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.

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

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.

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.

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.

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.

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.

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.

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 story
• The danger of “putting lipstick on a pig” by optimizing rework instead of eliminating the need for it
• Why “Fix What Bugs You” works and where it falls short without strategic direction
• A practical introduction to Hoshin Kanri (policy deployment) for small manufacturers
• How to connect shop-floor improvements to real business needs
• The power of visual defect analysis—even without formal data systems
• Four simple questions that reveal the strength (or weakness) of your SOPs
• How to handle the 20-70-10 dynamic when rolling out lean initiatives
• Why humility and “opening the kimono” as a leader builds trust and cultural momentum

This 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

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.

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.

In this episode of Lean Built, Jay and Andrew talk through those questions. Along the way, they discuss why intermittent problems are usually the result of stacked variables, not single root causes, why experience and judgment still matter even as systems and data improve, and much more.

Instead of rushing a quote or ghosting the RFQ, this is the kind of situation you have to handle like an owner. In other words, slow down, ask uncomfortable questions, protect the relationship, refuse to roll the dice on quality.

Andrew and Jay dig into that and a lot more, from CMM alignment war stories to probing macros, SMED, automation vs. operator error, and why a shop full of green lights doesn’t always mean things are healthy. The thread running through all of it is simple: speed, precision, and profit are decided long before the spindle starts turning.

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.

• Why business owners are wired to over-promise at the buzzer
• The difference between employee thinking and owner thinking
• Calendars, automation, and why “the best calendar is sometimes no calendar”
• Paying people well, shutting down between Christmas and New Year’s, and using PTO wisely
• Net terms, cash flow, and refusing to be a bank for bigger companies
• Why some founders need to sign checks or take tech support calls to stay grounded
• The danger of over-optimizing leadership—and losing the human side
• Tracking improvement with marbles instead of spreadsheets

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.

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.

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 Crabtree
• Tax-Free Wealth by Tom Wheelwright

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.

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.

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.

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.

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.

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.

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. 

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.

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.

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.

He also discusses the innovations he saw in Matsuura’s hybrid LUMEX metal 3D printing and machining technology, spindle balancing rigs, and integrated chip briquetting systems. Beyond the machines themselves, he reflects on Matsuura’s culture of multi-generational leadership, long-tenured employees, and a genuine curiosity about how customers use their equipment.

Andrew explains the real opportunities in palletized five-axis automation, from reducing setups to unlocking flexible, high-mix production. He emphasizes that these machines require not just investment, but vision and continuous learning to realize their full potential.

Along the way, they talk chipped tools, misordered pipe, customized packaging, AI-assisted KPI dashboards, Harbor Freight, and more. 

They also talk about the power of peer advisory groups like Vistage and Convene. How do you avoid flying blind in your business? Get in a room with people who’ve already made your mistakes, and who won’t let you keep making them.

Plus: hear about their strategies for preventative maintenance, visual controls (including genius 3D-printed “No Touchy” signs), and the delicate balance between food trucks, team morale, and post-lunch productivity crashes.

From red-tagging unused bandsaws to preserving museum-worthy prototypes, the conversation explores the emotional and practical side of decluttering. Jay shares a maintenance wake-up call involving a long-forgotten gearbox and walks through how proactive systems (like Trello and SOPs) can prevent downtime disasters. Then the duo touch on their favorite tools, ranging from $20 Japanese nippers to precision CMMs.

You can get those amazing Fujiya pliers Andrew mentioned here and here.

This leads to Andrew and Jay digging into the balance between pushing limits and preventing crashes, using real-life examples of breaking tools (sometimes on purpose) to discover the edge of performance. The conversation also touches on company culture and the psychology of failure in machine shops, including the value of giving employees permission to experiment—and even fail—in healthy ways.

