Podcasts about Six Sigma

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.

Is your strategy a vision built on solid foundations , or a story you've told yourself with nothing underneath it? And if the industry shifted tomorrow, would you even see it coming? This episode of Wicked Problems goes deep on Wardley Mapping , one of the most rigorous and underused frameworks in strategy today. Simon Wardley, the creator of Wardley Maps, joins the show to explain how the methodology works, where it came from, and why most of what businesses call a "map" is actually just a graph. Simon's path to mapping began not in a consulting firm or business school, but in a crisis of self-awareness: he was a CEO with no idea what he was doing, until a bookseller in Charing Cross handed him Sun Tzu's The Art of War. What followed was two decades of developing a tool now used by governments, investment firms, and , as Simon discovered at a conference , NASA. What We Cover Why everything called a "map" in business , mind maps, process maps, systems maps , is technically a graph, and why the distinction matters for strategy How components in any value chain evolve from genesis through custom-build, product, and commodity , and how to use that to your advantage Why the real value of Wardley Mapping isn't the map itself, but the conversations that happen while building it How to use maps for pre-mortem and post-mortem analysis , and why taking multiple snapshots over time reveals patterns you can't see any other way Why a useful map must be imperfect, and why chasing a perfect map is a guaranteed path to paralysis How investment firms use Wardley Maps to identify which industries are heading for disruption , including groups that use them specifically to short sectors How the UK government used mapping to save £450 million on a single project, and what that required at the level of spend control Why great leaders being great storytellers is a liability in strategy discussions , and how maps sidestep that problem entirely How to apply different management methodologies (Agile, Lean, Six Sigma) to the correct parts of a map rather than picking one and applying it everywhere Where to start if you've never mapped before, and what the learning curve actually looks like   Whether you're a business leader trying to validate a strategy before committing resources, an operator in a fast-moving sector like EV or fintech trying to understand where the market is heading, or a consultant who needs a better tool for driving alignment across senior stakeholders , this episode gives you a framework that sharpens how you see competitive landscapes and where to move next. Chapters 00:00 Introduction 03:57 The CEO Who Had No Idea What He Was Doing (It Was Me) 05:55 Maps vs. Graphs: Why Almost Everything Called a Map Isn't One 08:40 How Every Component Evolves , From Genesis to Commodity 10:17 Methodologies, Finance, and the £450 Million Government Save 13:18 Nine Years to Get Good , and Why Practice Is the Only Path 21:14 Maps Are a Snapshot: What Tectonic Plates Teach Us About Strategy 24:53 The Real Value of Mapping Is in the Conversation, Not the Artifact 25:56 Why a Useful Map Must Be Imperfect 27:25 Mapping in Government: GDS, Spend Control, and the Cabinet Office   Wicked Problems Podcast https://wickedproblems.fm Simon Wardley Simon's website and contact https://swardleymaps.com Wardley Maps (online book) , medium.com/wardleymaps https://medium.com/wardleymaps   Wardley Mapping Community & Tools Wardley Maps community hub (Chris Daniels) https://wardleymaps.com Learn Wardley Mapping (Ben Mosior) https://learnwardleymapping.com Online mapping tool https://onlinewardleymaps.com  

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 thought-provoking episode, top industry trainer and Quality Assurance expert Trey Briggs discusses how to apply the world-famous Six Sigma management methodology to QA training and scoring to achieve consistent patient-experience excellence. Trey offers industry-leading solutions based on a unique level of experience, knowledge, and expertise. Check it out!

