Podcasts about Six Sigma

Season 7 of Problem Solved kicks off with Guy Primus, an industrial engineer whose career has taken him from technology and business to Hollywood, virtual reality, entrepreneurship and AI.Primus joins Problem Solved to talk about the systems-thinking mindset that has connected his unconventional career and why defining the right problem may be more important than solving it. He shares how an early lesson from Georgia Tech professor Don Ratliff helped him understand the possibilities of industrial engineering, and how those same skills later influenced his work at companies including Microsoft, Starbucks and in the entertainment industry.  The conversation explores the intersection of creativity and engineering, using AI to accelerate innovation, understanding the human side of technology, and finding opportunities to apply analytical thinking in unexpected places. Primus also reflects on entrepreneurship, leadership and the importance of combining what you're good at with what genuinely interests you. Don't miss the Season 7 Premiere of Problem Solved, September 1.Learn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on InstagramProblem Solved on TikTokProblem Solved Executive Producer: Elizabeth GrimesInterested in contributing to the podcast or sponsoring an episode? Email egrimes@iise.org

Learn more about IISE's Emerging Technologies ForumIn this special From the Archives edition of Problem Solved - What does industrial and systems engineering have to do with elections? More than you might think. In this October 2024 conversation, Dr. Gretchen Macht of the University of Rhode Island's Engineering for Democracy Institute reveals the complex systems behind the voting process, from managing voter flow and mail-in ballots to simulation, facility planning, staffing and optimization. Revisit a fascinating look at how engineers help election officials navigate limited resources, complex constraints and one nonnegotiable priority: accuracy.Learn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on InstagramProblem Solved on TikTokOriginal episode produced and edited by David BrandtProblem Solved Executive Producer: Elizabeth GrimesInterested in contributing to the podcast or sponsoring an episode? Email egrimes@iise.org Learn more about IISE's Emerging Technologies Forum

What You'll Learn in This Episode:In this episode, Shayne Daughenbaugh sits down with Seamus Maguire to explore one of the biggest reasons problem-solving fails, even in organizations with experienced people and proven Lean tools. Drawing from his new book, Finding Fact Before Fixing, Seamus explains how cognitive biases, assumptions, and the pressure to find quick answers often lead teams to solve the wrong problem.The conversation explores why hypothesis testing and experimentation should be at the center of every problem-solving effort, how leaders can ask better questions to uncover true root causes, and why collecting the right data is more important than simply collecting more data. Seamus also shares practical ways to challenge assumptions, use the scientific method in everyday problem-solving, and create a culture where teams focus on finding facts before implementing fixes. Key Takeaways:Challenge assumptions before finding solutionsUse hypothesis testing instead of educated guessesAsk better questions to uncover root causesCollect the right data—not just more dataLinks:linkedin.com/in/seamusmaguire?utm_source=share_via&utm_content=profile&utm_medium=member_ioshttps://www.routledge.com/Finding-Fact-Before-Fixing-How-Business-Professionals-Can-Avoid-False-Assumptions-When-Solving-Problems/Maguire/p/book/9781041130307https://www.findleansolutions.com/https://www.findleansolutions.com/lean-summit/

What happens when an organization gets so focused on results that it forgets why it exists? Andrew Stotz and Balaji Reddie dig into the first of Deming's 14 Points, constancy of purpose, using stories like Harvard's answer to Deming's challenge to define a business and Indian manufacturers who pivoted to build PPE during the pandemic. This conversation may change how you think about success, profit, and the real aim of a business. TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, an educator and trainer in the teachings of Dr. Deming and quality management generally. I'm really excited for today's topic, which is the 14 Points. Take it away, Balaji.   0:00:27.5 Balaji Reddie: Thank you. Thank you, Andrew. So the last time we spoke, we had discussed all the four sciences that Dr. Deming put together. In a nutshell, we said his words, appreciation for a system. That means appreciating that there are no events, there are eventualities, and there is a huge myriad or a huge system of myriad components that create these outcomes. So we need to understand that. We need to appreciate the fact that these are all interconnected, interdependent, these components. Right. And we saw some other attributes that when they interact with each other, the cause and effect are not closely related in time or space. Seemingly disconnected events then turn out to be connected. There exist synergistic relationships. So you can't just straightaway say, "I know." You can say, "From what I understand or what knowledge I have right now about the system, I think."   0:01:34.7 Balaji Reddie: And you always dig deeper. Right. And that gave us the next thing, that the performance of any system, the outcomes are subject to Variation. You will never get the same outcome every single time. It keeps on fluctuating. And then we realize there is a difference between normal and abnormal fluctuations. The typical term that Walter Shewhart said was Variation, and Deming took that forward. He said, "Understand Variation." I would say learn how to think statistically. Right? And statistical thinking is about knowing when to act and when to leave a process alone. Okay. So we said understand the Variation, and you should know when to... There's that normal fluctuation, you would need to work on it continually. But abnormal fluctuation is a little easier to understand, isolate, and take immediate action. So the low-hanging fruit comes from the abnormal fluctuation, what he called as special causes or assignable causes, as Walter Shewhart said.   0:02:41.0 Balaji Reddie: And once you work on them, then your long-term work on the process continues. That never stops because it helps you understand the process much, much better. Right? But there you are faced with the dilemma sometimes. There's so many complications there, and you just need to understand them if you want to know completely what happens in a system. And that's why he said the complete knowledge is never... Is unknown and unknowable. But he said there's a way of doing that, and that's where the Theory of Knowledge came in. We needed to understand that we build upon what we have right now. We start asking questions, and you begin with theories. "I think, I believe." And once you start doing that, you start unraveling the mysteries of the system under study. And last bit here is all this, of course, he was speaking about man-made systems, organizational systems, which all this work is being done by people.   0:03:38.0 Balaji Reddie: And he said that's where the best part comes in. You can never do things all by yourself. You need to cooperate with others. Each one comes with their own theories, and each one has their own system of learning, their own way of thinking. So we need to understand that, whether you are employees inside a company, whether you are people outside the company contributing in the sense of suppliers, or people who are recipients of this in terms of consumers. So everyone, you need to understand people, that they're a part of this entire system. And that's where Psychology comes in. Of course, I used the word empathy. I said understanding them and on. And on a lighter note, I ended by saying that if you really want to sharpen your empathetic skills, you need to either understand your pet or a baby, because these are people who can't express what they want and you just have to have your own theories and then understand them better.   0:04:34.9 Balaji Reddie: But that's what we saw last time. Now we're gonna get to, funnily, what he espoused as his philosophy [chuckle] when he first presented it in the United States in a structured form, right? These were the 14 Points. Now, first of all, the 14 Points are not his philosophy, but they're 14 consequences of his philosophy. You can never really set out to say, "I'm gonna do these 14 Points." But when you start, how do I say, asking the right questions and want to gain Profound Knowledge of what's happening and start looking at things differently and start asking questions, the right kind of questions, just like I said, "What is the purpose of the system? What are the components? How are they connected? How do they work? What is happening right now? Does this normally happen? Is this abnormal?" And then, of course, what are better ways of explaining or expressing what I'm seeing right now?   0:05:43.9 Balaji Reddie: And then finally, taking help from everybody else and bringing their thought processes. When you start asking these questions and start structuring and understanding the organization much better, you eventually see the 14 Points. So they are consequences of his philosophy. They are not his philosophy. You end up with the 14 Points, you don't start with them. Right? Having said that, does that mean we just go through this and be done with it? I said, "No." Now let's understand how he structured these and why he structured it the way he did. Now, they are in no order of preference. In fact, I remember speaking to Bill Bellows about this, and he said when he asked Deming, "Which of the 14 Points are the most important ones? Where do I start?" and he said, "All of them." He said, "Where do I start?" "Start anywhere," he said. You could start anywhere, eventually they're all connected.   0:06:40.7 Balaji Reddie: So the 14 Points are a system themselves. They are all connected to each other. You could start anywhere and you end up with the 14 Points in any case. But since we have to follow a kind of the sequence in which he wrote them, which he presented them, I'm following that sequence to begin with. Now, I'm gonna start with the 1986 edition of the 14 Points, which are there in his book, Out of the Crisis. But in 1990, he updated the wordings of the 14 Points. So I shall pull up my document right here so that I can read out the 1990 edition. Just give me a minute.   0:07:36.0 Andrew Stotz: Just for the audience, go out there and get yours in your hand. Get ready. I'm just going through and getting mine ready.   0:07:42.8 Balaji Reddie: Yes, so. Okay, so here it goes. Let's get to the 14 Points. So here we are. Right. And in what I normally say here, that he often said too, that when you apply Profound Knowledge, the 14 Points help you apply this in the most structured manner. So here we go. So the first is the 1986 edition, point number one, where he says, "Create constancy of purpose toward improvement of product and service with the aim to become competitive and to stay in business and to provide jobs." I think this is an amazing set of words which he's brought here, especially saying to provide jobs, where he said that quality is a ways and means of really contributing to society and not sucking the worst 10%, but adding something more to it to provide more jobs. Now in the 1990 edition, right, now the commentary for this, if you read Out of the Crisis, I've taken an excerpt from there, "Management must demonstrate unshakable commitment to quality, productivity and continual improvement.   0:09:09.8 Balaji Reddie: Your customers, your suppliers, your employees need your statement of constancy of purpose, your intention to stay in business by providing product and service that will help man to live better and which will have a market." So this was his definition of quality. A product or a service possesses quality if it helps someone live better in every way and enjoys a large and sustainable market. So for him, quality had two aspects. One, it must make someone's life better. Whatever you do, whether it's a product or a service, service being an activity. Right. So it should add value to the customer's life. It should make that person's life better. But it should be at a price the customer is willing to pay. Right? So that's the way he looked at it.   0:09:55.2 Balaji Reddie: Now, he changed this in 1990 to this, "Create and publish to all concerned a statement of the aims and purposes of the company or other organization. Management must demonstrate constantly their commitment to this statement." Now he says to publish the statement. And he says not just purpose, but aim. So aim, I think this came from his definition of a system, where he says that a system must have an aim. Without an aim, there is no system. So the aim provides a direction and purpose provides the reason why the system exists. So they go hand in hand. You can't separate these two. But now the commentary for this is, "A system must create something of value, in other words, results. The intended results, along with consideration of recipients and of cost, mold the aim of the system. It is thus management's task to determine those aims, to manage the whole organization towards accomplishment of those aims.   0:11:07.1 Balaji Reddie: It is important that an aim never be defined in terms of a specific activity or method. It must always relate to a better life for everyone. The aim precedes the organizational system and those that work in it." So...   0:11:23.4 Andrew Stotz: What was that part? "It's important that it's not" what?   0:11:27.2 Balaji Reddie: Yeah, that it's not an activity or a product. It should be something broader than that. It's about adding value to someone's life. Now, you can't go into the other extreme and come up with a motherhood statement like "I want to boil the ocean" or "I want to solve the world's poverty problems," alright? But it must translate into something doable, alright? And it should tell where the organization is heading. But the key word here is "publish it," right? And he says, "and other organization," that means "of the company or other organization." So I believe he started envisioning that in the future it's not gonna be one company, but a family of companies working together, which very simply today we use the term "supply chain" to express that. And I think, I think I mentioned this before in one of my earlier chats that I don't like that term because. It falls woefully short to explain what actually is happening there.   0:12:29.2 Balaji Reddie: I like to use the word provider network. Right? It's a network. It's not just a chain. Chain is more linear. Network is more lateral, all over the place. And these are not just suppliers. These are providers. So, right, he talked about a supply chain in those days. And he also says publishing, that means it should exist in some hard form, right, so that people see it, read it. Okay. Now this kind of, I thought was quite amazing because if you know about, for those who are into ISO 9000, the standard, of course, the latest one which is coming out this year, I'm not well-versed with what they've written or what they've changed in it, but up until 2015, the ISO insisted that companies have a documented statement of their policies, right, a quality policy and objectives. It should be written down. So to say that they could have got this idea from here is not fair, but I guess that you can see the parallel in what he was saying.   0:13:44.8 Balaji Reddie: So publishing. Now, in 2007, this is what I wrote after talking to many, like I said, who attended or helped Dr. Deming in his seminars till the day he passed on, right? And they said, of course, because I was quite intrigued, initially his four-day seminar had a perfect structure and everyone knows who attended that on the second day after lunch you had the red beads experiment. So that never changed even after Profound Knowledge came in. So anyway, coming back to what I was just saying, so initially he spoke a lot about the 14 Points, but after he professed Profound Knowledge, the stress on the 14 Points came down, but it did not disappear altogether. And this I heard from many of those and I asked what he would speak of. So based on that, I just came up with these words. The words are all Dr. Deming's, I've just edited and put it together.   0:14:50.1 Balaji Reddie: So create a statement of the aim and purpose of the organizational system. It must bring out the long-term vision of the organization, preferably stating how it intends to stay in business by making life better for all those impacted in any way. So there could be a direct or an indirect impact. Stakeholders is the term we use right now, right? So purpose describes why you exist. And if you go deeper to find out why a company exists, it has to last beyond the founding father's vision, right? So the statement of purpose must be very clear. Like Walt Disney, we spoke about this, he said, "I'll do anything to make a child smile." That was his purpose, and that's how everything stemmed from that, right? So if you start looking deep, why are we here? Why do we exist?   0:15:46.3 Balaji Reddie: Then once the company starts growing, you don't forget why you set up the company in the first place. You go back to your roots and the statement of purpose is like a North Star. It reminds you of where you're supposed to be, where you started, what you had in mind, right? So it's not that companies don't have it, but we need to revisit it from time to time. And sometimes you need to, it may undergo a change because things don't remain the same, right? Systems keep changing and if everything keeps changing, then you have to revisit the purpose. You don't do it every day though, because it's something that you spoke about and you say that it took me time to come out with this statement of purpose. So I was trying to understand even Apple's statement of purpose where Steve Jobs said making technology accessible, making technology simple, making technology productive is what we are supposed to do here as a company. Right.   0:16:46.4 Balaji Reddie: So he always believed in simplicity. He believed in seeing that people are more productive with the work, the software, or the products that they offer. Right. And it should be something that at times goes beyond just what the customer expects so that that one part is always there. So that's point number one, the statement of purpose.   0:17:11.3 Andrew Stotz: Can I ask a couple questions about that?   0:17:14.2 Balaji Reddie: Yeah, sure, sure, sure.   0:17:15.3 Andrew Stotz: Before we go on, I'm assuming you're gonna go on to number two.   0:17:18.4 Balaji Reddie: Yes.   0:17:20.5 Andrew Stotz: So a couple of things. First thing is about aim. You know that statement, "the purpose of a system is what it does," meaning that ultimately every system, there's an aim. It just may not be the aim that you think it is or that you want it to be. So part of this idea is recognizing that we have to state the aim or else people just, they're gonna just do things the way they've done them. Am I correct in saying that?   0:17:51.2 Balaji Reddie: Yeah. And it brings clarity to whatever you are doing. You start realizing, okay, I thought that we were actually doing this when we should be doing something else. For example, in Out of the Crisis, he gives that example of that trucking company. And he said when that gentleman took Dr. Deming's four-day seminar and then went back to his company and asked his employees, "What business do you think we are in?" Because that's what he used to ask, "What business are you in?" He used to ask that question, right, to the audience. "Any CEOs here? What business are you in? What business do you need to be in? What are you gonna be doing five years from now, ten years from now?" Right. So these are questions which I think you need to look at. If you want a list of questions, then in Out of the Crisis, there is a chapter on just the questions. Right.   0:18:57.0 Balaji Reddie: And that's, if I believe, let me just check. It comes after chapter seven. Is that where it comes in? No, I think... Yeah. Diseases and Obstacles. Okay. It's chapter five, "Questions to Help Managers." So you can find a host of questions there. These are rhetorical questions, most of them, telling you to focus on the job you have on hand. Right. And helps you define your purpose and your aim, both. And it gives clarity. Like I said, sometimes it gives clarity to yourself. What exactly am I doing here? All right. You always begin by saying that. I mean, if you ask people who set up businesses, they'll start by saying, "I did this because I was good at it," and the money came, but "I was good at doing this." And why did you do that? What do you mean by good? "Well, when I did this, I saw people feel happy." Right. And that's why I wanted to do this.   0:20:06.8 Balaji Reddie: And I thought this is the best way for me to earn my money, but the purpose was mainly to make them happy. Right. And then the money came. So that should be the focus. I think I mentioned this once when 1983 was when Harvard Business School was celebrating 75 years of existence. And everyone knew at that time, because Deming had just been rediscovered in America, and he was hot property. But everyone knew his ideas about Harvard. [chuckle] He was scathing. He said they prepared managers for the past and not for the future, and blah, blah, blah, blah, blah. He was very angry. But when they sent him a letter saying that we are making a souvenir of sorts, so can you pen a few words for us? So he was quite lavish in his comments and in his praise. He said, "It's not easy to run a business school and y'all have done it for 75 years. So all credit to you." But he said, "I have just one question for you.   0:21:18.7 Balaji Reddie: In these last two, three years that I have come back into American industry, I see with pain that many people do not understand the purpose of their business. And I see that Harvard has not defined the purpose of a business. Could you define the purpose of a business?" And Harvard came out with an answer which went, "The purpose of a business is to create value at a profit." So the sequence of the words is so beautiful. Create value at a profit. Right? And for a business, you need both. If you're only creating value and no profits, that's not a business. That's social service. And if you only want profits but no value, then that's not a business either. Then you might as well go loot a bank, get 100% profit and no value. And I remember Myron Tribus writing about this at the Kobe shipyard in Japan, right? And this was before Deming landed there, apparently, because there was someone sitting at Kobe who later on had taken Deming's lectures on statistical quality.   0:22:39.4 Balaji Reddie: And then of course, the leadership thing, right, where Deming spoke about the flow diagram. And he said that, he said the light bulb went on because they had a statement there at the Kobe shipyard, "We shall make good ships. At a profit if we can, at a loss if we must, but we shall make good ships." And later on, apparently some American gentlemen came to take over and they changed that and they said, "No, no, no, remove all that profit and loss and just say, 'We shall make good ships.' That's it." So there were times when things started going wrong, right? They went in the wrong direction because they were not looking at it in the clear manner. When they had problems, they said, "No, just make the ship. Just ship it out. It's good." And things went wrong. So they had to reassess and come back. So that was the kind of the idea that we're looking at, the aim and the purpose, and that could change. Right?   0:23:45.6 Andrew Stotz: And I want to add for the listeners out there, in the world of finance, profit is, we also call it cash flow. The cash flow is the numerator in the calculation of value. The denominator is risk. So when we think about what's the objective of a person running a business, it's to maximize value, which many people think means maximize profit, which it does not. It means maximize risk-adjusted profit. So, for instance, if you were breaking the law and doing bad things or mistreating your people ultimately you're raising the risk. Though your cash flow or your profit may be strong, you're raising the risk of that profit or cash flow. And so that's a distinction I like to help people understand, because there are people that just think that the objective of business is maximize profit. No, it's to maximize value. And mathematically we can prove that in the world of finance.   0:24:57.2 Balaji Reddie: Yeah. So I'd just like to paraphrase, when I said that what Harvard said is purpose of a business is to create value at a profit, I'd just like to add something more to that. Create value at a profit in the most ethical way, right? We have to be very ethical about it, because if you're doing wrong things to get your profits and add value, it won't last long. You won't last long as a company. It'll always catch up to you.   0:25:27.4 Andrew Stotz: And I use the word sustainably. That's a kind of a nonsense word these days because everybody talks about sustainability and all.   0:25:34.5 Balaji Reddie: Yeah, they talk in terms about, in a very different context.   0:25:37.8 Andrew Stotz: But the point is, is that are we generating profit in a sustainable fashion? Now the other, I had one more question on this one, and that is if we go back to the words, he talked about the create constancy of purpose for improvement of product and services. And my question to you is, when he talks about aim, sometimes people can get confused, including myself sometimes. And for instance, Clifford Norman and David Williams have been on the show talking about their book Quality as an Organizational Strategy. And so as I've looked at his teachings over time, I've had a question in my mind of is what he's saying that the aim is to improve the business through this focus on quality? In other words, quality is the aim? Or is the aim whatever a company says, "We want to do this, our aim is that"? I'm just curious how you understand those things.   0:26:52.8 Balaji Reddie: I would say quality, but his definition of quality, right? Help someone live better and there must be a market, right? And it must be sold at the right price. So he's been practical, if you look at it. He says that if what you're doing is not making anybody's lives better, then why do it at all? Right? So you need to... You need to look at it from his viewpoint of quality, if I may put it that way. Not that narrow focus on quality of product in terms of free from deficiencies, [chuckle]   0:27:28.9 Andrew Stotz: Yeah.   0:27:30.1 Balaji Reddie: But in a very broad sense what he thought quality is. And also, I found something on the internet, so I'd like to again add that in, that the entire thing is his whole thing is to have happier people. Happy customers... And he doesn't say satisfied, he says happy. So happy customers, happy employees, happy suppliers, society being happy, and the owners. Okay. So what the Japanese interpreted this as, which they call as total quality, is owners, employees, customers, suppliers, and society. When all five are simultaneously satisfied, we call it as total quality. Whereas if you look at it from Deming's point of view, when all five are happy simultaneously, then you attained constancy of purpose. And the longer you can do it, the better it is. So that's his constancy. So the aim and the purpose should be about that. It should be about happier people at work, happier people in the market, consumers, customers, the suppliers, because they should feel a sense of pride...   0:28:56.9 Balaji Reddie: That they're learning something from this company, that growth is happening. Society should feel that this company not only serves their targeted audience, but does not cause harm or is also adding some kind of oblique value to all of us here. We all feel happy interacting with these people in some form or the other. Not necessarily being philanthropic or something, but in a very different sense. We're not getting harmed by these guys. So that, I think, in the broadest sense is what Deming was trying to say to run a company based on constancy of purpose.   0:29:35.4 Andrew Stotz: And the reason why I'm asking is because one of the lessons I've learned just in life in general, certainly from the teachings of Dr. Deming, but just in general, is that if you pick a particular thing or area and you decide that I'm gonna improve this and I'm gonna keep working on improving this, you're gonna end up with something incredible that nobody else has as long as you stick with it. And so that's where this idea of, and if you know what quality means, which is the five groups and things being happy, more jobs, create opportunity, all of that, once you understand that, then quality is driving toward that better outcome. I guess what I'm also thinking about is could a person who's never heard of Dr. Deming just say, "That's my aim right there. I'm gonna take it straight out of what he said, constancy of purpose in relation to improving the product and service with the understanding [chuckle] that that improvement means that." That's it. It's not the aim of "We want to provide transportation vehicles" or something like that. That's more of kind of a corporate communication or. That's where I really want to hear your thoughts on that.   0:30:53.3 Balaji Reddie: Yeah. So when you say that "I want to do this through this product that I am giving," and right now my understanding is that this is the best way to do it, but as the world evolves, obviously there could be many different other ways of doing it and I need to keep revisiting this. As long as my purpose is perfect, I know I'll be able to adapt and adopt very quickly. Right. Otherwise you'll be left behind. What exactly am I here for? Many of the people set up businesses, ancillary units here in my hometown, Pune. They set up, they were basically employees in the parent company and then they saw an opportunity. They saw they were good at this. "I can make this better." So they set up the company to serve the parent company, not realizing that suddenly there could be somebody else coming in. Right. And they were preferred because they understood what the parent company wanted.   0:31:53.5 Balaji Reddie: But if they had just set up by saying, "No, why am I setting up this business? Because I see an opportunity. I can do this well." Okay, then can I do anything else well? What else can I? Why just this product? Why not any other product? Right? I think during the pandemic, many of the manufacturing companies realized that. They said, "We are very good at assembly, so why don't we start assembling PPE kits?" here in India, because PPE kits used to be imported. And I know this firsthand. My student was working in one such logistical company and he said we were importing. 300,000 PPE kits per annum. That was the requirement.   0:32:38.8 Andrew Stotz: What's PPE?   0:32:40.2 Balaji Reddie: Personal protection equipment, which you have to wear, the doctors, et cetera, the health workers during the pandemic. They had to wear that and serve, because we didn't know what was happening. So instead of just masks, just protect themselves completely. In labs, doctors, nurses, they all wore that. Right. So this personal protection equipment, we were importing 300,000 such kits per annum from, I think somewhere in Belgium. And because that was the requirement, but during the pandemic, the requirement went up. And so many of the companies, automotive manufacturing companies, decided that, let's get into this because we know how to do these things, right? We know how to assemble. And within a matter of 45 to 50 days, they built capacity. And imagine this, we were consuming, I am not joking, at the rate of 200,000 kits per day.   0:33:39.4 Andrew Stotz: Yeah. Then you can become a global supplier.   0:33:46.5 Balaji Reddie: And so they had to. But now, see, they did it for that much time because they said, our core business is something else, but we understood our purpose, so let's contribute in a very different way. The other one which they did was many of the manufacturing companies started assembling ventilators. And some of them which were running without electricity, they ran on a mechanical device so that the need for power, et cetera, et cetera, be superfluous. So when you know your purpose, then you can always adapt and adopt very quickly. And I think the pandemic gave us that opportunity to see how many of the companies responded in a very positive sense. In one way to look at it is, "Oh my God, this is it, this is my fate, and we're gonna shut down, we have nothing to do." But the other way is, "No, wait, why are we here? And let's use our expertise in a very different sense. So let's get to action."   0:34:41.3 Andrew Stotz: Interesting. I feel like we can spend a whole episode talking just about one of the 14 Points.   0:34:46.9 Balaji Reddie: That's why I said two episodes for the 14 Points. [laughter] If you don't mind, three also. Because many of the points have been either not discussed in detail or misinterpreted. And there have been changes. Deming himself brought a change in the wordings. That's why I wanted to keep this section, this session separate.   0:35:07.9 Andrew Stotz: Okay.   0:35:12.5 Balaji Reddie: Now you can see why, because I was just setting the scene for the 14 Points. If you want to ask me, it's all profound, very, very profound. [chuckle]   0:35:16.9 Andrew Stotz: Yeah, and I have a lot of questions, so that's good. I've got some clarity now for point one. I think the listeners and the viewers will also get some of that clarity, so that's great.   0:35:26.4 Balaji Reddie: Thank you. And I have been, I still, I just scratch my head about many of the things that he said. Because if people are reading Out of the Crisis, oh my God, you gotta read the text for point one. It's brilliant. I mean, I can't just, you can't just read it out right now. [chuckle] It'll take three episodes just to. But just, many people just say he did give us a method. I think I told you this two episodes ago. He was very clear. We didn't see it. We didn't see it. And he's so clear about what he wanted in innovation. That, of course, I thought that there was a slight difference, I think we spoke about this, invention and innovation. So invention is something new and innovate is to use something differently. Right. So that innovation, I think he confused the two terms, if I may say so. Too brave to make a statement like that. But anyway, he says here that you have to keep improving, innovating, and this obligation never ceases.   0:36:36.6 Balaji Reddie: It's that very clear. And if you see here, there's one, there's a paragraph here, he says, "It's a mistake to suppose that efficient production of product and service can, with certainty, keep an organization solvent and ahead of its competition. It is possible and, in fact, fairly easy for an organization to go downhill and out of business making the wrong product or offering the wrong type of service, even though everyone in the organization performs with devotion, employing statistical methods and every other aid that can boost efficiency." So I think he was highlighting the limitation of the statistical methods, that 97% versus 3% thing, that we are only trying to improve this, but the whole thing comes from the top, that are you providing the right product? I mean, you can't set up a company today making the best typewriters in the world. [chuckle]   0:37:35.4 Andrew Stotz: That's true.   0:37:41.5 Balaji Reddie: So he keeps saying this again and again, that you should publish a resolution that no one will lose his job for contribution to quality and productivity. So I think what we're coming to the end of this session today, we just discussed point one. [laughter] That's the best part. I heard from Henry Neave once that they all formed a kind of a team. Henry had come down to America and they started, they decided to meet Myron Tribus and just about everyone, Nida Backaitis, Barbara Lawton, the gang, and they were so happy to, the stars, right? Gipsie Ranney, I forget the other names, but they were all together and then they decided, let's discuss the 14 Points. And then point one, and it went on beyond lunchtime. They started in the morning. [laughter]   0:38:36.6 Andrew Stotz: That's great.   0:38:46.1 Balaji Reddie: It seems Dr. Deming was so happy. He was just sitting back and just listening and listening and listening. Then they met again the following day and the next day, and then they only came to point number four. And then finally, Brian Joiner, I think, said, "I think we're wasting too much time here. Let's just stop this." And it seems Deming was so upset because he said that Brian Joiner said, "Let's give ourselves 45 minutes for this point and that's it." [laughter]Deming said, "Don't set a target." [laughter]   0:39:22.9 Andrew Stotz: That reminds me of Bill Scherkenbach showing a picture of Deming at the, I don't know, National Education Committee meeting. And he said that they met all day or for two days and they still couldn't come up with the aim of what education, the aim of education in America was at the time. So, yeah.   0:39:42.9 Balaji Reddie: Yeah, I had this problem. It happened at a seminar here in Pune. It was Education for the Future or something like that, Engineering Education: The Next Five Years, blah, blah, blah, I don't know what it was. And there was this one gentleman making a presentation from a school in a city called Bangalore in India. And his topic was Six Sigma in education. And when he came to present, he started by saying, "Six Sigma is 3.4 errors in a million." And I said, "Oh, no." Anyway, then he went on to say, "Okay, so we decided our 10th, grade 10 is a public exam in India. It's a very big deal for a child to sit for that exam, right?" And he said that, "We want to have flawless results. And we've had flawless results for the last eight years. We have so many students, so many, so many students every year, blah, blah, blah, blah, blah." And so if you multiply and all that, and then, "So how do we get this?" Now here came the best part. He said, "In grade nine, all..."   0:40:48.9 Balaji Reddie: All those who had failed or had not reached a certain grade, we threw them out. And so we had flawless results. And I could see people squirming in their chairs because they were all sitting in the audience were teachers. They were squirming in their chairs and then one guy could take it no more. He put his hand up. And I was chairing that session, by the way. You can imagine what was happening to me. Anyway, this gentleman put his hands up and he says, "How can you say that? How can you say that?" He was very agitated. And I could realize, I just stood up and I said, "Okay, Professor so-and-so, please sit down. I get your, I get your sentiment, but we need to do this differently." So I turned to this... And he was a principal, this gentleman... I said, "What is the aim and the purpose of an educational institution?" And this man said, "Results."   0:41:42.4 Andrew Stotz: Yeah.   0:41:45.8 Balaji Reddie: Then I said, "Let's throw this question open to everyone." And I said, "Let's stop." I asked the people organizing the seminar that could we take a small detour here? Let's just stop. Let's not stick to your timetable because I know you're here on a leash. So they said, with permission from the chair and the host college... They were sitting there, the main people... They said, "No, we want this question answered now. What is the purpose of an educational institution?" And there was a lot of goading. I was bringing in Profound Knowledge and I was throwing up questions. And finally we came to the conclusion that the aim of any educational institution is to create a well-rounded individual that contributes positively to society.   0:43:33.9 Andrew Stotz: All right, so on behalf of everyone listening, I want to thank you again for the discussion. And for listeners, remember to go to deming.org and jump into DemingNext to continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is, "People are entitled to joy in work." As we're talking about how do we build that for the future.