Later in the episode, the discussion pivots into leadership philosophy. Drawing inspiration from Perry  Maughme's The Relentless Few podcast and Simon Sinek’s thoughts on measuring success, they challenge the traditional obsession with long-term goals. Instead, they advocate for direction, momentum, and principle-driven decision-making. The episode ends with a preview of a future conversation on healthy workplace conflict—and the importance of “normalizing awkwardness.”

Jay recounts signing the papers for a commercial building just weeks before the world shut down in 2020—and how faith, clarity, and conviction helped him stay the course. Andrew reflects on leaving his teaching job, taking out his first major equipment loan, and learning to distinguish between high-stakes risks and small, reversible bets.

Together, they explore:

• How to tell if a risk is worth it—and when it’s not
• The difference between existential bets and strategic discomfort
• Why every major leap should be built on a bedrock of small, disciplined moves
• Learning from others’ scars instead of earning your own
• How lean thinking shapes their approach to change, investment, and uncertainty

From there, Jay and Andrew dig into tool change times, Matsuura automation quirks, solenoid-driven air savings, and the oft-overlooked cost of compressed air. They also get nerdy about vacuum workholding—explaining the science behind efficient setups, the inevitability of leaks, and why not all vacuum systems are created equal.

• How to retain capital and make smart reinvestment decisions
• Life expectancy of CNC machines and why not to be a machine collector
• The blessing (and curse) of early adoption
• What really sparked our motivation to make our own products
• How we each implemented Lean without killing morale
• Raising kids while running a shop—and how to inspire the next generation of makers
• A look behind the curtain at our most game-changing lean hacks, and what we’ve “borrowed” from each other
• Why you don’t need a business plan to start—and what matters more

Whether you’re new to the Lean Built community or you’ve been with us from episode 1, thank you for listening. Here’s to 100 more episodes of building freedom—one lean improvement at a time.

Book mentioned: The E-Myth Revisited by Michael E. Gerber

Then the episode shifts toward lean factory layout, as Andrew details a recent consultation that helped him rethink mold storage, tool access, and workspace flow. The episode wraps with a conversation about leadership—highlighting how small process frustrations, when voiced and owned by proactive team members, can lead to high-impact improvements.

Next up is episode 100! Got a question? Send it to the Lean Built Podcast on Instagram.

Book mentioned:
Getting Things Done by David Allen (Amazon)

Books mentioned:
5 Pillars of the Visual Workplace: The Sourcebook for 5S Implementation by Hiroyuki Hirano

Andrew recounts how a Memorial Day spent reorganizing led to a color-coded system for trash bins, while Jay explains how constraints—not extra time—often lead to better results. They also discuss bringing on high school interns, building culture through curiosity, and how thoughtful design—like a volume knob that just feels right—makes work smoother and more human.

The conversation then moves to leveraging lights-out machining and pallet pool workarounds. Andrew also shares how his team is adapting to new production challenges and experimenting with lean hardware fixes.

They also get into air system upgrades, why machine noise wears you down more than you think, and what it means when your team can stop a cycle just because “it doesn’t sound right.” Whether you’re chasing better processes or just trying to make your shop a little less chaotic, there’s something here for you.

The guys explore the balance between asynchronous freedom and real-time collaboration, debate Airbnb and tiny homes for remote worker lodging, and share their philosophies on deadlines, productivity, and internal documentation. You’ll also hear practical tips for automating daily updates, managing hybrid workflows, and creating a high-trust culture.

 Book Mentioned:

The Amateur’s Mind: Turning Chess Misconceptions Into Chess Mastery by Jeremy Silman

He discusses the pros and cons of the MX’s pallet pool design, the transition to Rego-Fix PowerGrip tool holders, and how the investment in high-speed prototyping is paying off. Andrew also opens up about the long and sometimes stressful journey of navigating tax abatements, government paperwork, and the logistics of installing a machine of this scale. Plus, he shares lessons learned, hidden challenges of the installation process, and how they’re maximizing the Matsuura’s production capabilities going forward.

Andrew unpacks how chaos in the holster industry mirrors challenges in manufacturing. He also shares how his team is using AI and smart documentation to streamline customer service and reduce confusion—something every shop owner can learn from.