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

You don't need a perfectly planned career to become a manufacturing leader. Megan, Director of Manufacturing at Sentry Equipment, started in hospitality and landed in manufacturing because she wanted a more predictable schedule for family life. What happened next is the part most people miss: she fell in love with the shop floor, learned continuous improvement tools like QRM, Lean, and Six Sigma, and kept choosing roles that expanded her skills until she was leading manufacturing operations.We also get specific about what strong manufacturers do differently when hiring and developing people. Sentry runs a culture interview before a skills interview, betting on coachability, attitude, and learning speed. We talk about recruiting challenges, why marketing matters for hiring, and what companies can change right now to attract more women in manufacturing and a more diverse workforce without treating it like a checkbox.Then we go deeper into the hard parts of scaling a shop: building teams with complementary strengths, using personality assessments to improve training, and capturing tribal knowledge before it walks out the door. Megan shares how they're moving toward clearer work instructions and easier access to process knowledge, plus where AI can save time in everyday work when used responsibly.If you want real-world manufacturing leadership insights and a clearer picture of how modern industrial companies grow talent, you'll get a lot from this conversation. Subscribe to Automation Ladies, share the episode with a friend in manufacturing, and leave a review so more people can find the show.Support the show__________________________________________________________________

Vandaag het gesprek met Liliana Rengifo. Liliana is geboren en getogen in Colombia en kwam als Operational Excellence specialist naar Nederland. Sinds de geboorte van haar zoons, Thomas en Matias, zet zij zich in als wereldverbeteraar. Ze startte met maatschappelijk verantwoord ondernemen voor alleenstaande moeders en koffieboeren in haar moederland. Sinds 2021 richt ze zich op de grondoorzaak van veel ongelijkheid en instabiliteit: klimaatverandering, via haar initiatief The Carbon Zero Club. Laten we beginnen… Samenvatting In aflevering 489 van de Decide for Impact podcast spreek ik met Liliana Rengifo, een in Colombia geboren Operational Excellence Specialist die via liefde en werk naar Nederland kwam. Ze legt uit dat operational excellence draait om continu verbeteren en verspilling verminderen (Lean/Six Sigma/TPM) en vertelt hoe ze na de geboorte van haar zoons startte met maatschappelijk verantwoord ondernemen voor alleenstaande moeders en koffieboeren in Colombia. Door misoogsten en stijgende kosten zag ze klimaatverandering als grondoorzaak en richtte ze zich sinds 2021 via de Carbon Zero Club op CO2-reductie. Ze bespreekt hoe verslapte wetgeving en onzekerheid (stikstof, netcongestie) bedrijven doen wachten, waarom ze met klanten buiten haar bubbel werkt, en hoe de club als coöperatie richting steward-ownership wil opschalen met een academy voor zzp'ers, projectmanagers en partners om besparingen, meerjarenplannen, implementatie en gedragsverandering te realiseren. Wat ik zoal leerde van Liliana: 00:00 intro - 02:10 Uitleg wat Operational Excellence is. 05:15 De grenzen opzoeken en verder duwen. 07:10 Uitdaging in de duurzaamheidsmarkt na de aanpassing van de Europese wetgeving. 08:40 De spagaat van bedrijven rondom de stikstof en wet- en regelgeving. 12:10 De worsteling van Liliana toen ze Nederlander werd. 13:55 Rouw om het verlies en afscheid nemen. In gesprek blijven. 19:40 De focus op carbon. 21:40 Het effect van de klimaatverandering voor de koffieboeren. 23:05 'Earth says shrink. Business says growth. We say both.' - Idealistisch en pragmatisch. 