Learn more about IISE's Emerging Technology ForumIn this special From the Archives edition of Problem Solved, IISE's Keith Albertson revisits one of the most unforgettable conversations in the podcast's history with Professor Shaul Ladany.An industrial engineer, professor emeritus at Ben-Gurion University of the Negev, world-record race walker, and two-time Olympian, Professor Ladany has lived a life unlike any other. As a child, he survived the Holocaust and Bergen-Belsen concentration camp. Decades later, he escaped the terrorist attack at the 1972 Munich Olympic Games. Throughout it all, he built a distinguished career in industrial engineering while inspiring generations of students through his resilience, discipline, and unwavering determination.Before the episode begins, Keith shares why this conversation has remained one of his personal favorites and why he believes it's still worth hearing today.Discover this remarkable conversation for the the first time, or enjoy revisiting it with us!Learn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on InstagramProblem Solved on TikTokOriginal episode produced and edited by David BrandtProblem Solved Executive Producer: Elizabeth GrimesInterested in contributing to the podcast or sponsoring an episode? Email egrimes@iise.org Learn more about IISE's Emerging Technology Forum

This is To Etherea and Beyond - Episode 84 - Ghost Moon Retreat. The show broadcasts on Harrogate Community Radio at 9am this Sunday 26th July and is then available via the station's Listen Again button, and everywhere else here: https://ssyncc.com/toethereaandbeyond The show features music by: NDouglas Dare, Mint Julep, Jonny Nash, Tomo Katsurada, Andy Bell, Masal, Gnoomes, Ghost Patterns, Cahill Costello, James Shinra, Moon Cowboy, Maps, The Field, CHLOE (Thévenin), Ronen Max Cooper, Six Sigma, Boards of Canada, Amulets, C. Diab, SUSS and Sun Shines Cold. https://harrogatecommunityradio.online/shows/to-etherea-and-beyond/ This show is syndicated & distributed exclusively by Syndicast. If you are a radio station interested in airing the show or would like to distribute your podcast / radio show please register here: https://syndicast.co.uk/distribution/registration