Book mentioned:
The Goal: A Process of Ongoing Improvement by Eliyahu M. Goldratt

We also explore lean manufacturing principles, the importance of process feedback loops, and why bad vendors will eventually burn themselves down—sometimes literally. Plus, hear some wild manufacturing war stories, including an industry where 50% of products are thrown away—and it’s still cheaper than domestic production.

Plus, we explore: why rigging mistakes have led to catastrophic crashes in the past, how a misaligned spindle caused major headaches, the power of getting the right technicians for the job, why choosing between a Brother and a Haas CNC is about more than just speed, insurance for machine downtime, using external expertise, and optimizing workflow tools like digital note-taking devices.

Book mentioned:
The Brand Gap: How to Bridge the Distance Between Business Strategy and Design by Marty Neumeier 

Book mentioned:

Moonwalking with Einstein: The Art and Science of Remembering Everything by Joshua Foer.

 1. Question assumptions and requirements.

 2. Delete unnecessary components.

 3. Optimize processes.

 4. Accelerate production.

 5. Automate intelligently.

And do that in them order, or else! Alongside, Jay delves into Pearson’s philosophy of a people-centric lean company, the value of questioning long-standing practices, and how to foster a work culture where innovation thrives.

Andrew and Jay take a detour through the world of craftsmanship, innovation, and efficiency by way of music. They discuss the evolution of electric bass designs, the nuances of machining and guitar manufacturing, and how lean principles can be applied not only to manufacturing processes but also to everyday life, from jiu-jitsu to efficient workspace setups. 

Along the way, they share stories about their newest equipment, the challenges of expanding their businesses, and the balancing act of maintaining quality while maximizing efficiency.

Don’t miss:

• Why “pre-sales” are the worst.
• How to make your customers love you without cheapening your brand.
• Stories from the trenches of manufacturing chaos.

Books mentioned:
Lean Made Simple - 12 Proven Steps for Creating a Vibrant Lean Culture Kindle Edition by Ryan Tierney.
Who Not How: The Formula to Achieve Bigger Goals Through Accelerating Teamwork by Dan Sullivan and Dr. Benjamin Hardy.

Andrew and Jay also talk about the morality of money, the search for a good salesman, and when to trade money for time or energy (and vice versa).

Books Mentioned:
The E-Myth Revisited: Why Most Small Businesses Don'T Work And What To Do About It By Michael E. Gerber

Who Not How: The Formula to Achieve Bigger Goals Through Accelerating Teamwork by Dan Sullivan and Dr. Benjamin Hardy.

...and on a slightly non-business topic, check out the wit and wisdom of great Christian thinker, G. K. Chesterton!

• Choosing the Right Machinery: How do you decide on the best equipment for your needs, not other people's?
• Strategic Purchasing for Tax Benefits: Is NOW always the right time to buy equipment to leverage tax advantages?
• The Owner's Mindset: Exploring how an owner's mindset can be the largest barrier to business growth.
• Self-Limitation for Success: Identifying areas where business owners should set boundaries for themselves to ensure the company's prosperity.
• Running a sale: when and how is it actually advantageous to run a sale?

Book discussed:
Who Not How: The Formula to Achieve Bigger Goals Through Accelerating Teamwork by Dan Sullivan and Dr. Benjamin Hardy.

• The Aesthetics of Efficiency: Does a clean environment make for a more productive shop? Or is a bit of mess the price of lean?
• Fresh Perspectives: The importance of bringing new eyes to old processes for innovation and improvement.
• Actually Testing Things: Why testing ideas and methods is crucial for true productivity, and how assumptions can lead us astray.

Plus ... Jay and Andrew disagree on something! Sort of. For a minute. Maybe.

But that's not all. They tackle machine aesthetics—does beauty equal beast in manufacturing? They also dissect the double-edged sword of automation, and the art of slashing unnecessary steps to streamline your operations like a pro. 