26:00 Definitie van groei: met minder meer kunnen doen en de goede dingen doen. Meer genieten. 28:50 Voorbeelden van anders groeien dan met meer spullen. 31:10 Je lichaam is meer dan alleen je hoofd. 32:30 Ze zijn een club gestart omdat ze weten dat ze het alleen samen met anderen kunnen. 34:30 De voorbereidingen om een steward-owned bedrijf te worden. 36:30 We hebben professionals nodig in de duurzaamheidswereld. 40:40 Een overzicht van praktische stappen om CO2-uitstoot te verminderen. 43:20 Mensen meenemen, aantrekkelijk maken om duurzaam gedrag te tonen. 46:10 De voordelen voor de ondernemer van de transitie naar duurzaam en regeneratief werken. 48:10 De voordelen voor de ondernemer om bij te dragen aan een soeferein Europa en als bedrijf meer autonomie krijgt. 51:10 Samen met de partners dansen, groeien en ontwikkelen. 52:00 Het lijkt alsof mensen een andere kijk hebben op duurzaamheid privé dan op het werk. 56:10 Vanuit Operational Excellence samen met de klant te kijken welke stappen er mogelijk zijn voor de eerste verbeteringen. 57:10 Mensen weten het al; ze hoeft alleen het proces te faciliteren zodat het gebeurt. Meer over Liliana Rengifo: https://www.linkedin.com/in/liliana-rengifo-impact/ https://thecarbonzero.club Andere bronnen: Samen werken naar het happy 2050 scenario – Babette Porcelijn Stichting Think Big Act Now - kennis over impact Efeso Kees Klomp KlimaatGesprekken | Workshops en training voor De verborgen impact - Babette Porcelijn Jan Rotmans Arne Eindhoven Video van het gesprek met Liliana Rengifo https://youtu.be/xDQj2zlQdtg Kijk hier https://youtu.be/xDQj2zlQdtg Transcript van het gesprek [00:00:00] Erno Hannink: Hallo en welkom bij aflevering 489 van de Decide for Impact podcast. Vandaag het gesprek met Liliana Rengivo. Liliana is geboren en getogen in Colombia en kwam als Operational Excellence Specialist naar Nederland. Sinds de geboorte van haar zoons, Thomas en Matthias, zet ze zich in als wereldverbeteraar. Ze startte met maatschappelijk verantwoord ondernemen voor alleenstaande moeders en koffieboeren in haar moederland. Sinds 2021 richtte ze zich op de grondoorzaak van veel ongelijkheid en instabiliteit, klimaatverandering, via het initiatief de Carbon Zero Club. Mijn naam is Erno Hanink en ik deel mijn opgedane kennis, ervaringen en expertise met jou. Ik coach ondernemers zodat ze besluiten nemen om hun impact te groeien voor het kijken. Dit gesprek met Liliana vond ik super interessant en leerzaam om te leren over hoe ze is begonnen, wat ze heeft gedaan en wat de resultaten zijn tot nu toe. Laten we beginnen. Welkom in de nieuwe podcastaflevering. Dit keer spreek ik met Liliana Rengifo. Goed? Ik doe mijn best. Welkom, Liliana. [00:01:19] Liliana Rengifo: Dank je wel. [00:01:20] Erno Hannink: Ik was jou via Babette Porcelijn en haar stichting tegengekomen met het werk dat je doet, met de club. Daar gaan we zo meteen over praten dat komt helemaal goed. Maar om even te starten voor de mensen, wat je doet, ben ik zeer benieuwd. Ik zag in het lezen, in de voorbereiding heb ik dingen gezien. Ik zag 'operational excellence specialist'. Ik had nog nooit van dat woord gehoord, dus ik ben benieuwd: wat is een Operational Excellence Specialist? [00:01:48] Liliana Rengifo: Ik wist het ook niet. En het was 2002, eerste stage lopen bij Tetra Pak en ik kwam in de afdeling dat heet WCM Class Management. Dat was de naam en ik was van wat is dat? En ik was heel geïnteresseerd want het is net als in een schildpad, stapje voor stapje verbeteren. En ik ben altijd een beetje maatschappelijk verantwoord en ik dacht dat het een prachtige manier was om operators te helpen, empowerment geven en om zijn eigen omgeving te veranderen. Dus ik was toen verantwoordelijk voor de suggestiesysteem en het was fantastisch want