On this episode of The Buzz, powered by Zebra Technologies, hosts Scott Luton and special guest co-host Amber Salley are joined by Rich Carey of MFG.inc to break down the biggest headlines shaping global supply chain. From the future of the USMCA and the health of U.S. manufacturing to separating AI hype from real-world value, this conversation delivers practical insights for supply chain leaders navigating constant change. What does the latest manufacturing data really tell us? Is AI bringing meaningful transformation to supply chains or just creating more noise? And how can organizations build resilient operations while developing stronger leaders? Scott, Amber, and Rich tackle these questions by exploring North American trade policy, manufacturing growth fueled by AI infrastructure investments, energy challenges, and the realities of autonomous supply chains. Rich also shares actionable leadership lessons from decades of operational excellence work, emphasizing servant leadership, trust, quick wins, and developing frontline leaders who can successfully lead change. If you're looking for practical strategies, not just buzzwords, this episode is packed with valuable takeaways. Key Takeaways Why the annual review of the USMCA matters for supply chain planning and business certainty. What recent U.S. manufacturing data reveals about growth, hiring, and AI-driven demand. The difference between real AI applications and the growing "AI noise" across the supply chain industry. Why autonomous supply chains still face significant hurdles around data, governance, and decision-making. How servant leadership, trust, and quick wins accelerate successful operational transformation. Why investing in frontline leaders is one of the most effective ways to improve manufacturing performance. Whether you're leading supply chain strategy, manufacturing operations, procurement, or digital transformation, this episode provides thoughtful perspectives on today's biggest industry trends while offering practical leadership advice you can apply immediately. You'll leave with a clearer understanding of where the industry is headed and how great leadership remains the competitive advantage that technology alone can't replace. Additional Links & Resources: Zebra: https://www.zebra.com/machinevision With That Said: https://bit.ly/WTS-12-July-2026 USMCA: Retail, manufacturing and apparel groups call for preservation: https://bit.ly/USMCA-Annual-Review US factory activity eases off four-year high; input prices remain elevated: https://reut.rs/3SNyfPv Turning Supply Chain Volatility into Competitive Advantage with o9 Solutions: https://bit.ly/SCN-At-Gartner-2026 The Autonomous Supply Chain: Why We're Not There Yet (And What It Will Actually Take): https://bit.ly/Amber-Salley-AutonomousEra From Planning to Decision Making: https://bit.ly/From-Planning-to-Decision-Making Mfg.inc: https://mfg.inc/ Connect with Rich on LinkedIn: https://www.linkedin.com/in/richcary/ Connect with Amber on LinkedIn: https://www.linkedin.com/in/ambersalley/ Upcoming Live Programming:  https://supplychainnow.com/upcoming-live-programming/ Supply Chain Now Resource Hub: https://supplychainnow.com/resource-hub/ Learn more about our hosts: https://supplychainnow.com/about Learn more about Supply Chain Now: https://supplychainnow.com Watch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now   Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join   Work with us! Download Supply Chain Now's NEW Media Kit: https://bit.ly/3XH6OVk WEBINAR- The Future of Supply Chains: Where Talent Meets Technology: https://bit.ly/4uUuxkc WEBINAR- Peak Reality Check: What Shippers, Analysts, and AI Models Are Predicting for 2026: https://bit.ly/4aTlsRv WEBINAR- From Volume to Resilience: How Automotive Supply Chains Are Adapting to a New Market Reality: https://bit.ly/4f6SUGA WEBINAR- The Automotive Industry's Next Digital Breakthrough: https://bit.ly/4vhUwT4 WEBINAR- From Disruption to Stability: Building Resilient Logistics Solutions in a Rapidly Changing Global Market: https://bit.ly/3TguZMt This episode was hosted by Scott Luton and Amber Salley, and produced by Trisha Cortes, Joshua Miranda, and Amanda Luton. For additional information, please visit our dedicated episode page at: https://supplychainnow.com/buzz-manufacturing-momentum-ai-reality-leadership-lasts-1610 The content in this episode, including all audio, videos, visuals, and graphics, is the property of Supply Chain Now and is protected by copyright law. Unauthorized use, reproduction, distribution, modification, or re-uploading of this content in any form is strictly prohibited without explicit written permission from Supply Chain Now.For licensing inquiries or permissions, please contact us at production@supplychainnow.com© 2026 Supply Chain Now. All rights reserved. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Send us Fan MailHeylands Lowry is a globally experienced continuous improvement and operational excellence leader with deep expertise in Lean manufacturing, Six Sigma, and organizational transformation. Over the course of his career, he has helped companies across medical devices, aerospace, and manufacturing build sustainable systems that improve efficiency while strengthening culture and employee engagement. Known for his ability to connect with people at every level of an organization, Heylands focuses not just on process improvement, but on creating lasting behavioral and cultural change.  Most recently, Heylands served as Director of Continuous Improvement at Intuitive, where he developed and deployed company-wide Lean and Six Sigma training initiatives that reached hundreds of employees across multiple events and workshops. His work included embedding DMAIC methodologies and Lean principles into core business processes while mentoring cross-functional teams on strategic improvement initiatives. One notable achievement involved reducing a surgeon payment cycle from three months down to fewer than five business days.  Prior to Intuitive, Heylands spent nearly fifteen years at Edwards Lifesciences, where he held leadership roles focused on business excellence and Lean deployment. During that time, he led numerous high-impact initiatives, including productivity improvements, throughput increases, inventory optimization, and multimillion-dollar Six Sigma projects. His contributions earned him repeated recognition as Top Talent within the organization, a distinction reserved for fewer than ten percent of employees.  Earlier in his career, Heylands led process improvement initiatives at Panasonic Avionics Corporation and served as a Six Sigma Champion at ITT Industries, where he was selected as one of only 48 employees out of 9,000 for advanced Six Sigma leadership training. Across these roles, he helped organizations streamline operations, prioritize high-value projects, and create scalable infrastructures for continuous improvement.  In this conversation, we explore what it really takes to sustain continuous improvement efforts inside large organizations, why cultural buy-in matters more than most leaders realize, and how engineers and technical professionals can become more effective problem solvers, mentors, and change agents inside their teams.  LINKS: Heylands Lowry LinkedIn: https://www.linkedin.com/in/heylands-lowry-64211a99/ Heylands Lowry website: https://www.intuitive.com/en-us Aaron Moncur, host PDX 2026 is October 20-21 in Phoenix, AZ. Attendee tickets are 50% off August 3-7 only. Learn more and register at https://pdexpo.engineer/  Subscribe to the show to get notified so you don't miss new episodes every Friday.The Being An Engineer podcast is brought to you by Pipeline Design & Engineering. Pipeline partners with medical & other device engineering teams who need turnkey equipment like cycle test machines, custom test fixtures, automation equipment, assembly jigs, inspection stations and more. You can find us at www.teampipeline.usWatch the show on YouTube: www.youtube.com/@TeamPipelineus 

On this episode of the SPOT Radio Podcast, Charlie Webb, CPPL, sits down with Keith Smith of Vonco Products for a conversation about the growing opportunities between medical device manufactures and contract packaging/manufacturing firms. Together, they explore how smart alliances can strengthen packaging validation, streamline production, and open new pathways for medical device manufacturers looking to improve efficiency and compliance. About Keith SmithKeith brings over 25 years of relevant industry experience to Vonco. He currently serves as President of Vonco Products. Prior to acquiring Vonco, he served as General Manager of Carbonless Rolls and Security Papers for Appleton Papers, the largest division of a $1BN paper company. From 2010 to 2012, he served in General Management roles for Appleton Papers in thermal and carbonless papers. He brings significant flexible packaging sales relationships and printing/converting operating experience. Prior to his tenure in the paper businesses, he held various general management, operations and engineering roles with Appleton within the blown films and converting businesses and started his flexible packaging career with Printpack in 1994 running printing presses. His education consists of a bachelor's degree in industrial engineering as well as an MBA from Northern Illinois University and Lean and Six Sigma certifications from University of Michigan.Keith Smith: https://keithsmith.io/about/ Vonco website: www.vonco.com

Is process mining just Six Sigma with better software? Two former Lean Six Sigma consultants — now Product Managers at ServiceNow — answer that question. The answer is more interesting than you’d expect. Tomas Galle (Six Sigma Black Belt) and Roz Parpia (Green Belt) join host Bobby Brill to trace process intelligence from factory floors and sticky-note whiteboards to process maps generated in under ten minutes from data you already own. They cover the real cost of the old way, non-conformance, the ServiceNow Playbooks feature, Task Mining, and the question every AI agent deployment should be asking but usually isn’t: did the process actually get better? CHAPTERS0:00 Introduction — Tomas Galle & Roz Parpia2:02 Is process mining just Six Sigma?4:13 The belt system explained — Black Belt, Green Belt, and the punchline4:58 Manufacturing observation: what process improvement looked like before7:51 The real cost of the old way — six figures, six months, one process8:46 Customer reaction: ten years of work, solved in ten minutes9:03 Where ServiceNow sits in the Process Intelligence market10:56 Annual physical vs. wearable — continuous vs. snapshot13:13 Conformance checking and the happy path14:10 Non-conformance: what it is and why everyone should care16:58 Static statistics vs. analysis on the move17:05 Playbooks: responding to non-conformance in real time18:54 How to get started today — free evaluation projects, no license needed20:26 Task Mining: the human layer process mining can’t see22:00 You’re already sitting on a goldmine22:53 Closing thoughts IN THIS EPISODE• Why “that’s just Six Sigma” is actually the right reaction — and what it’s still missing• Frederick Taylor’s stopwatch, the Gemba walk, and how the factory floor became the IT service desk• Why a single process improvement engagement used to cost six figures and take up to six months• The Gartner Magic Quadrant for Process Intelligence — and Roz’s candid take on where ServiceNow really stands• The wearable vs. annual physical: why continuous process mining beats the yearly audit• Conformance checking and the happy path — what it means when your process deviates• Non-conformance explained with a real change management example (87% vs. 98% CAB approval)• How the ServiceNow Playbooks feature turns detection into real-time correction with one click• Task Mining: what people do in Outlook, Teams, and Excel that never appears in your process map• How to start mining your own data today — no license required, no IT admin needed GET STARTEDIf you’re a ServiceNow customer, you already have access to free evaluation projects — no license needed.https://www.servicenow.com/au/products/process-mining/get-started.htmlhttps://www.servicenow.com/docs/r/now-intelligence/process-mining/process-mining.htmlhttps://www.youtube.com/watch?v=TVrU0TQ7ldMhttps://www.youtube.com/watch?v=GLKROYqnc10 TAGS#ServiceNow #ProcessMining #ProcessIntelligence #SixSigma #LeanSixSigma #TaskMining #AIAgents #WorkflowAutomation #DigitalTransformation #ContinuousImprovement #NonConformance #Playbooks #ServiceNowPodcast #EnterpriseAI #ProcessImprovement #GembaWalk #ConformanceCheckingSee omnystudio.com/listener for privacy information.

Is process mining just Six Sigma with better software? Two former Lean Six Sigma consultants — now Product Managers at ServiceNow — answer that question. The answer is more interesting than you’d expect. Tomas Galle (Six Sigma Black Belt) and Roz Parpia (Green Belt) join host Bobby Brill to trace process intelligence from factory floors and sticky-note whiteboards to process maps generated in under ten minutes from data you already own. They cover the real cost of the old way, non-conformance, the ServiceNow Playbooks feature, Task Mining, and the question every AI agent deployment should be asking but usually isn’t: did the process actually get better? CHAPTERS0:00 Introduction — Tomas Galle & Roz Parpia2:02 Is process mining just Six Sigma?4:13 The belt system explained — Black Belt, Green Belt, and the punchline4:58 Manufacturing observation: what process improvement looked like before7:51 The real cost of the old way — six figures, six months, one process8:46 Customer reaction: ten years of work, solved in ten minutes9:03 Where ServiceNow sits in the Process Intelligence market10:56 Annual physical vs. wearable — continuous vs. snapshot13:13 Conformance checking and the happy path14:10 Non-conformance: what it is and why everyone should care16:58 Static statistics vs. analysis on the move17:05 Playbooks: responding to non-conformance in real time18:54 How to get started today — free evaluation projects, no license needed20:26 Task Mining: the human layer process mining can’t see22:00 You’re already sitting on a goldmine22:53 Closing thoughts IN THIS EPISODE• Why “that’s just Six Sigma” is actually the right reaction — and what it’s still missing• Frederick Taylor’s stopwatch, the Gemba walk, and how the factory floor became the IT service desk• Why a single process improvement engagement used to cost six figures and take up to six months• The Gartner Magic Quadrant for Process Intelligence — and Roz’s candid take on where ServiceNow really stands• The wearable vs. annual physical: why continuous process mining beats the yearly audit• Conformance checking and the happy path — what it means when your process deviates• Non-conformance explained with a real change management example (87% vs. 98% CAB approval)• How the ServiceNow Playbooks feature turns detection into real-time correction with one click• Task Mining: what people do in Outlook, Teams, and Excel that never appears in your process map• How to start mining your own data today — no license required, no IT admin needed GET STARTEDIf you’re a ServiceNow customer, you already have access to free evaluation projects — no license needed.https://www.servicenow.com/au/products/process-mining/get-started.htmlhttps://www.servicenow.com/docs/r/now-intelligence/process-mining/process-mining.htmlhttps://www.youtube.com/watch?v=TVrU0TQ7ldMhttps://www.youtube.com/watch?v=GLKROYqnc10 TAGS#ServiceNow #ProcessMining #ProcessIntelligence #SixSigma #LeanSixSigma #TaskMining #AIAgents #WorkflowAutomation #DigitalTransformation #ContinuousImprovement #NonConformance #Playbooks #ServiceNowPodcast #EnterpriseAI #ProcessImprovement #GembaWalk #ConformanceCheckingSee omnystudio.com/listener for privacy information.

Most machine shop owners will talk your ear off about spindles and tolerances. Ask Mike Marzetta what makes Altek work and he says the word love. Not as a slogan. As the actual thing holding a 200-person advanced manufacturing company together. Mike runs Altek in Spokane, a shop his dad started 50 years ago that's grown into full contract manufacturing: machining, injection molding, assembly, testing, finishing, even its own R and D. But the throughline of our whole conversation isn't the capability list. It's culture. Mike wrestled at the Division I level and was an All-American, and he runs the company like a team, camaraderie first, because he's seen what happens when you have all the talent and none of the trust. We get into the hard business calls too. How he watched commodity work migrate offshore in the early 2000s and dragged a reluctant shop, and his own father, toward AS9100 and FDA certification. How he co-founded a consortium to brand all of Spokane as an advanced manufacturing hub instead of marketing Altek alone. And how betting heavily on the 737 has meant riding out five white-knuckle years of ramp up, ramp down, ramp up. Then there's the people playbook, which is the part I'd steal. Annual all-hands summits modeled on an end-of-season sports banquet. Lean initiatives where the team fixes its own sandbox instead of getting told what to do. And a recruiting edge in a labor shortage that comes down to something almost embarrassingly simple: people tell their friends it's a good place to work. Oh, and he built a whole STEM robotics company, Minds-i, on the side, just to make a difference and have fun. This one's a gem.  What's Covered in this Episode (0:00) Mike on the students his Minds-i kits pushed toward engineering careers (1:10) Meet Mike Marzetta and Altek: close to 200 people, 150,000 sq ft, too many machines to count (5:14) The origin: a tool and die maker who stopped in Spokane on the way to Boeing (7:36) The pivot to AS9100 and FDA certification that reshaped the business (8:57) Check out the Hennig Workflow Automation System (9:49) Taking over as president and replacing commodity work faster than it left (14:13) Betting on the 737 and riding out five rough years for the airframe (15:11) Branding Spokane: co-founding INWAC and marketing the region together (17:19) From a workforce round table to INWAC to NEMA (20:42) Minds-i: the passion project born from two core values (22:42) Inside the kits: drones, self-driving rovers, and real STEM curriculum (26:40) Take your shop to the next level with DN Solutions machines (28:45) Running the company like a sports team: camaraderie over pure talent (32:27) Why the word love belongs in a machine shop (33:17) Recruiting in a labor shortage by treating people like people (34:45) What the culture looks like on the floor, from fist bumps to plant tours (38:11) Lean and Six Sigma: give teams the tools to fix their own sandbox (40:16) Annual summits modeled on the end-of-season sports banquet (43:02) Homegrown leaders and how one bad apple can wreck a culture (44:30) Why we created Hire MFG Leaders and why you should use it (45:00) Two and a half generations of Marzettas and what succession looks like (46:38) The biggest hurdles: COVID and too many eggs in the 737 basket (48:01) Washington's taxes and the Work Share program that saved jobs (50:48) Today's challenge: holding quality and culture while ramping up fast (53:42) An excellence award and the R and D behind it: in-mold electronics, structural molding Resources Mentioned Hennig Workflow Automation System DN Solutions Hire MFG Leaders MINDS-i Education Connect with Mike Marzetta Connect with Mike on LinkedIn Altek

Learn more about IISE's Emerging Technology ForumIn this special "From the Archives" episode of Problem Solved, IISE's David Brandt revisits one of his favorite conversations with IISE Fellow and ISE magazine columnist Kevin McManus. In this episode from 2019, they explore the parallels between industrial engineering principles and everyday life, discussing topics such as continuous improvement, essentialism, leadership, workplace culture, and lifelong learning. Their thoughtful conversation offers a unique perspective on how industrial and systems engineering can help individuals and organizations focus on what matters most while eliminating waste and creating meaning.Learn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on InstagramProblem Solved on TikTokOriginal episode produced and edited by David BrandtProblem Solved Executive Producer: Elizabeth GrimesInterested in contributing to the podcast or sponsoring an episode? Email egrimes@iise.org Learn more about IISE's Emerging Technology Forum

Industrial water professionals understand flow, pressure, heat exchange, wastewater, boilers, condensers, and process control. Alicia Butler-Pierre brings that same engineering logic into business systems, showing how work, information, decisions, and people move through an organization. Alicia, CEO of Equilibria, joins Trace Blackmore, CWT, to connect process engineering, operations management, Lean Six Sigma, dashboards, professional training, and business infrastructure. Her message is clear: whether you are moving water through a pipeline or work through a company, the question remains the same—how can the process flow more seamlessly?   From Process Engineer to Process Architect Alicia shares how her chemical engineering background shaped the way she sees organizations. Early in her career, she worked around wastewater, boilers, condensers, and heat exchangers, but she also saw a gap between technical operations and business decision-making. That gap eventually led her to business school, entrepreneurship, and the founding of Equilibria. What began as a professional organizing company became an operations management consulting firm focused on processes, systems, Lean Six Sigma, and business infrastructure. For water professionals, this conversation offers a practical reminder: technical improvements often fail to gain support when they are explained only in technical language. Alicia challenges listeners to connect process improvements to business outcomes that accounting, leadership, and customers can understand.   Dashboards, Dollars, and the Cost of Poor Quality Trace and Alicia discuss a familiar challenge in water treatment: a team may know that a technical improvement will raise efficiency or reduce risk, but accounting may only see the capital expense. Alicia's advice is to show the linkage. Dashboards can help different functions see cause and effect. When technical investments are connected to revenue, profitability, customer demand, and operating efficiency, decision-makers can better understand the true value of the work. Alicia also introduces the Lean Six Sigma concept of cost of poor quality. Instead of presenting improvement work as another expense, she encourages professionals to frame it as an investment and show what inaction could cost in dollars and cents.   Lean Six Sigma, Training, and Podcast Education Alicia explains Lean and Six Sigma in clear operational terms. Lean focuses on reducing waste and improving work from a customer-centered perspective. Six Sigma uses statistics and data analysis to reduce defects and errors as close to zero as possible. The conversation also moves into professional education. Alicia describes her podcast training portal, her partnership with the Project Management Institute, and how podcast episodes can support professional development units when paired with quizzes, approval processes, and a structured learning management system. For a technical field built on continuing education, this opens an important question: how can trusted podcast content become part of a more formal learning pathway?   Scaling Knowledge Across Borders Alicia's work has expanded through teaching, online training, micro-courses, podcasting, and international business development. She describes podcasting as a door that gave her access to the world and helped her see the global need for professional education. Her path from process engineer to process architect reinforces a lesson water professionals know well: good systems do not happen by accident. They are designed, tested, improved, and translated into language others can act on. Listen to the full conversation above. Explore related episodes below. Stay engaged, keep learning, and continue scaling up your knowledge!   Connect with Alicia Butler-Pierre  Email: apierre@eqbsystems.com   Website: Equilibria | Lean Six Sigma, Project Management Training via Podcasts   LinkedIn: https://www.linkedin.com/in/aliciabutlerpierre/   Equilibria, Inc.: Overview | LinkedIn     Scaling UP! H2O Resources Mentioned  AWT (Association of Water Technologies)  Scaling UP! H2O Academy video courses  Submit a Show Idea  The Rising Tide Mastermind  131 The One About Standard Operating Procedures    Words of Water with James McDonald Today's definition is the pressure of a system measured relative to the surrounding atmospheric pressure.  In other words, it is the pressure of a system above atmospheric pressure.    2026 Events for Water Professionals  Check out our Scaling UP! H2O Events Calendar where we've listed every event Water Treaters should be aware of by clicking HERE.    This episode made possible through our valued partners at: 