All that and plenty more. Thanks as always for joining us on our Lean Built journey.

• The Bullet Tells the Truth: It doesn't matter how well something works in theory; it must work in practice.
• Avoid Delusional Leadership: Understand the real workings and needs of your company.
• AI as Homework: Using AI can be beneficial if you use it wisely, much like looking at someone else's homework.
• Customer Alignment: Recognize that your business goals won't align with every customer, and that's sometimes okay.
• Exploring Other Shops: Visiting other businesses can provide valuable insights into different operational methods.
• Keep Vendors Close: There are advantages to having your vendors geographically near your business.

And there's much more. Hey, if you spot us at IMTS 2024, please come over and say hello!

Here’s the link for cornhole tournament Jay mentions near the end of the episode!

Books mentioned:

Poka-Yoke: Improving Product Quality by Preventing Defects.

Poka-Yoke: Mistake-Proofing for Zero Defects by Hiroyuki Hirano. 

Mostly, they talk about design. Good, intuitive design that takes into account the way real people think and work. And bad, terrible design that sometimes literally leads to death.

Book mentioned:
The Design of Everyday Things by Don Norman.

Book mentioned:
The Design of Everyday Things by Don Norman.

Article mentioned:
"Boeing and the Dark Age of American Manufacturing" by Jerry Useem.

They tackle the idea that anything repetitive should be automatable and ponder what it takes to build a company where employees aspire to retire from. They also examine the importance of assembling a diverse team with varied skills and preferences and the potential of gamification in enhancing productivity.

But it's not all about speed. Andrew and Jay emphasize the significance of being careful with aligning incentives within the shop environment. They shed light on the concept of "sooner, not faster" and the utility of tools like Gantt charts in managing workflows effectively.

Books mentioned: 

New Shop Floor Management: Empowering People for Continuous Improvement by Kiyoshi Suzaki

Henry Ford: My Life and Work by Henry Ford

Plus Jay and Andrew begin to delve into the topic of planning for future shop expansion.

Next, they explore the world of AI and how it can be used to address frequently asked customer queries.

Then Jay shares a story of transitioning a process from digital to analog, prompting a discussion on the pros and cons of both digital and analog methods. When do you embrace digital tools and when do you stick to the tried-and-true analog methods?

All that and more in this episode of Lean Built.

Book discussed:
New Manufacturing Challenge: Techniques for Continuous Improvement by Kiyoshi Suzaki.

Books mentioned:
Alchemy: The Surprising Power of Ideas That Don't Make Sense by Rory Sutherland.
The Brand Gap: How to Bridge the Distance Between Business Strategy and Design 

by Marty Neumeier.

New Manufacturing Challenge: Techniques for Continuous Improvement by Kiyoshi Suzaki.

Book mentioned:
New Manufacturing Challenge: Techniques for Continuous Improvement by Kiyoshi Suzaki.

Books mentioned:

The New Manager's Handbook: 24 Lessons for Mastering Your New Role by Morey Sterner.
How to Become a Rainmaker: The Rules for Getting and Keeping Customers and Clients by Jeffrey J. Fox.

The Story of the Paratroops by George Weller.

Books mentioned:

The 21 Irrefutable Laws of Leadership Workbook 25th Anniversary Edition: Follow Them and People Will Follow You Paperback by John C. Maxwell.

Traction: Get a Grip on Your Business by Gino Wickman.

They also begin a conversation on what they want to improve in 2024 as they look back on 2023, which will continue in next episode.

Books mentioned:
How to Sell at Margins Higher Than Your Competitor by Lawrence Steinmetz.
Alchemy: The Surprising Power of Ideas That Don't Make Sense by Rory Sutherland.

Books mentioned:

The Four Obsessions of an Extraordinary Executive: A leadership Fable by Patrick Lencioni

Rocket Fuel: The One Essential Combination That Will Get You More of What You Want from Your Business by Gino Wickman and Mark C. Winters