operators kwamen naar mij toe om te vertellen wat ze zelf wilden doen. En de beste suggestie, een van hen ging naar Mexico om nog meer ideeën te halen van een andere locatie. Ja, en daarnaast heb ik in de McDonald's gewerkt. En dat is hartstikke operational excellence. Alice is zo goed georganiseerd dat je beweging is minimaal. Dus het doel van operational excellence is continu verbeteren om verspillingen weg te nemen. Zodat mensen zo productief mogelijk zijn. Dus ja, dat is in het kort operational excellence. En ik maak het zo moeilijk, want er zijn verschillende afkortingen. Dus WSM was één. Die andere is TPM. En Lean, Six Sigma. Dus er zijn verschillende afkortingen. Maar ik zeg altijd, het is continu verbeteren. Dat is wat ik doe. Dat is wat ik afgestudeerd ben. En met veel plezier gedaan heb. En [00:03:32] Erno Hannink: om gelijk mensen een beeld te geven. Want jij bent geboren en getogen in Colombia. [00:03:38] Liliana Rengifo: Klopt. Wat [00:03:39] Erno Hannink: bracht je naar dit koude Nederland? [00:03:45] Liliana Rengifo: Ja, het was eerst liefde. Toen ben ik naar België België verhuisd Daarna heb ik wereldwijd gesolliciteerd voor consultant bij Eveso. Eveso was de guru consultancybureau die gespecialiseerd is in operational excellence. En ik wou per se voor hun werken en er was een vacatier hier in Nederland. En ze hebben tegen mij gezegd, oké je mag hier komen als je een reisbeweging hebt, als je Nederlands kan praten en als je een visum krijgt. En ik heb gezegd, ja, ik ga dat doen. En ik was heel naïef en ik dacht, ik kan alles. En het is wel gelukt, alleen was best wel lastig de taal. Dus dat heeft me wel heel veel tijd en energie gekost. Want in één keer kon ik zeggen. Dus ik kan alleen maar ja graag zeggen tegen een koffie. En dat was alles. Ja, heel oncomfortabel. [00:04:41] Erno Hannink: Oncomfortabel. [00:04:42] Liliana Rengifo: En [00:04:43] Erno Hannink: want jouw werk, de Carbon Zero Club, is dat ook oncomfortabel? Of is dat? Want ik kan me voorstellen dat het onderwerp toch voor veel mensen op dit moment heel oncomfortabel is. [00:04:56] Liliana Rengifo: Ik zoek altijd de grenzen. En ik probeer altijd te duwen. Ja, even de standaarden verder te duwen. Want ik geloof dat het altijd meer of beter kan. Ja, dat is een soort professioneel deformation, denk ik. Dus het was zeker oncomfortabel. Ik heb gewerkt als SAP'er sinds 2016. En ik heb altijd een opdracht gekregen. Totdat ik heb vormgegeven in sustainability en duurzaamheid. En daarna was het lastig om een opdracht te vinden. Dus dat was niet makkelijk. En het is zeker oncomfortabel om de gesprekken te hebben met mensen. En niet iedereen wil daarover spreken. Het is een soort taboe geworden. Dus ik moet wel af en toe wel voorzichtig zijn om even te checken van waar is de persoon in het verandertraject. Zijn ze net begonnen of ze willen niks weten of ze zijn verder helemaal groen. Dus ja, het is niet altijd makkelijk. [00:05:59] Erno Hannink: Want je zei net dat je dus op het moment dat je ging specialiseren op dit gebied, dat het toen ongemakkelijk werd. Dat het lastiger werd om klanten te krijgen, opdrachten. Heb je daar op het moment spijt van gekregen dat je die keuze had gemaakt? [00:06:15] Liliana Rengifo: Spijt Nee, want ik geloof wel in dat dit mijn doel is. Dus het is mijn calling Het is wel, ik heb wel een diepte gegaan toen ik, ik ging na vier jaar naar Colombia, op bezoek naar mijn ouders en daar speelt duurzaamheid helemaal niet een rol. En toen dacht ik, waarom doe ik mijn leven zo ingewikkeld? Ik zou wel in loondienst komen en pensioen bouwen en meer genieten van leven. En toen dacht ik, oké ga ik dit wel doorzetten? En toen ik begon te spreken met headhunters en de vraag was van, oké wat wil je doen? En ik ging hetzelfde omschrijven als ik wat ik doe met de carrossier.