What You'll Learn in This Episode:In this episode, Catherine McDonald and Shayne Daughenbaugh welcome Michael Parent to discuss SIPOC, one of the most effective tools for understanding and improving business processes. Michael explains how SIPOC (Suppliers, Inputs, Process, Outputs, Customers) helps teams define process boundaries, identify stakeholders, and maintain focus on delivering customer value.The conversation explores different approaches to building a SIPOC, including why Michael prefers starting with the customer before mapping the process itself. They also discuss how SIPOC fits into Lean and Six Sigma problem-solving, how it helps prevent scope creep, and why it serves as a strong foundation for process mapping, stakeholder engagement, and continuous improvement efforts.Whether you're leading a process improvement project or trying to better understand how work flows through your organization, this episode provides practical guidance on using SIPOC to create clarity and alignment from the start.Key Takeaways:1. SIPOC provides a high-level view of a process and helps clearly define project scope and boundaries.2. Keeping the customer at the center of the discussion ensures improvement efforts remain focused on delivering value.3. SIPOC serves as a powerful starting point for process mapping, stakeholder analysis, and continuous improvement initiatives.4. The most effective SIPOCs involve the right mix of stakeholders and subject matter experts while avoiding unnecessary complexity and scope creep.Links:mparent@sixsigma-consulting.comhttps://www.linkedin.com/in/parent-michael/https://www.findleansolutions.com/summit-2026/https://www.findleansolutions.com/

In this episode, I discuss an important concept in Six Sigma:Y = f(x) or Y is a function of x.Y is your measured output, and X represents the inputs to your process, and the function represents the process and how the X factors relate or impact the Y.Another way to state it is Inputs (X), Processes (Function) and Outputs (Y) or IPO.I explain how this concept can be used when thinking through your own personal improvement journey. What are your inputs, processes and outputs.If you don't like how one of the outputs is performing (relationships, weight, health, income, etc), then what processes and inputs need to change.Listen to the episode to learn more. If you'd like the graphic I mentioned, send me an email at brion@biz-pi.comLearn more about BPIVisit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.leansixsigmaecosystem.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to access free courses and templates, or upgrade for premium content and coaching programsVisit ⁠⁠⁠⁠⁠⁠⁠https://www.biz-pi.com⁠⁠⁠⁠⁠⁠⁠ to learn more about me and my consulting firmVisit ⁠⁠⁠⁠⁠https://greenbeltcertification.com⁠⁠⁠⁠⁠ to learn how to get Lean, Green Belt or Black Belt training and certification for you or your organization

Within the profession of industrial and systems engineering, the names Frank and Lillian Gilbreth are everywhere - appearing on awards, scholarships, professorships, and libraries. But who were the people behind those names, and how did their work help shape the profession we know today?In this episode of Problem Solved, historian Mike Farrelly of the Montclair History Center and Township Historian takes us on a journey through the lives of Frank and Lillian Gilbreth, the pioneering husband-and-wife team whose innovations laid the foundation for modern industrial and systems engineering.Hear how Frank began his career by revolutionized bricklaying, how the Gilbreths pioneered motion studies using photography and film, and how their work influenced fields ranging from construction and manufacturing to surgery and workplace design. The episode also explores Lillian's groundbreaking contributions as a psychologist, educator, inventor, and one of the most influential women in engineering history.Along the way, Mike shares fascinating stories about the real-life family behind Cheaper by the Dozen, including how the Gilbreths applied their principles at home while raising 12 children.Whether you're an industrial engineer, a student of history, or simply curious about the people whose ideas continue to shape the way we work and live, this episode offers a fascinating look at two remarkable innovators whose legacy can still be felt more than a century later.A huge thank you to our guest, Mike Farrelly, for sharing this thorough look at this remarkable family.• Learn more about the Montclair History Center• Watch Mike Farrelly's presentation featuring historical photographs of the Gilbreth family and their work:https://youtu.be/5N6RR0XD5Tk?si=LW9ixkOys1MqGZTL• Read Cheaper by the Dozen by Frank B. Gilbreth Jr. and Ernestine Gilbreth Carey• Read Belles on Their Toes by Frank B. Gilbreth Jr. and Ernestine Gilbreth CareyLearn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on InstagramProblem Solved on TikTokProblem Solved Executive Producer: Elizabeth GrimesInterested in contributing to the podcast or sponsoring an episode? Email egrimes@iise.org

Voice of Customer has been a fixture in Lean and Six Sigma for decades, but the word "voice" carries a hidden assumption: that the customer has to do something -- answer a survey, write an email, lift a finger -- before you learn anything. Most of the time they don't, and you're left improving in the dark.In this preview of our next Continuous Improvement Webinar, host Mark Graban talks with Annette Behrensmeyer and Volker Probst, managing partners at Resonance Growth Partners, about a broader idea: customer signals. These include the unsolicited, behavior-based indicators customers send all the time without being asked -- and the operational data that often reveals more than a survey ever could.The conversation gets at a problem every CI leader knows: the gap between what customers say and what they do. Volker shares a story from when his wife was hospitalized while pregnant with twins, and a nurse asked her daily to fill out a survey and award a perfect score -- a built-in bias that tells you almost nothing about the actual experience. The better question is what behaviors and operational indicators reveal about how an experience really went, and what an organization should fix because of it.The full webinar, Beyond the Voice of Customer: How Richer Customer Signals Can Improve Continuous Improvement, airs live Thursday, June 18 at 1:00 pm ET. There's relevant material here for manufacturing, service businesses, and healthcare leaders thinking about voice of the patient. Register at the link below, bring your questions for the live Q&A, or catch the recording here in the feed and on YouTube afterward.Register: https://info.kainexus.com/webinar-customer-signals-continuous-improvement

Send us Fan MailYesenia Avellaneda is an engineering leader whose career sits at the intersection of innovation, operations, and impact. Currently a Senior Project Engineer within Global Operations at Abbott, she has built a reputation for turning complex ideas into scalable, high-performing manufacturing systems. From leading New Product Introduction (NPI) efforts to executing international production transfers and launching entirely new facilities, Yesenia thrives where strategy meets execution. Her work has had measurable impact. She has led capital projects exceeding $5 million, driven production efficiency improvements, and implemented Lean manufacturing and Six Sigma methodologies to enhance quality and throughput. In one role, she helped boost line productivity by 200%, all while overseeing teams of 60+ personnel and ensuring compliance with rigorous FDA and regulatory standards . Her ability to align cross-functional teams—from product development to operations—has made her a key driver of successful product launches and operational excellence. Yesenia's academic foundation reflects her human-centered approach to engineering. She earned her bachelor's degree in Human Physiology from the University of Oregon and later completed a master's in Biomedical Engineering from the University of Portland. This unique combination allows her to bridge the gap between clinical needs and engineering solutions—an essential skill in the medical device industry. Beyond her technical and leadership accomplishments, Yesenia is deeply committed to giving back. As Regional Vice President for SHPE Region 6 and a longtime advocate for underrepresented communities in STEM, she actively works to create inclusive pathways for future engineers. She's also an experienced speaker, sharing insights on leadership, career growth, and navigating STEM as a first-generation professional. In this conversation, Yesenia brings a rare perspective—one that combines hands-on engineering, large-scale operational leadership, and a mission-driven approach to making a broader impact in both industry and community. LINKS: Yesenia Avellaneda LinkedIn: https://www.linkedin.com/in/yesenia-avellaneda/ https://shpe.org/ Aaron Moncur, host  Subscribe to the show to get notified so you don't miss new episodes every Friday.The Being An Engineer podcast is brought to you by Pipeline Design & Engineering. Pipeline partners with medical & other device engineering teams who need turnkey equipment like cycle test machines, custom test fixtures, automation equipment, assembly jigs, inspection stations and more. You can find us at www.teampipeline.usWatch the show on YouTube: www.youtube.com/@TeamPipelineus 

Dr. Michael Carter didn't originally plan to become a professor or even an industrial engineer.But after discovering operations research and eventually finding his way into industrial engineering, his career became focused on one of the most complex systems imaginable: healthcare.In this episode of Problem Solved, we speak with the recipient of the 2026 Frank and Lillian Gilbreth Award, IISE's highest honor. Dr. Carter reflects on his decades-long career in healthcare systems engineering, how inefficiencies he observed inside hospitals sparked a lifelong passion for improvement, and why he dedicated his career to building what he calls “an army of engineers” working in healthcare.We also discuss the future of healthcare systems, the growing role of AI and data in medicine, mentorship, and the ripple effect of influencing generations of students and practitioners.Dr. Carter is Professor of Mechanical and Industrial Engineering at the University of Toronto and Founding Director of the Centre for Healthcare Engineering. Over the course of his career, he has helped shape healthcare engineering in Canada and beyond through research, education, and real-world implementation.And at the end of this episode, stay tuned for a preview of our upcoming special episode exploring the real lives and legacy of Frank and Lillian Gilbreth.Learn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on InstagramProblem Solved on TikTokProblem Solved Executive Producer: Elizabeth GrimesInterested in contributing to the podcast or sponsoring an episode? Email egrimes@iise.org

Are you secretly running on empty, wondering if burnout is targeting you next?In this episode, Alen Voskanian, COO of Cedars-Sinai Medical Network and author, pulls back the curtain on the raw realities beneath operations leadership. From the constant grind of clinical environments to the personal toll of endless firefighting, Voskanian exposes why burnout hits high performers hardest and how ignoring your creative side can quietly sabotage your impact. This isn't just about wellness platitudes. It's a real-world look at chasing fulfillment, designing systems that beat chaos, and the unexpected arts that make leaders resilient.If you're a COO (or run with one), you can't afford to miss these insights. The game has changed. Listen now or risk staying stuck in cycles that will bury both your team and your spirit. This is the side of leadership nobody else is showing you.Sponsored byGenius Network - An exclusive community for highly successful entrepreneurs, connecting you with top-tier leaders, strategic insights, and powerful relationships to help you grow your business faster and smarter.Learn more: https://www.geniusnetwork.com/Timestamped Highlights00:25 – The real reason burnout is rampant among COOs and physicians04:12 – The under-the-radar roles that secretly prepared him for operations07:29 – Three unconventional ways to master leadership fast12:18 – Why stand-up comedy became his secret tool for resilience15:57 – The hidden danger in neglecting your creative life as a leader19:53 – Brutal realities of burnout nobody is willing to admit29:55 – How lean principles are quietly transforming healthcare operations39:09 – What people on their deathbeds taught him about fulfillment and regretAbout the GuestAlen Voskanian, MD, MBA, is the Vice President and COO of Cedars-Sinai Medical Network. A board-certified physician in Family Medicine and Hospice & Palliative Medicine, he's also an author and sought-after keynote speaker. Alen is known for transforming healthcare to improve access and quality. He holds degrees from UC Berkeley, UC Irvine, and an MBA from Indiana University. He's a former innovation advisor for CMS, a Cunniff-Dixon/Hastings Center Physician Award winner, and a Health Innovators Fellow with the Aspen Global Leadership Network.

Special Offer: Get 15% OFF your first FIGS order with code FIGSUK at checkout.Shop now at https://www.wearfigs.com/———————————————————————Download your workbook for this episode here: https://sigma-smile.com/#workbook______________________________________________UK Dentists: Collect your verifiable CPD for this episode here >>> https://courses.dentistswhoinvest.com/smart-money-members-club———————————————————————A dental practice can look busy, feel exhausting, and still be quietly losing tens of thousands in revenue. We sit down with Ravinder Nottra, a profitability coach for dentists, to unpack how Lean and Six Sigma can turn the daily chaos of overruns, long waits, and inconsistent workflows into something you can actually see, measure, and improve.We start with a familiar pain point: the “30-minute wait”. Rav shows how delays are rarely caused by one big mistake, but by a cascade of small defects that stack up, then links that operational drag to the numbers that matter: no-shows, overheads, and how small percentage wins can translate into meaningful profit. From there we dig into Lean thinking, mapping the patient journey to strip out waste, and Six Sigma, reducing variation so your diary becomes predictable rather than hopeful.You will hear practical examples from McDonald's consistency, Formula 1 pit stops and SMED, plus surprising bottleneck lessons from the NHS and Heathrow that apply directly to reception, chair time, and pre-appointment communication. Rav also shares three tools you can use immediately: the Five Whys, Pareto thinking, and tight standard operating procedures that protect quality and boost practice valuation by making performance repeatable.———————————————————————Disclaimer: All content on this channel is for education purposes only and does not constitute an investment recommendation or individual financial advice. For that, you should speak to a regulated, independent professional. The value of investments and the income from them can go down as well as up, so you may get back less than you invest. The views expressed on this channel may no longer be current. The information provided is not a personal recommendation for any particular investment. Tax treatment depends on individual circumstances and all tax rules may change in the future. If you are unsure about the suitability of an investment, you should speak to a regulated, independent professional. Investment figures quoted refer to simulated past performance and that past performance is not a reliable indicator of future results/performance.Send us Fan Mail

In this special episode of Problem Solved LIVE from the IISE Annual Conference & Expo 2026, students, researchers, and industry professionals share their perspectives on the evolving future of industrial and systems engineering. Conversations explore artificial intelligence, healthcare systems, sustainability, automation, and the growing role of human-centered problem solving across industries. The episode also features highlights from the IISE Innovation Cup competition, where teams showcased innovative solutions with measurable real-world impact. From first-time conference attendees to experienced professionals leading organizational change, the episode captures the energy, optimism, and innovation shaping the next generation of ISE.Thanks to all our guests who contributed in this episode!Thank you to our sponsor, Cullen College of Engineering Lean Six Sigma program.Learn more at IE.UH.EDUIISE Annual Conference & Expo 2026May 16–19 | Arlington, TexasLearn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on InstagramProblem Solved on TikTokProblem Solved Executive Producer: Elizabeth GrimesInterested in contributing to the podcast or sponsoring an episode? Email egrimes@iise.org

Most clinic owners lose 40 to 60% of their patients in the first 8 weeks. The enthusiasm fades, the patient self-discharges, and the practice quietly bleeds revenue it already paid to acquire.Dr. Jay Greenstein knows the math better than almost anyone. In 2003, his practices were growing fast and he was still going broke, because he understood clinical care but not systems, process, or collections. That crisis sent him to Wharton's small business program, into Jack Welch's playbook and Six Sigma, and eventually to building EMBODI: a platform that uses behavioral science, gamification, and AI to turn patient follow-through into measurable outcomes and practice income.In this episode, Jeff pushes Jay past the pitch and into the operational reality. You get the data, the billing mechanics, the hiring lessons, and the version that failed before any of it worked.What You'll Learn:- The exact retention numbers from 7 independent practices and over 4,000 patients (40.48% more visits, 36.12% more revenue for EMBODI users versus non-users)- How EMBODI qualifies as software as a medical device and opens 6 Remote Therapeutic Monitoring billing codes most owners are leaving on the table- Why rising patient acquisition costs make lifetime value the only number that matters, and how to engineer it- The "first who, then what" hiring philosophy Jay learned the hard way, and the resume-first mistake that cost him for years- What Jay would do to rebuild from zero in 30 days using today's AI toolsIf you got value from today's show, you know the only fee we ask: hit share and send this to one clinic owner who needs it.Want to talk through your own growth bottleneck? Book a call: https://api.leadconnectorhq.com/widget/bookings/discoveryroadmapcallpodcastyoutubeLearn more about EMBODI: https://embodihealth.com/Connect with Dr. Jay Greenstein: https://www.instagram.com/drjaygreenstein/Earnings disclaimer: Results discussed reflect the experiences of the guest and the specific practices studied. Individual results vary and are not guaranteed. Nothing in this episode is financial, legal, or medical advice.

Some problem-solving wisdom comes from advanced frameworks. Other wisdom comes from eighth-grade science class. Eric Harding holds onto both. In this episode of People Solve Problems, host Jamie Flinchbaugh sits down with Eric Harding, Vice President of HR Operations and Systems at Republic Services. With more than twenty years across HR, manufacturing, and product development, Eric has seen what works, what fails, and what gets dressed up as something more sophisticated than it really is. The conversation moves through methodology, coaching, culture, and measurement, returning again and again to a single truth: the fundamentals do most of the work. Eric describes how his thinking about problem solving traces back through Intel's seven-step method in the early nineties, through Six Sigma belts and DMAIC, through Lean, and through more recent labels. He prefers the term methodology-based improvement because it removes the anxiety that surfaces the moment a specific brand name appears in the room. What he has noticed across organizations is that the named system matters less than the discipline of being systematic. And he is direct about where most teams fall short. Defining the problem clearly, he argues, is where the largest gains live, and it is also where most organizations are weakest. A story from early in his career illustrates how seriously he takes context. As a Lean manager overseeing multiple factories, Eric tried the same approach in two buildings sitting across the same parking lot. It thrived in one and failed in the other. Culture matters. The situation matters. He pairs this lesson with the situational leadership framework, reading both where the organization sits in its development and where the individual being coached sits in their understanding of problem-solving. The conversation turns to learning, where Eric makes the case for the A3 as a coaching surface that lets him see how someone thinks. He shares a moment from a strategy session with a shared service center team in Costa Rica, where nearly every problem statement returned by his teams contained the word manual. Eric now has a rule for his HR A3s. The word manual is not allowed in a problem statement because the moment it appears, the team has already decided that automation is the answer and has stopped thinking. He extends the same caution to artificial intelligence today, arguing that AI cannot rescue a process that has never been standardized in the first place. He also recounts a recent example where a team had spent years trying to solve what they believed was a roles and responsibilities problem. Once the process flow was mapped and the right questions were asked, the actual issue surfaced. Nobody was doing the work the same way. It was a process problem all along, and only the right kind of coaching brought that to the surface. On the subject of managing the problem landscape, Eric talks about the move from reactive firefighting to meaningful KPIs and monthly operating reviews. He shares the background check story, where loud complaints were shaping the narrative until a data analyst built the data set that showed the ninetieth percentile was on target and only the outliers were creating the noise. Data, he explains, lets you stop arguing and start solving. He encourages teams new to measurement to start somewhere, even imperfectly, and let the indicators mature over time so that operating reviews become a place for coaching and learning rather than reporting. To learn more about Eric Harding and his work, visit www.republicservices.com or connect with him on LinkedIn at www.linkedin.com/in/eric-harding-9627736.

