The Point of Lean is People | Lean Built - Manufacturing Freedom E127

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.

In this episode, Andrew and Jay take a walk down memory lane. What starts as Andrew revisiting old shop photos turns into a conversation about the hidden value of reflection in a culture obsessed with constant improvement. The two discuss how looking back fuels gratitude, strengthens company culture, and reminds teams that today’s “normal” was once hard-won progress.They also share practical ideas for visualizing improvement over time, from “Lean scoreboards” to posting employee innovations without turning healthy pride into toxic competition. Later, Jay tells the story of an unexpected visit from a high-profile YouTuber and how Lean principles can impact any business from machining to media production.The episode wraps with a fun tangent into dive watches, trust (or mistrust) in AI tools, and Amazon’s not-so-Prime delivery promises.

Fresh off the Gemba Summit in Belfast, Andrew shares lessons from across the pond with Jay. What starts as a deep dive into lean culture at the Titanic Belfast turns into a candid conversation about scaling small businesses, visiting your vendors, and rethinking what it means to “fix what bugs you.”Andrew and Jay unpack how lean principles evolve when your company outgrows the two-second mindset. Andrews tells about conversations with Toyota UK’s Alan Weir, British Rototherm’s Oliver Conger, and Tom Hughes of GembaDocs. They also discuss the practical takeaways from Greg Crabtree’s Simple Numbers and Jerry Wright’s The Insanity Trap.

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.