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 episode, I share the kickoff to last week's webinar called "Green Belt Refresher using Copilot - Part 1" where I discuss the reason for the webinar, and what the current challenges are with teaching Six Sigma with different statistical software packages.To listen to the entire webinar, where I show how Copilot compares with Minitab for graphical analysis, summary statistics, SPC and capability analysis, go to https://www.leansixsigmaecosystem.com/c/webinars/green-belt-refresher-using-copilot-part-1 If you'd like to also attend next month's Part 2 webinar, where I'll go through ANOVA, DOE, Regression and other hypothesis tests using Copilot, you can 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

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.

HSPI QuickTakes SessionsThis episode of Problem Solved was recorded live at the Healthcare Systems Process Improvement (HSPI) Conference, straight from the Problem Solved LIVE booth!Throughout the week, we spoke with healthcare engineers, executives, students, researchers, exhibitors, and improvement leaders about what's shaping the future of healthcare systems.You'll hear:·       Why AI dominated this year's conversations·       How improvement professionals are bridging technology and human factors·       Why mentorship and student engagement matter more than ever·       How cross-industry thinking (manufacturing, energy, data science) is influencing healthcare·       What attendees are taking back to their organizations immediately·       And what's already in motion for HSPI next yearOne theme was clear: Technology is accelerating. But people - leadership, trust, change management, human-centered design - remain at the core.If you couldn't attend HSPI this year, this episode brings the conference floor to you. If you were there, you might just hear your own voice!Subscribe so you never miss what's next.Every great solution is a story worth telling. 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

I share a presentation I gave in July 2025 at the Practical Symposium in Beaver Creek Colorado. The topic was titled “Operations Management – Make Practice More Efficient” which described my experience working with two dermatology clinics. In the presentation, I explain my background in healthcare improvement using Lean and Six Sigma methodologies. I explain Continue Reading

If you haven't streamed the full episode yet, make sure you don't miss it.Optimizing for Meaning: What Industrial Engineering Teaches Us About Balance and BurnoutIn this thoughtful and refreshingly honest conversation, Aly Kamel, an industrial and management engineering student at the Arab Academy for Science and Technology, explores how core industrial engineering principles like input-process-output, value-added analysis, and constraint management can be applied to something far more personal: balance, burnout, and sustainable ambition.Aly challenges the idea that success means maximizing output at all costs. Instead, he reframes burnout not as a personal failure, but as a predictable system outcome, and one that can be redesigned.Industrial engineering isn't just about factories and supply chains. It's a mindset for designing systems that last.And the most important system you'll ever design… might be yourself.Learn more about The Institute of Industrial and Systems Engineers (IISE)Problem Solved on LinkedInProblem Solved on YouTubeProblem Solved on Instagram

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!

Optimizing for Meaning: What Industrial Engineering Teaches Us About Balance and BurnoutWe talk a lot on Problem Solved about optimizing systems, improving processes, and designing better organizations.But what happens when the system you're trying to design… is your own life?In this thoughtful and refreshingly honest conversation, Aly Kamel, an industrial and management engineering student at the Arab Academy for Science and Technology, explores how core industrial engineering principles like input-process-output, value-added analysis, and constraint management can be applied to something far more personal: balance, burnout, and sustainable ambition.Aly challenges the idea that success means maximizing output at all costs. Instead, he reframes burnout not as a personal failure, but as a predictable system outcome, and one that can be redesigned.Together, we discuss:Why high achievers are especially prone to burnoutHow “value-added” thinking applies to your daily lifeThe difference between intensity and sustainabilityWhy constraints should be treated as design inputs, not weaknessesAnd how to optimize for meaning — not just productivityIndustrial engineering isn't just about factories and supply chains. It's a mindset for designing systems that last.And the most important system you'll ever design… might be yourself.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