At the IISE Annual Conference & Expo 2026, the future of industrial and systems engineering is on full display, from students attending their very first conference to longtime leaders who have spent decades shaping the profession.In this special episode of Problem Solved LIVE from Annual, we hear from two recent graduates and student volunteers from Arizona State University as they reflect on networking, personal growth, and discovering the broader impact of industrial engineering beyond the classroom.We also speak with IISE Medallion Award winner Jaime Rogers, whose nearly 50-year journey with IISE offers perspective on leadership, opportunity, and why the future of ISE has never been brighter.From first steps to legacy careers, this episode highlights the people, connections, and shared purpose that continue to drive the industrial and systems engineering profession forward.Follow Problem Solved for more conversations from the people shaping the future of industrial and systems engineering.IISE Annual Conference & Expo 2026May 16–19 | Arlington, TexasLearn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on InstagramProblem Solved on TikTokProblem Solved Executive Producer: Elizabeth GrimesInterested in contributing to the podcast or sponsoring an episode? Email egrimes@iise.org

In this episode, we dive into the rise, dominance, and controversy surrounding Six Sigma — the corporate improvement system that promised near-perfect quality and became a management obsession across America. From Motorola's statistical revolution to Jack Welch's aggressive rollout at General Electric, Six Sigma evolved from a useful quality tool into what some critics call a full-blown corporate ideology. Drawing from Mark DeLuzio's provocative essay "The Six Sigma Hysteria," we explore why many Lean practitioners believed Six Sigma created more bureaucracy than breakthrough innovation. We unpack the clash between Lean thinking and Six Sigma methodology, the explosion of belt certifications and consulting culture, and the argument that companies became obsessed with measuring defects while ignoring waste, flow, and human creativity. Along the way, we examine real-world stories from Toyota, Danaher, and GE, and from factory floors where frontline employees solved problems that data alone could not. We also ask a bigger question: Are modern businesses repeating the same mistake today with AI, Agile, and productivity frameworks? This episode is about more than Six Sigma. It's about the danger of turning tools into religion — and what happens when companies mistake methodology for culture.

Lucy Roche is an ASQ-certified Six Sigma black belt with a master's degree in chemical engineering and a PhD in systems engineering.

This week’s guest is Michael Parent. Ron and Michael discussed an interesting AI conundrum, the impact that systems and design have on performance, Michael’s Tetris experiment, and more. An MP3 audio version of this episode is available for download here. In this episode you’ll learn:  Michael’s quote (3:03) Ron’s LinkedIn poll on AI (4:32) About Michael’s background (8:11) His thoughts on system and design (10:58) What’s happening with high performers (14:09) How Michael uses Tetris (17:40) What the lessons learned were/are (22:18) How often Michael sees these design problems (24:52) His final words of wisdom (27:52) Podcast Resources Right Click to Download this Podcast as an MP3 Michael’s Substack Michael on LinkedIn Ron’s LinkedIn Poll on AI GA 339 | Applying Lean and Six Sigma to Human Resources GA 423 | Lean and Human-Centered Design The Red Bead Experiment Get All the Latest News from Gemba Academy Our newsletter is a great way to receive updates on new courses, blog posts, and more. Sign up here. What Do You Think? What are your thoughts on Michael’s Tetris experiment?

Hanna Bauer, founder of Heartnomics, joins Jesse to talk about what she calls "Leadership Tachycardia" — what happens when leaders skip recovery and wonder why they're running on empty.Hanna blends Six Sigma, systems thinking, and personal experience to help leaders align internally so they can execute externally. In this conversation: empowerment, fabricated stress, the difference between excellence and perfection, and why purpose and passion aren't the same thing.Topics covered:Leadership Tachycardia and the cost of skipping recoverySeparating facts from the stories we tell ourselvesExcellence vs. perfectionPurpose vs. passionEmpowerment as a personal responsibilityConnect with Hanna: heartnomics.com | LinkedIn00:00 Exhausted Yet Driven00:15 Meet Hannah Bauer02:14 Defining Empowerment03:38 Stuck Signals and Burnout06:09 Breathing and Recovery08:40 Purpose Versus Passion09:59 Leadership Tachycardia13:15 Seasons and Rest Rhythms16:21 Excellence Over Perfection20:12 Facts Versus Stories23:31 Beliefs and Empowerment26:16 Trauma to Thrive28:13 Pick Your Pain29:55 Heartnomics and Innovation32:30 Risk and Breakthrough Leadership33:20 Risk And Real Leadership34:34 No Roadmap For Change35:58 From Survival To Six Sigma38:04 Systems Thinking From The Heart39:11 Stop Blaming People Fix Systems42:28 Getting Used To Being Well45:45 Coaching Mentors And Accountability46:41 Your Story Becomes Your Message50:43 Excellence Versus PerfectionGet the time management system that will make you dangerously effective: https://www.depthbuilder.com/time-management-webinar-sign-up-pageSubscribe to the Monday Morning Hugs Newsletter for thought provoking topics to accelerate your growth: LinkedIn Newsletter  Download the free PDF copy of Becoming the Promise You are Intended to Be 

Your 2026 IISE Annual Conference Preview: 3 Voices to Know Before You GoWhat makes this year's IISE Annual Conference and Expo a must-attend event?In this special preview episode of Problem Solved, we bring you insights from three featured voices who are shaping conversations across industrial and systems engineering:Laura Albert (University of Wisconsin–Madison) on why this is a consequential moment for ISE and why it's time to stop being a “well-kept secret” Jennifer Van Buskirk (AT&T) on leading transformation inside one of the world's most complex systems and how ISEs are uniquely built for it Doug Melton (Pre-Conference Workshop, Engineering Unleashed) on developing an entrepreneurial mindset and creating value in any context From the future of the field, to industry impact, to putting the mindset into action, get your first look at the ideas waiting for you in Arlington. IISE Annual Conference & Expo 2026 May 16–19 | Arlington, TexasLearn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on InstagramProblem Solved on TikTokProblem Solved Executive Producer: Elizabeth GrimesInterested in contributing to the podcast or sponsoring an episode? Email egrimes@iise.org

How do you design a hospital that feels warm, human, and even joyful while balancing the complex systems that keep it running?In this episode of Problem Solved, we take you inside one of the most advanced pediatric hospitals in the country, Children's Healthcare of Atlanta Arthur M. Blank Hospital.From simulation labs that test systems, to technology that connects families in critical moments, to robots that deliver supplies, this facility is redefining what healthcare can look like.Walk through the hospital with our group and sit in on conversations with leaders Michelle Tillis (CNIO & VP, IS&T) and Jason Skelley (Director Information Systems Business Partnership) as we explore how teams are balancing standardization and customization, and how new opportunities for improvement are emerging. Thank you to the entire team at Children's and to our guides Kristen Bowman, Felicia Reynders, and Megan Difiore.Learn more about the HSPI Conference sponsored by Society for Health SystemsLearn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on InstagramProblem Solved on TikTokProblem Solved Executive Producer: Elizabeth GrimesInterested in contributing to the podcast or sponsoring an episode? Email egrimes@iise.org

Coming soon:How do you design a hospital that feels warm, human, and even joyful while balancing the complex systems that keep it running?In this episode of Problem Solved, we take you inside one of the most advanced pediatric hospitals in the country, Children's Healthcare of Atlanta Arthur M. Blank Hospital.From simulation labs that test systems, to technology that connects families in critical moments, to robots that deliver supplies, this facility is redefining what healthcare can look like.Walk through the hospital with our group and sit in on conversations with leaders Michelle Tillis (CNIO & VP, IS&T) and Jason Skelley (Director Information Systems Business Partnership) as we explore how teams are balancing standardization and customization, and how new opportunities for improvement are emerging. Thank you to the entire team at Children's and to our guides Kristen Bowman, Felicia Reynders, and Megan Difiore.Learn more about the HSPI Conference sponsored by Society for Health SystemsLearn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on InstagramProblem Solved on TikTokProblem Solved Executive Producer: Elizabeth GrimesInterested in contributing to the podcast or sponsoring an episode? Email egrimes@iise.org

Decision Science: The Systems Behind Billion-Dollar Site Selection with Ramya GowdaWhen companies decide where to build, expand, or relocate, that single decision shapes everything that follows - hiring, productivity, supply chains, cost, and long-term risk.But how do organizations actually make those decisions?In this episode of Problem Solved, we sit down with Ramya Gowda, Managing Director at Newmark, where she leads strategic consulting in site selection, location strategy, and labor analytics. Ramya helps global corporations evaluate potential locations and make some of the most consequential decisions in their organizations.Using industrial and systems engineering principles, Ramya and her team apply decision science, data modeling, and systems thinking to compare locations across hundreds of factors, from workforce availability and infrastructure to logistics networks, environments, and long-term resilience.In this conversation, you'll learn:• How companies evaluate potential locations for manufacturing plants, offices, and data centers • Why site selection is really an upstream systems decision that affects everything downstream • How decision models translate complex data into board-ready recommendations • Why relationships with communities and economic development organizations matter • The skills industrial engineers need to work in location strategy and consultingRamya also shares how industrial and systems engineering prepares professionals to solve complex problems across industries—not just in manufacturing.Read some of Ramay's articles:https://www.areadevelopment.com/corporate-site-selection-factors/q1-2026/the-geography-of-packaging-why-location-strategy-matters-more-than-ever.shtml https://www.areadevelopment.com/corporate-site-selection-factors/q3-2025/the-site-selection-corporate-checklist.shtml https://www.areadevelopment.com/manufacturing-industrial/q2-2025/get-your-mega-site-project-ready.shtmlLearn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on InstagramProblem Solved on TikTokProblem Solved Executive Producer: Elizabeth GrimesInterested in contributing to the podcast or sponsoring an episode? Email egrimes@iise.org

On this special LIVE from HIMSS 2026 Gil is joined on the conference floor for a conversation that cuts against the conference's AI hype cycle. His guests Cheryl Pammer, Head of Insights, and Mikhail Golovnya, Senior Advisory Data Scientist, both of Minitab, bring something rare to a floor dominated by new entrants: fifty years of institutional memory in applied analytics. From their origins powering the Six Sigma quality revolution at GE and Motorola, to their 2017 acquisition of Salford Systems and its machine learning expertise, Minitab has been doing what the industry just started calling AI long before the term took hold. The conversation covers how the same disciplined, data-first thinking that optimized turbines and financial services workflows is now being applied to hospital operations, predicting patient falls, ranking post-surgical care providers, modeling ER throughput, and reducing readmissions. The throughline is a warning as much as a promise: the tools are mature, the opportunity is enormous, and the single biggest obstacle remains what it has always been, organizations that collect the wrong data, for the wrong reasons, before they have ever defined the problem they are trying to solve. To stream our Station live 24/7 visit www.HealthcareNOWRadio.com or ask your Smart Device to “….Play Healthcare NOW Radio”. Find all of our network podcasts on your favorite podcast platforms and be sure to subscribe and like us. Learn more at www.healthcarenowradio.com/listen

Decision Science: The Systems Behind Billion-Dollar Site Selection with Ramya GowdaWhen companies decide where to build, expand, or relocate, that single decision shapes everything that follows - hiring, productivity, supply chains, cost, and long-term risk.But how do organizations actually make those decisions?In this upcomiong episode of Problem Solved, we sit down with Ramya Gowda, Managing Director at Newmark, where she leads strategic consulting in site selection, location strategy, and labor analytics. Ramya helps global corporations evaluate potential locations and make some of the most consequential decisions in their organizations.Using industrial and systems engineering principles, Ramya and her team apply decision science, data modeling, and systems thinking to compare locations across hundreds of factors, from workforce availability and infrastructure to logistics networks, environments, and long-term resilience.Read some of Ramay's articles:https://www.areadevelopment.com/corporate-site-selection-factors/q1-2026/the-geography-of-packaging-why-location-strategy-matters-more-than-ever.shtml https://www.areadevelopment.com/corporate-site-selection-factors/q3-2025/the-site-selection-corporate-checklist.shtml https://www.areadevelopment.com/manufacturing-industrial/q2-2025/get-your-mega-site-project-ready.shtmlLearn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on InstagramProblem Solved on TikTokProblem Solved Executive Producer: Elizabeth GrimesInterested in contributing to the podcast or sponsoring an episode? Email egrimes@iise.org

In this episode, I share a list of the simulations I use in my training classes to teach Lean and Six Sigma methods and techniques. To see the entire list, go to https://greenbeltcertification.com/lean-six-sigma-training-simulations/If you'd like to attend the Green Belt with Copilot Part 2 webinar, I had to reschedule to April 13th. I'll go through ANOVA, DOE, Regression and other hypothesis tests using Copilot. You can still register at ⁠⁠https://www.leansixsigmaecosystem.com/c/webinars/green-belt-refresher-using-copilot-part-2⁠⁠Learn more about BPIVisit ⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.leansixsigmaecosystem.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠ to access free courses and templates, or upgrade for premium content and coaching programsVisit ⁠⁠⁠⁠https://www.biz-pi.com⁠⁠⁠⁠ to learn more about me and my consulting firmVisit ⁠⁠https://greenbeltcertification.com⁠⁠ to learn how to get Lean, Green Belt or Black Belt training and certification for you or your organization

Welcome to Manufacturing Greatness with Trevor Blondeel, where we work with organizations to manufacture greatness by leveraging resources you already have to achieve greater retention, productivity, and profits. To learn more, visit www.manufacturinggreatness.com and click here to subscribe to Trevor's monthly newsletter. Now, let's jump in! In today's manufacturing environment, the biggest barrier to productivity, talent retention, and employee satisfaction isn't equipment or process, it's connection. Organizations may invest in lean manufacturing, Six Sigma, and process optimization, yet engagement, safety culture, and performance management often still fall short. The difference comes down to leadership. Strong communication, effective coaching, and intentional leadership development are what enable shift supervisors and frontline supervisors to lead teams successfully in Industry 4.0 and smart manufacturing environments. On this episode of Manufacturing Greatness, we're joined by Morag Barrett, a leadership development expert, executive coach, and keynote speaker dedicated to solving the growing disconnect in the workplace. She's also the author of Cultivate: The Power of Winning Relationships. Morag helps leaders strengthen relationships, improve change management, and build high-performing teams. If you want to boost production efficiency, enhance workforce development, and lead with greater impact, this conversation offers practical tools to elevate both results and relationships. 00:30 — When trust erodes between managers and frontline supervisors, performance management weakens, talent retention declines, and manufacturing productivity suffers. 01:00 — Success in manufacturing is driven by connection, not just competence, especially when leading change management, workforce development, and process optimization initiatives. 03:00 — A common leadership gap occurs when organizations promote for results but fail to provide management training, coaching skills, and clarity on new expectations in production management roles. 05:30 — Relationship breakdowns create silos across production, quality management, and supply chain management, reducing collaboration, problem solving, and overall production efficiency. 07:00 — The "relationship ecosystem" highlights how workplace dynamics shift between allies, supporters, rivals, and adversaries, directly impacting communication, conflict resolution, and team performance. 09:00 — Transitioning from peer to leader requires intentional leadership development, clear expectations, and ongoing communication to maintain trust and employee satisfaction. 15:00 — The "relationship pulse check" introduces simple but powerful questions that strengthen engagement, support diversity and inclusion, and improve team alignment. 20:00 — Consistent communication and follow-up build psychological safety, strengthen safety leadership, and reinforce a strong safety culture across the shop floor. 25:30 — Sustainable manufacturing greatness comes from daily leadership habits like slowing down, building connection, and investing in people to support burnout prevention, work-life balance, and long-term manufacturing productivity. Connect with Morag Barrett  Learn more about SkyeTeam and complete your Ally Mindet Profile here Connect on LinkedIn Buy her book 

From the Floor of Applied Ergo 2026At the Applied Ergonomics Conference 2026, engineers, safety professionals, students, and leaders from across industries came together around one shared goal: improving the way people work.In this special episode of Problem Solved, we take you onto the floor of the conference through conversations with attendees, exhibitors, sponsors, volunteers, and Ergo Cup teams. Along the way, you'll hear why ergonomics matters, what this community looks like, what people are learning, and how the field is evolving through new tools, AI, wearables, and worker-centered design.Great solutions don't just come from data or technology. They come from listening to the people doing the work.And that leads us to the Ergo Cup, where real-world problems meet practical and inspiring solutions.And if you were at Applied Ergo, you might just hear yourself!Thank you to those who contributed on this episode, in order: Justin Kimel, Joe Michels, Abby McCoy, Nolan Audette, Maya Peleg, Madeline Shoot, Jena Peterson, Kristine Dungo, Julia Abate, Rachel Zoky, Kristianne Egbert, Lisa Brooks, Virgil Watson, David Clardy, Rose FigueroaApplied Ergonomics Conference sponsored by Applied Ergonomics SocietyLearn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on InstagramProblem Solved on TikTokProblem Solved Executive Producer: Elizabeth GrimesInterested in contributing to the podcast or sponsoring an episode? Email egrimes@iise.org

