What if one of the fastest ways to improve your machine shop is walking through someone else’s?

In this solo episode, Andrew shares lessons from recent shop tours, including visits to manufacturers in Japan and Toyota Material Handling in Columbus, Indiana. He explains why every shop owner and manufacturing leader should regularly visit other facilities, shamelessly borrow great ideas, and expose their teams to new ways of thinking.

Andrew explores how shop tours create better benchmarks, reveal simple solutions to stubborn problems, strengthen industry relationships, and help leaders see both their company’s strengths and blind spots. He also reflects on why taking your team along is often even more valuable than going alone, and why the best leaders spend more time listening than talking.

Andrew shares how a simple magnetic tag meant to prevent a security mistake failed, not because the idea was bad, but because the process wasn’t complete. From there, Andrew and Jay explore Kanban systems, physical signals, mistake-proofing, and why the best systems don’t rely on memory.

Along the way, Andrew and Jay trade stories about forgotten garage doors, rusting cast iron, Toyota-inspired fixtures, tool wear, AI, and the difference between hard work and the right work. They reflect on the value of training shoulder-to-shoulder with employees, and why the most effective improvements are often the simplest ones: a tag on a keyring, a fixture that prevents mistakes, or a process that makes the wrong action impossible.

Here is the BMW video Jay referenced.

And here's the podcast Andrew referenced, Stories are Soul Food.

A single drop of coolant shut down an overnight production run that should have been making parts for hours. Nothing crashed or was broken, yet the machine stopped, production stopped, and the schedule slipped.

That small failure leads to a bigger discussion about one of the hardest lessons in manufacturing and business: the more optimization you pursue, the more opportunities you create for failure.

Andrew and Jay explore the tradeoff between speed and certainty, why complex systems often become fragile systems, and how owners can avoid creating unnecessary chaos in pursuit of efficiency. They discuss lights-out machining, process documentation, SOPs, simplification, customer urgency, and the role leaders play in bringing calm when everyone else is stressed.

Andrew returns from Japan with 15 lessons that challenged the way he thinks about leadership, training, standards, and continuous improvement. These include thoughts on how leaders accidentally become bottlenecks, why standards drift over time, and what it means to build a culture that surfaces problems instead of burying them.

What happens when an iconic brand starts fighting its own fans?

This week, Andrew and Jay discuss Fender’s controversial cease-and-desist campaign against Strat-style guitar builders and discuss the difference between protecting intellectual property and damaging brand loyalty. What can businesses learn from the backlash?

The conversation then shifts to Andrew’s recent trip to Japan, where he spent six days immersed in lean manufacturing, visiting world-class companies, schools, and cultural landmarks. He shares early observations on Japanese efficiency, intentional design, continuous improvement, and why blindly copying another company’s systems is often a mistake.

Along the way, the hosts unpack lessons from Rick Rubin’s The Creative Act, discussing creativity, constraints, improvisation, and why some of our biggest limitations are self-imposed. They wrestle with the relationship between process and innovation, lean thinking versus rigid systems, and how business leaders can create environments where people and ideas can flourish.

Jay welcomes John Grimsmo of Grimsmo Knives for a wide-ranging conversation on leadership, manufacturing culture, lean systems, and the Six Types of Working Genius assessment. Fresh off implementing the framework with his family and team, John shares how understanding “working genius” helped relieve pressure, clarify leadership frustrations, and reshape the way he thinks about people, meetings, and workflow inside his company.

The conversation includes: why some people thrive in tenacity while others burn out, the surprising emotional impact of understanding your frustrations, how working genius creates a shared language across teams, the danger of over-optimization, and more.

Is a good leader a dictator? In this episode, Jay and Andrew wrestle with the tension between decisive leadership and collaborative growth. What starts as a customer support question turns into a deep conversation about lean manufacturing, parenting, company culture, value stream mapping, and the hidden danger of “at some point” processes.

They unpack why servant leadership is often misunderstood, how leaders can avoid micromanagement without abandoning standards, why some mistakes are worth letting happen for the sake of growth, binary decision-making, lean waste, product simplification, and more.

Andrew also shares why he finally committed to a once-in-a-lifetime lean trip to Japan with Paul Akers, and the mindset shift that convinced him to go.

Andrew and Jay explore the tension between confidence and delusion in entrepreneurship, the challenge of scaling a company without losing yourself, and the reality that what got you here might not get you there. They also dig into Vistage vs. hands-on consulting, the value of networking in real life, productive failure, family business dynamics, and why some people seem to operate in an entirely different league.