This week's episode is a special bonus preview of what's coming next on Problem Solved.We're heading to the Healthcare Systems Process Improvement Conference with Problem Solved LIVE, where we'll have an onsite booth. We'll be capturing real-time insights from attendees, speakers, and leaders across healthcare systems engineering.Hear what's coming up at HSPI, how you can get involved, and details about our live interviews and social media giveaway.If you're attending HSPI, stop by the Problem Solved LIVE booth and be part of the conversation. If you're not, follow along as we bring the conference experience directly to you. Follow Problem Solved on Instagram and YouTube now!

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

Brought to you by Diesel David and Main Street Warriors In this episode of Cherokee Business Radio, host Joshua Kornitsky sits down with Anne Kimsey, Founder and CEO of New Path Points, to explore why organizational change often fails—and what leaders can do to make it succeed. Anne shares insights from her career across finance, Six Sigma, consulting, […]

HSPI Keynote Spotlight: Inside conversations with Dr. Patterson and Lennox Wildman"In this special HSPI Keynote Spotlight episode of Problem Solved, listeners are invited inside conversations with Dr. Emily Patterson and Lennox Wildman, two leaders shaping the future of healthcare systems improvement. The episode explores how technology, workflows, and people come together to drive safer, more effective care. Through practical insights and real-world examples, these thoughtful conversations highlight how industrial and systems engineering principles are being applied to strengthen healthcare delivery and support the professionals who make it possible. Don't miss the full keynotes talks from these professionals at the HSPI Conference sponsored by Society for Health Systems!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

Elections are one of the most complex systems we rely on. They're decentralized, human-driven, time-critical, and under constant scrutiny. And while hundreds of decisions are made under the surface, most of us only see the final result.In this episode of Problem Solved, IISE's Keith Albertson sits down with Dr. Natalie Scala of Towson University to explore the systems behind the ballot and how industrial and systems engineers are strengthening elections.From polling places to poll worker support, supply chains and trust in outcomes, Dr. Scala explains how classic ISE tools are being applied to one of the most consequential systems in society all while remaining nonpartisan.This conversation goes beyond politics and into process, people, and design.https://www.drnataliescala.com/Natalie M. Scala, Ph.D., is a professor and professor and cyber fellow in the College of Business and Economics at Towson University and co-director of the Empowering Secure Elections research lab. She is a faculty affiliate at the University of Maryland Applied Research Lab for Intelligence and Security, and has shared her expertise, research and work regarding elections security in conference presentations, articles for ISE Magazine and a Season 1 episode of Problem Solved in 2020.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

Elections are one of the most complex systems we rely on. They're decentralized, human-driven, time-critical, and under constant scrutiny. And while hundreds of decisions are made under the surface, most of us only see the final result.In this upcoming episode of Problem Solved, IISE's Keith Albertson sits down with Dr. Natalie Scala of Towson University to explore the systems behind the ballot and how industrial and systems engineers are strengthening elections.From polling places to poll worker support, supply chains and trust in outcomes, Dr. Scala explains how classic ISE tools are being applied to one of the most consequential systems in society all while remaining nonpartisan.This conversation goes beyond politics and into process, people, and design.https://www.drnataliescala.com/Natalie M. Scala, Ph.D., is a professor and professor and cyber fellow in the College of Business and Economics at Towson University and co-director of the Empowering Secure Elections research lab. She is a faculty affiliate at the University of Maryland Applied Research Lab for Intelligence and Security, and has shared her expertise, research and work regarding elections security in conference presentations, articles for ISE Magazine and a Season 1 episode of Problem Solved in 2020.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

Send us a textIn this episode, Paul and Steve talk with Rick Cummins, a DSG for Gensco about all things training, food, and Six Sigma.Thanks for listening! Please visit www.mitsubishicomfort.comContact us at metustechshow@hvac.mea.com