In this episode, host Etienne Nichols speaks directly to professionals in industries like automotive, aerospace, and manufacturing who are looking to transition into MedTech. Drawing from his own experience moving from aerospace to medical devices, Etienne demystifies the industry's high barriers to entry and explains why your existing skills are more valuable than you might think.The conversation centers on the "three doors" of entry: Quality, Regulatory Affairs, and Product Development. While each path has unique requirements, Etienne emphasizes that foundational skills like project management, root cause analysis, and technical writing are the true drivers of success. He also clarifies the shift in mindset required to work in a highly regulated environment where "move fast and break things" is replaced by rigorous documentation and risk-management protocols.Finally, Etienne provides a five-step roadmap for career switchers, ranging from learning the regulatory language to networking with intention. He concludes with a powerful reminder that technical competence is only the entry fee; long-term career growth in MedTech requires mastering the "layer above"—communication, visibility, and storytelling.Key Timestamps00:00 – The "career switcher" mindset: Why MedTech is a stable and fulfilling choice.03:15 – The Regulatory Universe: Comparing IATF 16949 and AS9100 to ISO 13485 and 21 CFR Part 820.06:42 – Door #1: Quality. Roles in quality systems, auditing, and why "document control is document control."10:15 – Door #2: Regulatory Affairs. How to break into the most specialized sector of MedTech.13:50 – Door #3: Product Development. Designing with guardrails and the importance of design controls.17:30 – Transferable Skills: Project management (PMP), root cause analysis, and process validation (IQ/OQ/PQ).22:10 – What doesn't transfer: The reality of MedTech speed and the death of "good enough" thinking.26:45 – 5 Steps to making the jump: Language, credentials, networking, targeting, and honesty.32:15 – The Layer Above Competence: Navigating workplace politics and the "Workplace Poker" philosophy.Quotes"In automotive, a quality failure means a recall. In MedTech, a quality failure could mean that somebody gets hurt. It changes the math." - Etienne Nichols"If we didn't document it, it didn't happen. Getting used to that level of rigor is one of the biggest adjustments career switchers face." - Etienne NicholsTakeawaysFocus on the QMS Foundations: If you are coming from a quality background, prioritize learning ISO 13485 and ISO 14971 (Risk Management). These are the global languages of MedTech quality.Document Everything: Successful MedTech professionals must transition from "casual" documentation (emails/memos) to formal Design Controls, where every input has a verified output.Leverage Cross-Industry Skills: Lean on your experience in Six Sigma, Root Cause Analysis (RCA), and Process Validation; the statistics are the same, even if the regulatory "overlay" is different.Target Mid-Sized Companies: While big names like J&J are attractive, medium-sized companies or Contract Manufacturers (CMOs) often provide better mentorship and a faster learning curve for newcomers.Master "The Layer Above": Technical skills get you hired, but visibility and the ability to communicate technical risks to non-technical stakeholders are what lead to promotions.MedTech 101 SectionIQ/OQ/PQ (Process Validation) Think of this like baking a signature cake for a high-stakes competition.IQ (Installation Qualification): Did you plug the oven in correctly and is it the right model? (Is the equipment installed right?)OQ (Operational Qualification): Does the oven actually hit 350°F when you turn the dial, and does it stay there? (Does it work at its limits?)PQ (Performance Qualification): Can you bake ten perfect cakes in a row using your actual ingredients and staff? (Does the process consistently produce a good product?)ReferencesISO 13485:2016: The international standard for medical device quality management systems.21 CFR Part 820 / QMSR: The FDA's requirements for medical device manufacturers.RAPS (Regulatory Affairs Professionals Society): Recommended for Regulatory Affairs Certification (RAC).Workplace Poker by Dan Rust: A recommended read for navigating office politics and career growth.Etienne Nichols' LinkedIn: Connect with Etienne hereSponsorsThis episode is brought to you by Greenlight Guru. If you are transitioning into MedTech, you'll quickly realize that documentation is everything. Greenlight Guru offers the only dedicated Quality Management System (QMS) and Electronic Data Capture (EDC) solutions designed specifically for the medical device industry. Whether you are navigating your first clinical trial or scaling a quality system from scratch, Greenlight Guru helps you move faster while staying compliant.Feedback Call-to-ActionWe want to hear your story! Are you trying to make the jump into MedTech, or have you recently made the switch? Send your questions, topic suggestions, or feedback to podcast@greenlight.guru. Etienne reads every email and provides personalized responses to help you on your journey. We'd also love for you to leave a review on your favorite podcast platform!

Welcome to Manufacturing Greatness with Trevor Blondeel, where we work with organizations to manufacture greatness by leveraging resources you already have to achieve greater retention, productivity, and profits. To learn more, visit www.manufacturinggreatness.com and click here to subscribe to Trevor's monthly newsletter. Now, let's jump in! In today's demanding manufacturing environment, frontline supervisors and plant leaders are expected to deliver higher production efficiency, stronger quality management, and better manufacturing productivity often while navigating workforce pressures and constant operational change. How does leadership resilience influence effective operations management, support burnout prevention, and drive sustainable performance on the manufacturing plant floor? Learn more with guest Dr. Marie-Helene Pelletier, an internationally recognized leadership psychologist, executive coach, and author of the award-winning book The Resilience Plan: A Strategic Approach to Optimizing Your Work Performance and Mental Health. With more than 20 years of experience across corporate leadership, psychology, and governance, she brings a powerful perspective on how leaders can strengthen both work performance and mental health. In this conversation, MH explore how manufacturing leaders can recognize the warning signs of burnout, build resilience strategies that support stronger leadership development, and create environments where teams can improve safety culture, employee engagement, and operational performance. The discussion also highlights practical insights that help plant leaders lead effectively under pressure while supporting both team performance and long-term workforce development. 00:54 — Manufacturing leaders from plant managers to frontline supervisors face constant pressure to improve KPI management, production efficiency, and operational results. 01:17 — A real-world example of plant leadership balancing production planning, supply chain management demands, and work-life balance at home. 01:38 — Resilience defined as the ability to navigate adversity and grow stronger, an essential capability for burnout prevention and sustainable leadership in manufacturing operations. 02:27 — The challenge of maintaining performance when pressures increase across production management, supply chain management, and workforce development responsibilities. 02:33 — Why the "just push through it" mindset often fails as leadership responsibilities evolve and operational demands grow more complex. 05:36 — Turning routine performance management activities into opportunities for workforce development, talent retention, and leadership development. 05:40 — Reframing performance reviews as coaching conversations that strengthen employee satisfaction, career growth, and engagement within manufacturing teams. 05:53 — Using change management thinking to transform required processes into opportunities for leadership growth and stronger team performance. 06:35 — Recognizing how leadership stress impacts communication skills, decision-making, and team morale across manufacturing operations. 06:56 — Chronic stress reduces cognitive performance, problem solving ability, and communication skills key capabilities for effective plant leadership and operations management. 08:41 — Continuous improvement tools like lean manufacturing, Six Sigma, Kaizen, value stream mapping, and the 5S methodology improve processes, but leaders must also focus on burnout prevention. 08:59 — Burnout prevention should be treated as seriously as safety culture, quality management, and process optimization in manufacturing organizations. 09:36 — Cognitive overload can negatively affect leadership behavior, communication, and performance management across production teams. 10:41 — Psychological safety strengthens safety leadership and supports a stronger safety culture on the plant floor. 10:50 — Teams that feel psychologically safe are more engaged, contribute ideas for process optimization, and help reduce burnout risk. 11:47 — Manufacturing organizations often hire people for their hands, but unlocking the full potential of their brains and ideas drives production efficiency and smart manufacturing. 12:02 — Every manufacturing team operates within a broader system shaped by operations management, leadership behavior, and organizational culture. 13:08 — Workplace culture and climate directly influence workforce development, talent retention, and employee satisfaction. 13:59 — Frontline leaders can influence culture locally through stronger communication skills, coaching skills, and leadership development practices. 14:07 — Leaders can influence systems through HR partnerships, training programs, and organizational initiatives while protecting their own resilience. 16:07 — High-performing leaders often push themselves harder to achieve KPI management targets and production goals, increasing burnout risk. 16:38 — Sustainable leadership requires recognizing that intense production periods should remain temporary rather than becoming permanent habits. 17:13 — Organizational support and leadership alignment are critical for effective plant leadership and operational performance. 17:14 — Simple leadership behaviors—such as checking in with team members can strengthen engagement and trust. 18:09 — A real-world resilience story illustrates how changing conditions can increase risk when leaders fail to adjust their approach. 20:24 — Environmental changes similar to shifts in supply chain management, production planning, or demand can quickly increase operational risk. 20:49 — Recovery and support during high-risk moments highlight the importance of teamwork and safety leadership. 21:24 — Leaders become vulnerable when depleted, communication breaks down, and planning discipline disappears similar to failures in operations management systems. 22:16 — Manufacturing leaders often underestimate how their own capacity changes under stress, affecting decision-making and leadership performance. 23:34 — Growing awareness around burnout prevention, workforce well-being, and leadership sustainability is reshaping manufacturing culture. 24:26 — Building a stronger workplace culture starts with simple communication habits that strengthen psychological safety and trust. 24:50 — Staying curious about improving resilience helps leaders maintain strong decision-making, better work-life balance, and sustainable leadership. 25:51 — Curiosity and continuous improvement thinking support leadership development just as lean manufacturing supports process improvement. 26:43 — Additional resources for building resilience and leadership skills support modern manufacturing leaders navigating Industry 4.0 and smart manufacturing environments. 26:49 — Closing reflections focused on building stronger plant leadership, safer cultures, and more productive manufacturing organizations. Learn More with Dr. Marie-Helene Pelletier Visit her website Connect on LinkedIn Find her on Instagram

Right after his keynote at the Applied Ergonomics Conference, we had a chance to sit down with Cassini Nazir, an interaction designer and professor at the University of North Texas. In his talk, Cassini encouraged ergonomics professionals to think more intentionally about curiosity and how asking better questions and designing with empathy can improve the systems and experiences people rely on every day.And as it happened, his friend Mike Courtney was there too. Mike is a futurist who actually delivered the keynote at last year's conference, so we talked with him about something many professionals are dealing with right now - the rapid pace of technological change and how to make decisions when things are evolving so quickly.Two quick conversations, both recorded at the Applied Ergonomics Conference, about curiosity, design, and navigating a changing world.This bonus episode was recorded live at the Applied Ergonomics Conference as part of Problem Solved LIVE.Every great solution is a story worth telling.Applied Ergonomics Conference sponsored by Applied Ergonomics SocietyLearn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on InstagramProblem Solved on TikTokProblem Solved Executive Producer: Elizabeth GrimesInterested in contributing to the podcast or sponsoring an episode? Email egrimes@iise.org

Have you streamed this episode yet?In this special keynote spotlight episode of Problem Solved, IISE's Frank Reddy sits down with Dr. Mark Benden, researcher, inventor of nearly 30 patents, and longtime leader in ergonomics innovation. With more than four decades of experience across military service, industry, and academia, Dr. Benden has helped generate over $2.5 billion in economic impact through human-centered design and workplace innovation.In this conversation, he shares:Join us for this inside look at one of AEC's keynote voices. And don't miss Problem Solved LIVE on-site at AEC, where we'll be capturing insights from innovators shaping the future of ergonomics.Applied Ergonomics Conference sponsored by Applied Ergonomics SocietyLearn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on InstagramProblem Solved on TikTokProblem Solved Executive Producer: Elizabeth GrimesInterested in contributing to the podcast or sponsoring an episode? Email egrimes@iise.org

In this special keynote spotlight episode of Problem Solved, IISE's Frank Reddy sits down with Dr. Mark Benden, researcher, inventor of nearly 30 patents, and longtime leader in ergonomics innovation. With more than four decades of experience across military service, industry, and academia, Dr. Benden has helped generate over $2.5 billion in economic impact through human-centered design and workplace innovation.In this conversation, he shares:How everyday frustration becomes inventionWhy “nuisance is the father of invention”How AI, motion capture, and wearables are transforming worker healthThe shift from injury response to real-time preventionAnd how to take ergonomic improvements from idea, to protection, to commercializationJoin us for this inside look at one of AEC's keynote voices. And don't miss Problem Solved LIVE on-site at AEC, where we'll be capturing insights from innovators shaping the future of ergonomics.Applied Ergonomics Conference sponsored by Applied Ergonomics SocietyLearn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on InstagramProblem Solved on TikTokProblem Solved Executive Producer: Elizabeth GrimesInterested in contributing to the podcast or sponsoring an episode? Email egrimes@iise.org

Leading with Heart: Transforming Organizational Culture through Alignment and TrustIn a world where organizational trust is at an all-time low and executive burnout has become the silent epidemic of the boardroom, the need for heart-centered leadership is no longer a "soft" luxury—it is a strategic necessity. In a recent episode of The Thoughtful Entrepreneur Podcast, host Josh Elledge sat down with Hanna Bauer, the Founder and CEO of heartnomics, to discuss a revolutionary approach to professional excellence. Drawing from her harrowing personal journey of surviving terminal heart disease through a pioneering medical procedure, Hanna offers a perspective on leadership that integrates the precision of Six Sigma with the profound empathy of servant leadership. Their conversation serves as a roadmap for founders and executives who are ready to trade the "hustle at all costs" mentality for a high-performance culture rooted in rhythm, connection, and joy.The BEAT Framework: Harmonizing People, Purpose, and PerformanceModern organizations are often plagued by systemic misalignment, where 71% of digital transformations fail not because of the technology, but because of a lack of people readiness. Hanna addresses this by shifting the leadership metaphor from a linear "input-output" machine to a dynamic, synchronized dance. When a leader finds their "rhythm," they move beyond merely managing tasks and begin to foster psychological safety, allowing for honest dialogue and innovation without fear of retribution. This transformation requires the courage to perform a "cultural audit," using root cause analysis to identify outdated processes or toxic mindsets that no longer serve the organization's mission. By "burning away" these inefficiencies, leaders create the necessary space for new, healthy pathways of communication and collaboration to flourish.To bridge the gap between high-level vision and daily execution, Hanna introduces the BEAT framework: Belief, Engage, Act, and Transform. This model emphasizes that true excellence begins with a clarity of values (Belief) that must be authentically shared with the team (Engage) before purposeful execution (Act) can lead to sustainable change (Transform). For the 60% of leaders currently reporting symptoms of burnout, this framework provides a method to reduce cognitive overload by focusing on "less, but better." By prioritizing initiatives that align strictly with core values, leaders can normalize self-care and boundaries within their teams, ensuring that the organization maintains its focus on its "internal customers"—the employees who drive the brand's success.Implementation of this heart-centered approach starts with small, intentional "mini shifts" rather than overwhelming overhauls. Hanna suggests that leaders should act as facilitators of joy, creating rituals that celebrate wins and invite diverse perspectives into every decision-making process. This commitment to transparency and consistency builds the foundation of trust necessary to navigate times of uncertainty. When an organization's systems and processes are designed to serve human needs, the results are seen not just in the bottom line, but in the retention of top talent and the creation of a workplace where excellence and fulfillment exist in perfect harmony.About Hanna BauerHanna Bauer is the Founder and CEO of heartnomics, a keynote speaker, and an executive coach dedicated to heart-centered leadership. After a life-saving, experimental heart surgery, she dedicated her career to helping leaders align their passion with their performance, using her unique "HEARTnomics" philosophy to drive organizational transformation.About heartnomicsheartnomics is a consulting and coaching firm that specializes in organizational alignment, trust-building, and leadership development. The company provides holistic audits and frameworks—including the BEAT and CORE models—to help businesses identify systemic issues and foster a culture of excellence, purpose, and servant leadership.Links Mentioned in This Episodeheartnomics Official WebsiteHanna Bauer on LinkedInConclusionThis conversation with Hanna Bauer highlights that the most resilient organizations are those that prioritize the human element. By auditing your culture for alignment and having the courage to lead with vulnerability, you can transform your leadership from a source of stress into a source of inspiration.Key Episode Highlights:Leadership as Rhythm: Why syncing with your team is like a dance that requires constant connection and shared joy.The Trust Foundation: Addressing the critical statistics of organizational distrust and how transparency serves as the ultimate remedy.The "Hustle with Heart" Shift: Moving away from linear input-output thinking to recognize the complexity of human-centered work.Systemic Auditing: Using tools like root cause analysis to identify why talent leaves and where engagement drops.Mini Shifts for Big Impact: The power of making small, weekly adjustments to reinforce new, healthy leadership habits.More from The Thoughtful Entrepreneur

