Think in Seasons, Not Sprints | Lean Built - Manufacturing Freedom E118

How do you lead your company through the chaos and cadence of a production year without burning out your team or yourself? In this episode, Jay and Andrew unpack Andrew’s “Four Quarter Business Rhythm” document, his framework for understanding seasonal production cycles, planning proactively, and preparing his team to thrive when it's go-time. From practical PTO policies to government fiscal-year quirks, from proactive inventory planning to Lean Day Trello boards, from baseball stats to busted CNC foot pedals, this episode is packed with leadership lessons, hard-earned shop wisdom, and actionable strategy.

Andrew and Jay dive into the art of optimization, from shaving seconds off CNC cycles to teaching kids the power of one-piece flow. Andrew shares how tuning a Brother machine saved 13 hours across a 5,000-part run and reflects on when optimization really pays off. The two discuss lean principles in action, shop tours, and the balance between efficiency and creativity before discussing the value of fractional expertise. From hiring a CPA who acts like a dashboard of financial sensors to bringing in part-time specialists who reveal blind spots and move the needle in tens of thousands, they show how smart leaders multiply impact by paying for precision, not guesswork. Along the way, they trade golf analogies, business lessons, and more.

In this episode, Jay recounts the story of a stolen trailer from his tiny home business, leading into a broader discussion on trust, theft, and logistics nightmares. Andrew follows with reflections on manufacturing safety, freight failures, and the unexpected lessons of customer service—both good and bad.

Jay and Andrew kick off with a quick story about “the yips” — that sudden moment when everything you know just disappears — and use it to launch into a deeper discussion about what makes great shops tick.They unpack why even pros break down under pressure, how systems and habits keep you grounded, and why finishing what you start matters more than chasing shiny new projects. From compressor failures to confusing control panels to the “95% Rule,” this episode is packed with real shop-floor lessons on leadership, lean thinking, and culture.

Running a business means living in the tension between control and chaos—and this week, Jay and Andrew talk about both. From tariffs and supply chain headaches to the quirks of wire EDM and CO₂ lasers, they explore how  shops adapt when material costs, sourcing, and technology throw curveballs. Along the way, they swap stories about spotless autobody shops, frustrating e-commerce platforms, website crashes, and even backup internet solutions.Whether it’s stocking obscure steels, streamlining websites for Black Friday, planning redundancies that actually matter, or rethinking lean practices like “water spiders,” Jay and Andrew show how business owners can navigate uncertainty without losing sight of customer experience.

This episode of the Lean Built Podcast starts in the shop but ends up on stage. Andrew  and Jay begin by discussing machining decisions—when to model details in CAD versus when to let CAM and shop standards handle them, edge breaks, chamfers, and the balance between aesthetics and efficiency.But midway, the conversation takes a turn into music...concert stories, 90s Christian rock, ska bands, artistry, and musical creativity. Along the way, they draw parallels between toolpath textures and vinyl warmth, and talk about some of the influences that formed them into the men they would become. 

What’s better: a locked-down, push-button system or total control over every parameter? In this episode, Andrew and Jay wrestle with that question across the shop floor and beyond. They start with Haas’ robotic pallet loader and the limits of locked waypoints, then branch into the bigger design dilemma—do customers really want simplicity, or do they crave flexibility? Along the way they swap stories about return policies that backfired, the surprising psychology of premium pricing, whether renting high-dollar workholding could make sense, and why clear communication matters more than working faster. It’s a conversation about autonomy, design trade-offs, and the real economics of running a modern shop.

Jay and Andrew unpack the recent sale of Heller to DN Solutions and what it reveals about brand value, culture shifts, and the economics of high-ticket, low-volume machines. They move from industry news to the shop floor, comparing palletized workholding with soft jaws, weighing costs against flexibility, and sharing how small changes can unlock significant productivity gains.Along the way, they discuss intellectual property fears, the reality of knockoffs, and why continual improvement is often the best defense. Jay shares behind-the-scenes lessons from developing new vise palettes and running beta tests, while Andrew emphasizes the importance of building trusted feedback networks. They also look ahead at sensor-driven machining, acoustic analysis, and AI applications that could reshape how shops optimize tool life and performance.

Scarcity sells. But at what cost? In this episode of Lean Built, Jay and Andrew dig into the world of false urgency, hype marketing, and smoke-and-mirrors business tactics. From eBay nostalgia to NFT mania, they unpack how artificial scarcity (and a lot of other practices) can undermine trust while genuine value builds it.Along the way, they share stories of radical honesty in business, saying no to misaligned customers, and why investing in truth creates stronger companies than any short-term marketing trick.

This week’s conversation covers a little bit of everything. Andrew shares stories from his trip to Japan, including what he noticed at Matsuura’s factory and a clever little chip briquetting machine that has everyone asking questions. Jay talks about viral video surprises on Instagram and YouTube, and the two compare notes on carts, pallet wrapping, and what lean looks like in real shops versus theory.They also touch on shop culture: why hospitality matters as much as process, and the challenges of keeping things moving when the boss is out of town.