From Classroom to Career: Young Professional Lessons from the First Five YearsThe first five years of your career can feel like a crash course in the real world. One moment you're confident in your coursework, and the next you're navigating ambiguity, imposter syndrome, and expectations no syllabus ever prepared you for.In this episode of Problem Solved, we sit down with three IISE Young Professionals — Helen Siegrist, President of IISE Young Professionals, Jessica Aujla, and Gordon Quach — for an honest, roundtable conversation about what it actually looks like to transition from the classroom to the workforce.Together, they reflect on:The transition and shock of the first year out of schoolFinding your footing and earning trust in years two and threeGrowing confidence, leadership, and career direction in years four and fiveNavigating imposter syndrome, mentorship, and professional identityHow IISE and the Young Professionals community can support growth along the wayThis episode isn't about having all the answers — it's about learning through experience, community, and reflection. Whether you're a student, a recent graduate, or early in your professional journey, this conversation offers perspective, reassurance, and practical insight from those who've been there.

Welcome to another episode of the Sustainable Clinical Medicine Podcast! In this episode, Dr. Zhen Chan shares his unique journey from growing up in Miami, Florida to becoming a pediatrician in Washington, DC, and ultimately venturing into the entrepreneurial side of healthcare. Dr. Chan discusses his educational background, including an MD-MBA dual degree, and how it shaped his interests in blending artistic and scientific aspects within the medical field. He delves into his clinical practice in the 'fast track' side of an emergency room and his desire to improve healthcare systems. Dr. Chan also talks about his entrepreneurial endeavors, like founding Grapevine, a community focused on healthcare workforce optimization and reducing burnout among medical professionals. Throughout the conversation, he emphasizes the importance of networking and staying updated with technological advancements to better serve patients and the healthcare community. Here are 3 key takeaways from this episode: 1. The Power of Networking in Healthcare: Dr. Chan emphasizes that building professional relationships and communities—like her Grapevine initiative—is crucial for career growth, combating burnout, and reducing social isolation among healthcare professionals. Networking is not just for business leaders; it's essential for clinicians at all stages. 2. Innovation and Entrepreneurship are Vital for Modern Physicians: Dr. Chan's journey shows that blending clinical practice with entrepreneurial thinking and process improvement (such as Six Sigma and MBA training) can help address systemic issues in healthcare. Physicians can—and should—embrace innovation to improve patient care and the healthcare system. 3. Technology and AI Can Reduce Administrative Burden: The discussion highlights how AI-powered tools (like scribing and coding assistants) are transforming healthcare by reducing administrative workload, allowing doctors to focus more on patient care. Accurate documentation and embracing new technologies are key to improving efficiency and outcomes. Meet Dr. Zhen Chan: Dr. Zhen Chan is a practicing pediatrician at Children's National Medical Center in Washington, DC and Founder/CEO of Grapevyne, a community dedicated to empowering physician autonomy and wellbeing through better networking and understanding about healthcare beyond medicine. He graduated from the University of Miami with his BS in Neuroscience and Criminology, MD, and MBA in Health Management & Policy. After completing his education, he went on to complete his pediatrics residency at New York Presbyterian Hospital-Weill Cornell Medicine, where his work in quality improvement and advocacy projects revealed a career path to impact healthcare at scale beyond the exam room. In addition to his clinical practice and his own community, he advises other healthcare startups as well focused on improving healthcare access. Connect with Dr. Zhen Chan:

Stewart Butterfield is the co-founder of Slack and Flickr, two of the most influential products in internet history. After selling Slack to Salesforce in one of tech's biggest acquisitions, he's been focused on family, philanthropy, and creative projects. In this rare podcast appearance, Stewart shares the product frameworks and leadership principles that most contributed to his success. From “utility curves” to “the owner's delusion” to “hyper-realistic work-like activities,” his thoughts on craft, strategy, and leadership apply to anyone building products or leading teams.We discuss:1. Hyper-realistic work-like activities2. The owner's delusion3. Utility curves4. “Don't make me think”5. “We don't sell saddles here”6. Tilting your umbrella7. When to pivot—Brought to you by:WorkOS—Modern identity platform for B2B SaaS, free up to 1 million MAUsMetronome—Monetization infrastructure for modern software companiesLovable—Build apps by simply chatting with AI—Transcript: https://www.lennysnewsletter.com/p/slack-founder-stewart-butterfield—My biggest takeaways (for paid newsletter subscribers): https://www.lennysnewsletter.com/i/178320649/my-biggest-takeaways-from-this-conversation—Where to find Stewart Butterfield:• X: https://x.com/stewart• LinkedIn: https://www.linkedin.com/in/butterfield—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Introduction to Stewart Butterfield(04:58) Stewart's current life and reflections(06:44) Understanding utility curves(10:13) The concept of divine discontent(15:11) The importance of taste in product design(19:03) Tilting your umbrella(28:32) Balancing friction and comprehension(45:07) The value of constant dissatisfaction(47:06) Embracing continuous improvement(50:03) The complexity of making things work(54:27) Parkinson's law and organizational growth(01:03:17) Hyper-realistic work-like activities(01:13:23) Advice on when to pivot(01:18:36) The importance of generosity in leadership(01:26:34) The owner's delusion—Referenced:• Slack: https://slack.com• Flickr: https://www.flickr.com• Cal Henderson on LinkedIn: https://www.linkedin.com/in/iamcal• Blok: https://blok.so• Brandon Velestuk on LinkedIn: https://www.linkedin.com/in/brandon-velestuk-6018721b• Magic Link: https://en.wikipedia.org/wiki/Magic_Link• Ticketmaster: https://www.ticketmaster.com• John Collison on X: https://x.com/collision• Patrick Collison on X: https://x.com/patrickc• Sundar Pichai on LinkedIn: https://www.linkedin.com/in/sundarpichai• Three Questions with Slack's CEO: https://www.technologyreview.com/2014/11/21/170330/three-questions-with-slacks-ceo• Six Sigma: https://www.6sigma.us• What is kaizen and how does Toyota use it?: https://mag.toyota.co.uk/kaizen-toyota-production-system• John Collison's post on X about passion projects: https://x.com/collision/status/1529452415346302976• Parkinson's law: https://www.economist.com/news/1955/11/19/parkinsons-law• We Don't Sell Saddles Here: https://medium.com/@stewart/we-dont-sell-saddles-here-4c59524d650d• Glitch: https://en.wikipedia.org/wiki/Glitch_(video_game)• IRC: https://en.wikipedia.org/wiki/IRC• This will make you a better decision-maker | Annie Duke (author of “Thinking in Bets” and “Quit,” former pro poker player): https://www.lennysnewsletter.com/p/making-better-decisions-annie-duke• The woman behind Canva shares how she built a $42B company from nothing | Melanie Perkins: https://www.lennysnewsletter.com/p/the-making-of-canva• Prisoner's dilemma: https://en.wikipedia.org/wiki/Prisoner%27s_dilemma• Stewart Little: https://en.wikipedia.org/wiki/Stuart_Little• Dharma and Greg: https://en.wikipedia.org/wiki/Dharma_%26_Greg• Stewart's post on X referencing “the owner's delusion”: https://x.com/stewart/status/1223286626991796224—Recommended books:• Principles: Life and Work: https://www.amazon.com/Principles-Life-Work-Ray-Dalio/dp/1501124021• Why Nothing Works: Who Killed Progress―and How to Bring It Back: https://www.amazon.com/Why-Nothing-Works-Killed-Progress_and/dp/154170021X• Positioning: The Battle for Your Mind: https://www.amazon.com/Positioning-Battle-Your-Al-Ries/dp/0071373586• Quit: The Power of Knowing When to Walk Away: https://www.amazon.com/Quit-Power-Knowing-When-Walk/dp/0593422996—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. To hear more, visit www.lennysnewsletter.com