EXECUTIVE SUMMARYIn 2026's 'forever layoff' era, women leaders who master continuous improvement leadership outperform peers, reduce their layoff risk, and accelerate promotions. Olaf Boettger's 27-year Kaizen framework — courage, humility, discipline — turns daily small improvements into extraordinary career results.Key stat: Toyota workers are 2x more productive than competitors using this same system.? QUICK TAKEAWAYS•       Continuous improvement leadership doubles your career productivity vs. peers who stop learning•       The 3 capabilities every woman leader needs: courage to name problems, humility to keep learning, discipline to stay consistent•       Kaizen's daily 15-minute team meeting is directly applicable to your own career self-management•       GE's turnaround under Larry Culp proves CI works in any industry — finance, tech, healthcare, or your own career•       In 2026's 'forever layoff' climate, CI skills signal indispensable strategic value to any organizationIf you're a woman leader in 2026, the job market has changed dramatically — and not in your favor. Glassdoor's Worklife Trends report calls it the 'forever layoff': small, rolling cuts that never make headlines but keep talented executives in a constant state of anxiety. Meanwhile, AI is reshaping roles at every level, and the competition for standout positions has never been fiercer.As an executive coach with over 30 years of experience (MA, MFT, PCC) and host of the Women's Leadership Success Podcast — ranked in the top 1.5% globally with over 750,000 downloads — I've interviewed more than 144 of the world's top leadership experts. When I heard Olaf Boettger's approach to continuous improvement leadership, I immediately knew this was the missing framework most women leaders had never considered.Olaf spent 27 years at Procter & Gamble and Danaher — two of the most operationally excellent companies on earth — mastering the Japanese Kaizen philosophy. What he discovered translates directly to career acceleration: the same system that doubled Toyota's worker productivity and powered GE's biggest turnaround in American history can supercharge your leadership brand and make you the candidate no one can afford to pass over. The 2026 Career Reality: Why 'Working Hard' Is No Longer Enough The data is sobering for women leaders right now. According to Glassdoor's 2025 Workplace Trends report, small layoffs — under 50 people — now represent 51% of all job cuts, up from just 38% in 2015. These 'forever layoffs' create cultures of anxiety where talented women question their value daily.At the same time, female manager engagement dropped seven percentage points in 2025 alone — the steepest decline of any group, according to Gallup research. Women leaders are being asked to do more with less, carrying teams through AI disruption and RTO mandates, while their own career advancement stalls.The traditional answer — work harder, be more visible, volunteer for every high-profile project — simply isn't scaling. In a market where 45% of employers rate the job outlook as 'fair' at best, you need a completely different strategy. You need continuous improvement leadership. ? Ready to transform your career trajectory?  Download our FREE Leadership Branding Blueprint Accelerator and discover:•       A proven system to document your impact and accelerate promotions•       How to build a leadership brand that makes you the obvious choice•       A measurable framework for expanding your organizational influence•       Strategic positioning for high-visibility, career-defining initiatives•       The same approach Sabrina uses with Fortune 500 executives to 3x their promotion speed? GET YOUR FREE LEADERSHIP BRANDING BLUEPRINT ACCELERATOR What Is Continuous Improvement Leadership? The Kaizen Framework Explained Continuous improvement — known in Japanese as Kaizen, meaning 'change for the better' — originated at Toyota nearly 90 years ago. After World War II, with limited resources and a need to compete globally, Toyota developed a system to extract maximum quality and efficiency from every process. That system, now called the Toyota Production System, became the foundation of what we know as Lean, Six Sigma, and the Danaher Business System.For women leaders, continuous improvement leadership means applying these same principles to your career, your team, and your organization. It is not a one-time initiative or a January resolution. It is a daily practice — a permanent operating system.The Three Foundation PrinciplesOlaf distills continuous improvement leadership into three core principles:Kaizen — The belief that there is always a better way. This is not about being self-critical; it is about being growth-oriented. Every interaction, presentation, and leadership decision is an opportunity to iterate and improve.Go to Gemba — Go to the real place. Stop relying on slide decks and secondhand reports. As a leader, this means visiting your stakeholders, understanding what your team actually experiences day-to-day, and staying close to the work that creates value.Customer focus — Always anchor to what your 'customer' values. In a career context, your customers are your executive stakeholders, your team, and the business outcomes you're hired to deliver. Everything you do should be filtered through: does this add value for them?The Three Capabilities That Determine SuccessAccording to Olaf, your mindset determines everything. Leaders who succeed with continuous improvement possess three non-negotiable capabilities:CapabilityWhat It Looks Like in PracticeWhy Women Leaders Need It NowCOURAGEHonestly naming when your performance or your team's is 'red' — even when the culture rewards positivity over truth.In 2026's performance-pressured environment, leaders who surface problems first are seen as strategic — not weak.HUMILITYStaying open to learning regardless of your experience level. As Olaf says: the best leaders he's known, including P&G's CEO A.G. Lafley, were the most humble.Imposter syndrome tempts women to prove they already know everything. Humility is the counterintuitive superpower.DISCIPLINEShowing up for improvement consistently — not just in January. Committing to the decade, not the quarter.Career advancement compounds. The women who stand out in 2026 are those who have been quietly improving for years. The Business Case: What Continuous Improvement Leadership Actually Delivers For skeptics — and Olaf acknowledges that many leaders initially resist this approach — the numbers make a compelling argument. Toyota, the originator of this system, generates roughly twice the revenue per employee compared to its nearest competitors. Danaher, where Olaf spent the bulk of his career, has sustained approximately 15–16% compound annual growth for 40 consecutive years.The most visible example is GE's transformation under Larry Culp — the former Danaher CEO who took over when GE was in deep financial trouble. Using continuous improvement as the operating backbone, Culp and his teams executed what many consider one of the greatest corporate turnarounds in American business history, eventually splitting GE into three highly successful independent companies.On a practical level, Olaf shared a specific case study from a Danaher acquisition: a company delivering orders on time just 50% of the time. Using CI methodologies, that number rose to 95%. For context, if Amazon delivered your packages on time half the time, you'd stop using Amazon. A 45-percentage-point improvement is not incremental — it's transformational. TRY THIS NOW (10 Minutes)Apply Olaf's Red/Green method to your career right now: Identify one goal you have for your career this quarter (promotion, salary increase, high-visibility project).Set a specific target. Write your current actual. Color code it: are you green (on track) or red (below target)? If red — write one sentence explaining why.Then write one action you will take this week to close the gap. That's continuous improvement leadership in action. Do this every Monday.  How to Apply Continuous Improvement Leadership to Your Career in 2026 The beauty of Kaizen is that it scales from a Toyota factory floor to your personal career strategy. Here's how to translate Olaf's framework into your daily leadership practice:The 15-Minute Daily Leadership HuddleAt every Danaher facility, teams hold a 15-minute standing meeting every morning. They review five metrics — safety, quality, delivery, inventory, productivity — and ask: are we red or green? If red, why? Who does what by when?For your career, your five metrics might be: stakeholder relationships, project delivery, skill development, visibility, and team performance. A daily or weekly 10-minute self-check asking those same questions creates the discipline of continuous improvement at the individual level.Visual Management for Your CareerOlaf emphasizes making performance visible. In organizations, this means color-coded boards. For your career, this translates to maintaining a simple achievement tracker — a running document of your wins, metrics, and impact — that you review weekly. This directly feeds your Leadership Branding Blueprint and becomes the evidence base for promotion conversations.The Growth Mindset + Kaizen ConnectionOlaf's PhD research connected him deeply to Carol Dweck's work on fixed vs. growth mindsets. Dweck's research demonstrates that individuals who believe abilities can be developed through dedication consistently outperform those who believe talent is fixed. Continuous improvement is the operational expression of growth mindset — it gives you the system that turns that belief into measurable career results. Your 7-Step Continuous Improvement Career Action Plan Step 1 (10 min): Define your career target.

This week on The Audit Podcast, our guest is William Englehaupt, CEO and founder of Autophagy and former director at KPMG.   Bill shares his perspective on bringing discipline, structure, and consistency to audits by applying Lean and Six Sigma principles to the audit process. Drawing on his experience working with hundreds of audit teams across large public accounting firms, he explains why audits should be treated as standard work and how reducing variation in execution can dramatically improve outcomes for both auditors and clients.   We talk about innovative audit methods, real-world client success stories, and why managing audits with urgency and control matters more than relying on theory or hoping things come together. Bill also walks through key ideas from his book, Managing the Hell Out of Your Audit, including the importance of upfront coaching and certifying staff before work begins to reduce rework, review notes, and frustration across audit teams Be sure to connect with Bill on LinkedIn.   Also, be sure to follow us on our social media accounts on LinkedIn, Instagram, and TikTok.   Also be sure to sign up for The Audit Podcast newsletter and to check the full video interview on The Audit Podcast YouTube channel.   Timecodes:   2:52 - Bills BBQ 6:37 - A Favorite AI Prompt 9:45 -  Innovative Approaches to Auditing 11:10 - Client Success Stories 16:53 - Bringing Discipline to New Methodologies 20:13 - Managing the Hell Out of Your Audit 23:08 - The Value of Upfront Coaching 26:40 - Final Thoughts   This podcast is brought to you by Greenskies Analytics, the services firm that helps auditors leap-frog up the analytics maturity model. Their approach for launching audit analytics programs with a series of proven quick-win analytics will guarantee the results worthy of the analytics hype.  Whether your audit team needs a data strategy, methodology, governance, literacy, or anything else related to audit and analytics, schedule time with Greenskies Analytics.

Six Sigma is a statistical way of looking at your productivity...and a great way to measure blocks and obstacles in your patient flow. Check this out to help improve the 'traffic patterns' in your office!

