover: the true cost of rush orders (beyond the invoice), why duplication and redundancy matter in high-stakes work, when it makes sense to say yes and when it’s wiser to walk away, managing time and expectations, customer communication under stress, and more.

Jay and Andrew discuss real-world shop challenges like air quality, ventilation, coolant selection, and bandsaw blade performance. The conversation expands into capacity planning, why running at 100% utilization is a hidden liability, and how maintaining margin and flexibility allows shops to respond quickly when customers need help.Along the way, they touch on safety systems that fail when alerts are too distant from the problem, lessons from catastrophic industrial accidents, and why local, thoughtful gestures like good donuts or quality coffee build stronger vendor and customer relationships than generic (or just plain bad) corporate gifts.

Tiny improvements won’t move the company forward unless leaders also make the big decisions. Lean is life-changing, but you can’t lean your way into a clear vision. You have to choose it. That means looking honestly at customers, pricing, equipment, automation, space, and your team, and fixing what really bugs you at the highest level. That lesson is at the crux of this jam-packed episode which also covers: visual controls that save mental energy, smarter checklists that stop cultural drift, and a simple light-curtain jig that turns a tedious sewing task into an effortless one.

It's Cyber Monday, and Andrew and Jay dive into year-end strategy, the real cost of Black Friday sales, and why deep discounts often hurt more than they help. They also discuss how lean manufacturing practices literally saved an entire 60,000 sq ft facility after a major fire. Elsewhere, Andrew shares the importance of using LinkedIn with intention, how handwritten notes beat (or should be combined with) AI transcription for capturing insights, and why business owners must prioritize end-of-year tasks before the December panic hits. Jay breaks down inventory strategy, shop-floor safety improvements, and the hard truth about tax planning, CPAs, and executing (not just dreaming) your business vision.Books mentioned: Simple Numbers, Straight Talk, Big Profits!: 4 Keys to Unlock Your Business Potential by Greg CrabtreeTax-Free Wealth by Tom Wheelwright

Andrew opens with a simple shop-floor idea that changed how their teams celebrate progress: a six-inch clear tube filled with colored marbles. That playful visual turns into a deeper conversation between Jay and Andrew about the power of collective improvement, the limits of mental capacity as organizations grow, and the art of estimating through Fermi numbers. They move from marbles to antennas, from CNC stencils to parabolic reflectors, and from daily shop habits to long-term business planning.The episode also takes a serious turn as they take a blunt look at succession planning, wills, and preparing your company and family for emergencies. Jay adds insights from Pico La, including the lessons of shared leadership, clear org charts, and building resilient systems that survive beyond any one person.

When Jay asks what machine someone should buy to start a small job shop, Andrew gives a direct answer: without committed, repeatable work, he wouldn’t buy anything. But both Jay and Andrew do offer their recommendations, and that opens a broader conversation about the unstable economics of prototypes, customers who send sketches instead of CAD, and why certain jobs are better routed to services like Xometry or Upwork.From there, Jay and Andrew compare Haas and Brother machines—control systems, tool changers, rigidity, multi-axis capability, and real reliability differences. Andrew explains why he favors the Brother S700 for multi-sided work and describes the problems he’s seen with chain-style ATCs, including misloads that can send tools straight into the table.Around that, Andrew talks about his experience at Boombastic, the new generation of talent showing up there, and who else might benefit from attending.