Tim Martinez, Value Creation, Strategic, and Exit & Succession Planning Advisor—also known as “The Inside Man”—is on a mission to empower entrepreneurs and make the world a better place with his philosophy of “No entrepreneur left behind.”  In this episode, Tim shares how he evolved from starting small businesses as a teenager to advising founders on high-stakes growth and exit decisions. We explore Tim's 3 Exits Framework, which breaks exit planning into three critical phases: Mental Exit (separating identity from the business), Role Exit (building leadership and succession so the business can run without the owner), and Technical Exit (valuation, deal structure, and the formal sale process). Tim also explains why AI is accelerating business disruption, why minimalism is a competitive advantage, and what keeps so many businesses stuck at the $3M revenue ceiling. — 3 Ways to Exit Your Business with Tim Martinez Good day, dear listeners. Steve Preda here, the Founder of the Summit OS Group. And I have as my guest today Tim Martinez, who is a Value Creation, Strategic, and Exit & Succession Planning Advisor, also known as “The Inside Man.” Tim also has a successful Substack with lots of followers, which has a similar title, Inside Man. He's also built his own ChatGPT API, so he's running with the times. Tim, welcome to the show.  Thanks, Steve. Great to be here.  Finally, we have someone who is ahead of the curve on AI and the technological evolution that's part of this new industry revolution. So let’s start with my favorite question. What is your personal ‘Why’ and how are you manifesting it in your practice and in your business?  Yeah. My personal ‘Why’ is to make the world a better place and to empower entrepreneurs. “No entrepreneur left behind” has kind of been my motto. Since I was a kid—I started businesses very young, like 15 or 16—people would ask me, “How are you doing this?” And I would help however I could. And it was just always felt really good to help my fellow entrepreneurs, whether I was helping them in a small way or a big way. And there's nothing better than seeing some of the advice you're able to give someone actually get implemented.Share on X Then you see them go, “Wow, oh my gosh, this is great.” And again, sometimes it’s small, sometimes it’s big. But I believe entrepreneurs rule the world, and I do my part every day—whether it's writing my Substack, jumping on podcasts, or writing books. I'm always here just to share what I've learned, because I think that’s what makes the world go round.  Well, you have a boundless energy, because you are writing books, you are writing your blog, you are doing these podcasts. Then you also have to gather the information, right? You have to work with clients—otherwise there's no raw material. That is very impressive. So what took you to this point? How did you evolve? I mean, you started at 15, but surely you were not coaching or consulting people at 15.  Yeah, so I probably spent about 10 years just starting small businesses. I had the lemonade stand, then a coffee business and a silk-screen business. I had a DJ business, a retail store, a marketing and advertising agency, a small one, but I was able to sell it. And I got lucky and sold a couple of these small businesses. I built websites, built apps—I mean, anything you can do to make a buck. I was just kind of hustling and figuring it out on my own. And at a certain point in time, maybe like 10 years later, someone asked me to help them write their business plan. It was the first time I thought, “Huh, someone wants to pay me to help them write a business plan. That sounds interesting.” Okay. And I had written all of my own business plans for 10 years. I used to go to SCORE—the Senior Corps of Retired Executives, a division of the SBA—and they would consult for free. They still do, by the way. And I always said my long-term goal was to be an old advisor at SCORE, because they helped me so much when I was a kid.Share on X So I charged money for my first business plan. That person was able to raise money from their uncle. Then they said, “Well, hey, we got this money. What do we do now?” So I said, “Well, I think I can charge you. I think this is called consulting. Maybe I'll just charge you to help execute your business plan.” It was a small business, and I went to Barnes & Noble and bought a book that was like this big—How to Start a Consulting Business. I just sat there and highlighted the whole thing. It had CD-ROM forms in the back. I knew nothing about consulting. And probably for the next handful of years, I just focused on writing business plans and helping people. That's kind of what got me into consulting and working with bigger businesses. It really started with business plans and small businesses.Share on X  Yeah. I mean, business plans are great because you are envisioning the future of the business, crunching the numbers—what's going to happen with your top line, bottom line, costs, overhead, margins—and essentially it helps you visualize the skeleton of the business. Then you can put the meat on the bone, kind of thing.  Yeah. And I had worked on hundreds of business plans, and  pitch decks, financial models, and market research. That documentation aspect of a business, I had spent a good, let's say, 10 years working very heavily with clients as an analyst in consulting firms. And that’s really what got me into the game and got me into bigger and bigger businesses, because I got very good at doing that with no formal training—and we didn't really have what the internet is today. I remember going to the downtown library in Los Angeles, finding articles, and taking scanned copies of them. That’s how we did our market research. And business plans used to be like a dictionary. The SBA would require business plans to meet all these requirements, so we ended up with huge business plans. Now people want a one-pager, maybe a 10-slide deck, and call it a day. Where I got my chops was from understanding every imaginable nuance of every business in all verticals. I worked around the world with businesses, and I guess I was in the right place at the right time for it.Share on X  Yeah, that’s very humble. So one of the things that you do is you help people prepare for exit, and you came up with this framework called The 3 Exits Framework. I thought it was fascinating to think about exits from different perspectives and to have different mental models for them. How did you come up with this, and can you explain to the audience what it looks like, how it works, and how it helps entrepreneurs? Yeah. And it’s important to note that I started my career starting businesses, helping people get the start. And as I got older, the businesses I worked with were also getting older. And as I got a little more gray hair and a few more wrinkles, people would take me more seriously at the later stages of the business, when they maybe wouldn’t take me so seriously when I was in my early twenties. So my business had evolved from starting to growing and then eventually to exiting, and that’s where most of my clients are now. What I’ve discovered is most people enter the exit planning conversation at the very end, asking, “What is my business worth? Who wants to buy it?” Needing a business valuation is the most common first question: “Whoa, what's it worth?” But after working with a handful of companies through this whole exit process, you start to realize that there’s far more than just the numbers. The 3 Exits Framework says there are three exits that need to occur before you're out and on your yacht, sailing into the sunset.Share on X The first exit is the mental exit, which we can talk about at length. It's your role—your identity in the business. Who am I if I'm not the CEO? What am I going to do with my time if I'm not running this business? Who am I if people can't come to me with their every burning question? It’s this piece, it’s so important. And a lot of people don’t want to give up control. They don’t even know they’re control freaks, which I'll call them for lack of a better term. But they don’t even know that they are that. You have to help them through that.  The second exit is really your role exit, because eventually someone needs to run this business in your absence. The whole tenant of selling a business is that you're not going to be in it. You might have earnouts or some transitional involvement, but eventually, you will not run this business. So you have to replicate yourself. Most people say, “I've tried, but it hasn't worked.” Well, you know what? Now’s the time for this to work. It's time to build SOPs, standards of excellence, and get someone who could be better than you ever were in that seat. So that role exit is a big part, and that would be true succession. The other part of that is it’s not just the CEO or the owner. A lot of times it’s them and they’re number one, or they’re number two, or number three, because in many cases those people also have equity and ownership in the companies in some cases. So we need to get succession in line for multiple roles.  And then the third exit is your technical exit. It’s the one piece everyone feels like they start with that is your valuation, getting your documentation together, running a formal auction process, making sure that you’re looking at multiple buyers, whether strategic or financial. And just running a very thorough, formal process that’s going to get you the highest valuation possible. And structuring a deal that there’s going to be a little bit of give and take. Most deals die because of misaligned expectations. And they’re usually misaligned expectations on that final exit. So when you put those three things together and someone says, I want to sell my business, or we're thinking about exiting in the next couple years, I just start first with the identity part.Share on X Yeah. And people underestimate the significance of that. It can sound touchy-feely and like an afterthought in most cases. And people think that just by earning a sack of money, their life will be solved and all problems will disappear. But actually, problems exist at all levels. Elon Musk probably has more problems than most listeners here.  Sure.  So, it's not going to solve your problems, and identity is huge. I talk to people—I was also an M&A advisor for over 10 years, sold many businesses, visited former clients, and went out on their boats on the lake. Often, that was the one time they actually used the boat, because they didn't really need it. They thought they did, but they didn't. Next time, the engine wouldn't start, or the boat was full of water. Or they'd go out on the golf course, meet new people, and ask, “Who are they?” It turned out they were just retired rich people—not interesting entrepreneurs or CEO. That's a huge change. And with the Great Wealth Transfer and the aging Baby Boomer population, there's a statistic that says 50% of business owners are forced into an exit—meaning there’s some life event that occurs that says you now need to sell your business and get out. And you and I both know that if you’re forced to an exit, you’re going to be taking a major discount. But those forces can happen when you have a heart attack, or someone in your family has a health issue, or your grandkids and everybody moves multiple states and you want to go with them. All these things happen. So our recommendation is just start having the conversation now.  Yeah. And so I think it's a little bit like saving for retirement. A lot of people keep putting it off, and eventually there's no time left to do it, and then they’re in trouble. So how do you even raise awareness with people about this? How do you work with them to prepare this? Can you actually raise awareness and make them feel this is a real issue? How do you raise awareness?  Well, I have my blog, and that’s probably where I do most of my conversations. I wrote about the 3 Exits Framework. Any chance I get to speak, I always use it to raise awareness around the subject. In my consulting practice, I work with a handful of consulting firms and investment banks. Anytime I get pulled into a conversation about exit planning, I usually just pause for a second and just talk about their life goals.Share on X Like, what do you really want this exit to do for you? Because there are so many things you can do and a million ways to do it. So, what do you really want this exit to mean for you? Also, remember, Uncle Sam is going to take his cut—so not everyone gets the biggest check possible. Usually, what we hear is people say, “I'm just so exhausted. I don't have anything left in me for this thing, and anything I can get for it, I'd be happy to take, as long as it means I don't have to put out every single fire.” And this usually happens because they didn't build good systems to remove themselves from the business.  Otherwise, they would've been the chairman, and just meeting with their CEO, who's running the business. That’s usually not the case with these owner-operator businesses. And that doesn't mean they're small, by the way. I mean, they could be running a $50 million business and still the choke point where everything has to run through them and they’re just exhausted and burnt out.  Do you think that this AI revolution is going to change things? Is it going to make more people exit-ready because it's easier to create systems?  Perhaps. Yeah, I think it's helping the service provider world be more efficient. In my world as a management consultant, I'm 10 times more efficient. I’m sure you’re 10 times more efficient with tools like the one we’re using here, and it just helps us speed things up. I've noticed people use it as a thought partner, as a psychiatrist, even as a best friend. I've seen people go into deep dialogue like, “Should I sell my business? Give me five factors.” The ones who are aware of this are using it fully. The people who aren't are a little behind the times. And then from an operational standpoint, yeah, I mean with the bots and all the many things you could put in your business to make you more efficient, but that doesn’t apply to everybody. I would say there’s going to be a 10 to 20% group of people that are already on it, making it work for them, and then there are the laggards who will probably never touch it.  Or is it that—okay, maybe we can be more efficient with AI, but we'll have the appetite to do more, and there will be more complexity? Some things we'll simplify, but we'll create other complexities that replace the previous ones. What do you think about it?  Yes. So businesses typically have cycles. There's usually a five- to seven-year cycle where a business hits its peak, and then it starts to trend down. And they usually have some level of innovation that has to reoccur for it to hit another up cycle, and then there will be a down cycle and so on and so forth. So it's always like an up slope after an up slope. When you've been in business for 30 or 40 years, you've gone through multiple rounds of these cycles—three or four rounds of those cycles. What I’m hearing right now is business owners that are, let’s say, at retirement age, they’re saying, “I don't know if I have what it takes to go through this AI cycle. Maybe I had what it took to make it through the eighties, nineties, and two thousands, but now we're in 2026. I’m not sure I’m equipped, or my team who’s also very senior, they don’t feel like they have what it takes to get through that next cycle without hiring young talent. But even then, they don’t really understand what they’re talking about. So there’s this gap. And again, I’m hearing it more and more of people saying, I think now’s the time to get out and let some other company that has gas in the tank, vision, and capacity to come in and do that thing.  Yeah, that's interesting. Do you think a multiple-AI–enabled company versus a post-AI company is going to be markedly different?  Maybe. Because it all comes down to revenue—it comes down to the revenue story. I'll give you a perfect example. You have a very profitable company, but they're using an old CRM. A new company comes in and says, “Hey, you're already profitable. If we buy you and put in a new CRM, maybe we could be even more profitable.” That’s cool. So we don’t really need you to put in all the tech. We’ll come in and do all that, and then we’ll get the upside on that. Just as long as you’re profitable, as long as you’re profitable, yet you don’t have major client concentration, your business has all the components. A new company with new vision could come in. That would largely be a strategic buyer. The PE buyer, the financial buyer, most likely is going to want to inject capital into your business so you can go and reinvest, and build new tech, or become a platform, whatever you’re going to be. But that would be a different arrangement. So it's basically a numbers issue. It doesn't matter your technological evolution. And maybe it’s even worse if you've already implemented AI and that only allows you to make five million dollars—there's less upside for the buyer.  Yeah. The bigger concern is: Is your industry at risk because of AI? Is your particular business at risk? And that's why I think people need to adopt it—so they can say, “No, we're not at risk. We've adopted it, we're applying it in whatever fashion we're doing it, and we're going to see the results.” We've already seen a major downswing in a handful of industries because of AI. I mean, advertising agencies are getting hit really hard. People used to be able to charge for writing press releases, to write blogs, to write social, to do video editing on social media. A lot of that's gone, so the bottom tier of those agencies is just gone—there's no need for them anymore.  Do you see people proactively working on making themselves AI-resilient? Everyone knows that they need to do it. Nobody is unaware that today, it’s like websites. There was a time when everyone knew they needed a website. They just didn’t really know how they were going to build it or who was going to build it. They knew it was going to be expensive. It’s kind of where we’re at right now. Everybody knows they need AI. They’re just not exactly sure how they need AI, what it can actually, literally do for them.I think for some people, that big dream that it was going to do everything quickly got taken off the tableShare on X and they say, okay, we could do this much, but even this much is make me very effective.  But it’s just not going to do everything. Like, I still need an accountant. I still need an account manager. I still need someone to do these things, but maybe I don’t need as many people as I once did. So we’re seeing kind of some leveling off there. But I would say largely most people don’t know what AI can do for them, and they’re not really prepared to make those investments. We have a client right now that just made a half million dollar investment into an RFP tool that’s going to help them move faster than their competitors, submit more on RFPs, build everything out in a very complicated way, but they’re making a half million dollar investment. How many companies out there are saying, let’s go, give me the invoice. I’m ready to roll. There’s still a lot of pause there.  What you're describing feels more like a defensive play—okay, we know AI is coming, so we have to implement some AI tools. But I’m thinking more about the big picture. Is my industry going to be disrupted by AI? And how do I pivot my business before I lose momentum, so I become like Netflix—going from a video rental company to a streaming company? Yep.  Do you see companies rethinking their business model?  I think from what I’ve seen, people are rethinking everything—top to bottom. Because you have to start with labor. That’s usually where people start. “AI can do all these things—do I need less talent on the deck?” And if I do, then what can AI do so I don’t have such heavy overhead? Because overhead is also liability, and it has this employment risk behind it. So if you can go from a thousand staff to 800 or 750, great, let’s do it—why wouldn't you do it? Most people are saying, “Let's figure that part out first.” The next thing is the industry disruption, which is what’s our competitors doing to service clients better, manufacture faster, or do things cheaper, so then we’re not left in the dust. So from a production standpoint, we need to figure this out quickly. What I'd say—what I do—is, as an analyst, as a consultant and advisor coming in, that's why I built my AI. I built my AI to fire myself. I basically said, “What I used to do as a management consultant is now irrelevant, because AI is better than me.” So let me just build the digital me and not worry about that side of my business anymore. So I just don’t worry about that anymore. I don’t even really take on assignments that I used to, because AI can do it better and faster. Now, if you want to hire me and allow me to use my AI tool to handle the technical work, I'm more than happy to do that. But I'll tell you firsthand—save your money.  So you're giving it away, or are you selling it?  Yeah, it's free. It's free. It's on ChatGPT. What people can’t do is sit down and have an honest, sincere conversation and ask them the hard questions and challenge them. That's where AI still lacks the human component. I can take a client and say, “Hey, let's hang out. Let's get lunch. Let's go play golf. Let's bring in your kids. Let's talk to your kids. Let's talk about the family dynamic.” Let’s just have a sincere conversation. Let me hold space and create a forum where I can hear people. And that human component is the only thing that I’m worried, like I’m working on now. I'm out of the technical side, because that part of my job is gone.  So fascinating. So does it mean you have to be more of a social animal?  I think so. If you're not going to be a social animal and you're just going to sit at your desk, you should probably be building software using tools like Replit, n8n, or any of these different software tools and just go all in.Share on X But the way we used to do it—you probably see this on LinkedIn, with all the bots on LinkedIn, it’s not what it used to be. It used to be a place where you had a handful of connections and actually met people. Now it’s just so overrun with the bots. It’s like I don’t even want to accept connections anymore. I'd much rather have a conversation like this. To me, this is the future.  Yeah. But maybe we connected originally through LinkedIn. I don’t know where, how we connected, but we may have have connected through a bot—actually.  It’s possible.  Yeah.  It’s possible. But I'll tell you, I connect with maybe one or two percent of people now. Previously, because I didn't get so many inbound inquiries, I would connect with more, because I felt like there was a sincere person on the other end. Now, I really don't know. I've become very skeptical.  Yeah, I'm with you. Let's switch gears, because our time is running out. And there are a couple of things that in our pre-interview you talked about, and one was minimalism. Yeah.  What is minimalism? How do you do it? And what’s a low-hanging way to start to become a minimalist?  It's kind of like that first-principles idea of what really matters. It’s essentialism. It’s kind of getting down to the one thing, that was my recent blog, if there was only one thing you could do this year, but it would make all the difference, what would it be? And anything that gets in the way of that one thing is just noise. For me, minimalism is really about reduction, and kind of getting rid, and being aware and cognizant of things that really shouldn't be on your desk, on your to-do list.Share on X And using AI tools and assistance to get rid of everything that’s low-level activity. If you think of a pyramid, at the very top is where the most value that you can add would be. But yet we spend all of our time, if this is a time pyramid, most of our time is spent at the bottom, the wide part that pretty much anyone can do. So we kind of got to invert the pyramid. To get there, you have to reduce and extract. To protect your time, you have to treat it as very precious and focus only on the most important thing at all times. It is a very hard thing for all professionals to do, and it’s always been a hard thing, but I just take it upon myself and say, okay, well, as a minimalist, I mean, if you were to come to my house and see how sparse my furniture is on purpose. How sparse my closet is on purpose. I’m trying to get rid of options. It's like Steve Jobs and the black turtleneck—if I have one less thing, because I can only make so many choices and decisions in a given day, let me spend my time on the things that are the most important and most impactful.Share on X And that’s not always, because it’s going to put millions of dollars in my bank account. Sometimes it’s just helps me sleep better at night. So I don’t need 50 clients. If I’m going to have 50 headaches. What if I just have five clients? And every one of those was one that I felt very good about, and that would allowed me to charge more. It allowed me to go deeper with them. It's that concept—then you're free to see where your scalable opportunities are. It's the story I told you about a monk who was carving away at this beautiful elephant. Someone walks up and asks, “How did you learn to do this, carving away this elephant in the stone? And he says, Oh, I just chip away everything that's not the elephant. So for me, I have to have a very clear picture of what the elephant is. I have to see the picture in my brain first—like what my life is, what I’m trying to build, how good of a dad I’m trying to be, how good of a husband I’m trying to be, how good of a business partner or a service provider, an advisor. This is my life’s work as a masterpiece, so let me just get rid of anything that doesn’t belong as part of that picture. So that, to me, is kind of how I would explain it. And my approach toward it is I just get rid of everything. It’s not about accumulation. I don't really need more information, because AI already has all the information. Anything I'm going to absorb, I have to be very intentional about—why am I reading it? I see all the books on your shelf. I could show you my bookshelf—tons of books, right? I feel like I've read them all. Am I going to learn anything new? I could also just go back to the books I've already read. I try to highlight them and stuff, but it's like, what more do I need at this point?  Yeah. So I’m wondering about this idea of a lifestyle business versus a growth business. Because what I see is that people who are building a lifestyle business, it’s easier for them to be a minimalist. Because you just do this most valuable thing. You don’t have to build the business. You don’t have to worry about necessarily all the other people, systems, and processes, or making sure of quality control. You just do your high-value work, and at the end of the day, you can put things down and relax. Whereas a growth business, it's different.  I would say with the clients that I have—some have thousands of employees, some have hundreds—I still encourage them to reduce and subtract. Even though they're in high-growth, highly scalable businesses, sometimes the conversation is: How many direct reports do you have, and why do you have that many direct reports? How are you delegating? How are you giving authority? How are you limiting all the inputs? Because a lot of it is noise in your given day. So how do I make your day a little more silent so you can have a little more peace to make better decisions while you run this highly scalable business? Just because you're scaling doesn't mean it needs to be pure chaos. That's what people think—they think, “Oh, if I scale, that means chaos.” I'm anti-chaos.  Okay. But let me ask you this: Two of the most successful entrepreneurs of our time are Elon Musk and Jensen Huang. Elon Musk runs six companies, so he's got a lot of direct reports and goes deep in each of them. And then Jensen Huang has, I don't know, 20, 30, or 40 direct reports—he basically has a million direct reports as well. And that actually allows them to be closer to decisions and make sure things don't go off the rails and their vision gets manifested. So that's what I'm kind of wondering—whether minimalism means you're going to, maybe the flip side is you have to accept less growth, or maybe not.  So I’ve met with a lot of entrepreneurs in my life. Not one of them has been Elon Musk. So I would say we’re looking at the median of entrepreneurs, the average entrepreneur. Those are the people I deal with. I’m not dealing with Elon Musk. I would love to, but I don’t have those types. I have the family-owned business who took it over from their dad and they’ve been running it for 50 years, and he has 250 employees, and he’s got pure chaos, and I’m getting the call to go in and try to sort him out. These are not always the highly sophisticated Steve Jobs types of the world. If you really take a look under the hood with Elon—I read his book and listened to the audiobook with my kids, so I'm very familiar with his story, because I've heard it twice now—what they don't really mention is all the heroes underneath Elon. He wouldn't be who he is without all the many heroes, all the systems, and the Six Sigma and other processes and procedures. That's not to say he doesn't take a deep analytical look at everything, but who are those heroes and what are the processes? I'm far more interested in hearing about his VP of Operations than about Elon. Because what has his VP of Operations worked out? What systems have they implemented that allow him to scale and build a Tesla? Or his COO, like, what do they have going on? Elon's a face. Elon's a madman. He creates all this momentum and chaos, and then he has teams of people behind him who make sense and order out of that chaos. That's why you have what you have with Tesla. If he were just Elon Chaos, without that, I don't believe he would be where he is. But he had people that wanted to get in line. He had a lot of people that wanted to get in line. They believed in his vision. He had huge visions, and it's very inspiring to get behind those visions. Then they say, “Okay, give me the ball. We'll create the infrastructure that allows this thing to take off.” So I'm far more interested in the infrastructure that allows for that scale.  I agree. I'm just thinking whether there is this kind of dichotomy. Because I see that many entrepreneurs—when I was an investment banker—until they sold their business, they were not able to have that simple lifestyle they perhaps desired, because they were building, they were reinvesting. And it wasn't just reinvesting their cash—they were reinvesting their time. So every time they simplified, that was the opportunity cost of not using that time to improve their business. So they plowed it back in, plowed it back in.  Well, it's kind of like the E-Myth is a bit skewed. It's almost like the E-Myth is a myth. E-Myth is a dream—a dream that you can work on your business, step out completely, and everything about it runs itself. It doesn't really work that way. If you're going to be a successful entrepreneur, you're going to have late nights, long weekends, and you're going to feel like every major problem is your own because you're taking all the legal risks. I'm not telling people not to scale. I'm not telling them not to have chaos. What I'm trying to help them do is get clear on what they consider to be important.  And not get killed in the process, and not get divorced.  Statistically, that can happen—the more successful someone gets.  Yeah, it does. Because our time becomes much more valuable, and at some point, it's really hard to say no to the million-dollar hour—to spend that hour watching Netflix with your spouse, right? Exactly. Just feels harder to do.  Exactly.  Yeah.  That was good.  Alright, well, I enjoyed this tremendously. So one more question, one more question that I have to ask you. You talk about this $3 million rule—what do you mean by that? That’s a really interesting concept.  Yeah. So most small businesses get stuck around $3 million, statistically. The question is, why? Why do they get stuck there? A large majority gets stuck and it’s because they create a lifestyle for themself around $3 million. They’re taking enough off the table that they would never be able to find a job that would be able to replace that type of income. So they've made their small business their sole business, their job, and they say, “This is good enough for me,” because let's say half a million dollars, more or less, is going into their bank. They're filling up their 401(k), sending their kids to private school, giving themselves big bonuses. If they're profitable, they don't really see the need to take more risks or double down to go past that wall. I've seen many businesses kind of stay there. They’ll go fluctuate up and down through the years, but more or less they’ll hit that wall. They could stay there for 20 years and never make any progress. It’s not until they put on new thinking and say, we’re going to grow through acquisitions, we’re going to target a different market, new products, we’re going to innovate in some way. But that takes extra gas in the tank. Sometimes, a lot of entrepreneurs, once they hit that first level of success, say, “This is good enough for me,” because it usually takes them about five to seven years to get to that first major breathing point.  They're not hungry enough anymore.  Exactly.  Does someone has to be a little crazy to still want to eat more, even though they're already full?  Yeah. Some people are just wired that way. Some people just more and more, and that's no slight against them. They're never satisfied. They always want more—another dollar, another nickel. If they saw a nickel on the floor, they would stop and pick it up. They want every piece of everything. And those people usually are the ones that go and go and go and go. They’re usually the ones that just keep going because it’s an insatiable appetite. I'm not talking about people who get—well, I don't want to call it lucky—but sometimes things do fall out of the sky. Sometimes a big client falls out of the sky, or an opportunity opens up, and people are smart enough to buy their competitor when the competitor approaches them. Or sometimes they make these little moves, and that gives them a leap. I’m not talking about those people. Those are outliers to me. I’m talking about your average entrepreneur that built a $3 million business on his own with no major clients falling, just hard work, blood, sweat in tears. The average Joe typically gets stuck around that $3 million.  Yeah, that’s interesting. Fascinating. Alright, well, if you don't want to be stuck around $3 million, or if you want to get to the next level, then reach out to Tim and check out what he’s doing. So where can our listeners find you? Where can our listeners find you if they want to learn with you, learn about you, read your Substack, read your books? Where should they go?  Just go to Google or AI and type in Tim “The Inside Man” Martinez. The Inside Man is an acronym for Tim. You'll find my LinkedIn—happy to connect with you, just tell me you heard me on Steve's podcast. You can also check out my blog: it's Tim “The Inside Man” on Substack, or go to www.theinsideman.biz, my website. I'd love to connect with anyone. Well, do check out Tim's Substack—it's awesome. You're going to get more of what you heard on this podcast. And if you enjoy listening, make sure you follow us. Subscribe on YouTube, LinkedIn, Apple Podcasts, or wherever else you get your podcasts, because every week I'm inviting—and luckily more and more people want to come on the show—to have a conversation. So thank you, Tim, for coming, and thank you for listening. Important Links: Tim's LinkedIn Tim's website

In this episode, host Gerald J. Leonard pulls back the curtain on his personal journey into the world of Artificial Intelligence and accelerated learning. What began as a physical constraint, losing the ability to walk before a TEDx talk, became a catalyst for discovering the neuroscience of learning and the superpower of accelerated adaptation. Gerald shares how he applied principles of music, meditation, and transformational learning techniques to not only recover but to thrive, eventually tackling four simultaneous Ivy League courses in AI. From this intense period of study and experimentation, the Jet Prompt Optimizer was born, a custom tool designed to solve the universal problem of communicating effectively with Large Language Models (LLMs). This conversation is a deep dive into how curiosity and systematic learning can lead to innovation. Gerald explores the direct link between mastering new skills, building intelligent systems, and reclaiming personal time and freedom. He reveals how the right tools can transform chaos into calm, automate heavy lifting, and allow us to focus on what makes us uniquely human, creativity and connection.   What We Discuss [00:00] Introduction [02:04] Gerald's superpower & personal story [02:27] Discovery of accelerated learning techniques [03:16] Inspiration for Jet Prompt Optimizer [05:12] Development journey of Jet Prompt Optimizer [06:31] Patents and unique approach [07:24] Benefits for clients and personal life [08:42] Course and community plans [09:53] How to connect with the guest [10:47] Podcast closing & call to action   Notable Quotes [02:16] "I lost the ability to walk six weeks before my TEDx talk, and I was able to recover because I'm a musician as well." – Gerald J. Leonard [04:06] "AI is not broken. We just don't know how to communicate with it clearly." – Gerald J. Leonard [06:05] "I built Six Sigma and evaluation frameworks into the prompts so AI gives you what you actually want." – Gerald J. Leonard [08:23] "The systems are doing the heavy lifting and we can be humans and connect on an emotional level." – Gerald J. Leonard   Resources and Links Productivity Smarts Podcast Website - productivitysmartspodcast.com Gerald J. Leonard Website - geraldjleonard.com Turnberry Premiere website - turnberrypremiere.com Scheduler - vcita.com/v/geraldjleonard   Kiva is a loan, not a donation, allowing you to cycle your money and create a personal impact worldwide. https://www.kiva.org/lender/topmindshelpingtopminds