My guest for Episode #520 of the Lean Blog Interviews Podcast is Bill Remy, CEO of TBM Consulting. 

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Bill is both an accomplished business executive and leader who is frequently called upon for his credible voice, honesty, and pragmatism — and for his ability to leverage operational excellence and continuous improvement for long-term profitable growth. 

As former president of Thayer Aerospace, Bill doubled revenue in six years, expanded into Mexico, improved profitability, and increased inventory turns. He integrated the supply chain into a web-based pull system, consolidated divisions, and implemented an ERP system. 

Earlier in his career, Bill held progressively responsible roles in operations, including Vice President of Continuous Improvement at Invensys, Vice President of Operations at Learjet/Bombardier, Production Manager at Lockheed Arizona Missile Facility, and Materials Manager at Allied-Signal Aerospace.

Bill holds both a Master of Science and Bachelor of Science degrees in Industrial Engineering from Oklahoma State University. He serves as Chairman of the Board of Directors for Pancon Corporation and on the Oklahoma State University /deans Advisory Board for the College of Engineering. He has over 25 years of leadership experience in general management and manufacturing operations.

In this episode, we discuss the transformative power of Lean leadership and operational excellence. Bill shares insights from his extensive career, including how he first encountered Lean principles at Allied Signal and the dramatic improvements achieved through lead time reduction and flow.

We explore the critical role of communication and employee involvement in overcoming resistance to change, the deep connection between safety and quality, and the importance of leadership in both driving transformation and sustaining long-term improvement.

Bill outlines TBM’s four-phase framework for turning around operations, emphasizing the need for a holistic evaluation of people, processes, and performance metrics. Finally, we reflect on how organizations can leverage Lean as a strategic advantage to drive growth and profitability while fostering a culture of continuous improvement.

• What’s your Lean origin story? How did you first learn about Lean, and what drew you to it?
• Can you describe the initial transformation you led at Allied Signal, focusing on lead time reduction and flow?
• How did you address resistance to change when implementing the model line at Allied Signal?
• How did you ensure communication and involvement during that transformation?
• Can you elaborate on the connection between safety and quality and how improving one supports the other?
• How do you help leaders recognize that safety performance can improve significantly, even if zero injuries seems aspirational?
• Have you seen Lean improve relationships between management and employees, especially where trust was broken?
• What have you learned over time about the cultural and technical aspects of standard work?
• How do you balance moving toward one-piece flow without overwhelming a system that isn’t ready for it yet?
• How do you distinguish between a one-off performance issue and a sign of deeper trouble? How do you address it?
• What qualities or mindsets do leaders need to lead both Lean transformations and long-term sustainment?
• What’s the difference between leaders who are effective in transitions versus those who excel in sustaining improvement?
• How does TBM Consulting evaluate the state of a plant during a turnaround? What does the assessment process involve?
• Can you outline the four phases of turning around operations and share an example of how this approach was applied?
• How do you prioritize improvement work when constrained by resources, like capex or time?
• What warning signs indicate a plant is in trouble, and how do you help organizations prevent further decline?
• How does TBM Consulting differentiate itself in helping businesses use operational excellence as a strategic advantage?
• What insights have you gained about Lean from your career as both a practitioner and a consultant?
• What’s the origin story of TBM Consulting, and how has its focus evolved over time?
• How do you integrate leadership development into Lean practices for long-term success?

The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more.

This podcast is part of the #LeanCommunicators network. 

My guest for Episode #519 of the Lean Blog Interviews Podcast is Jarvis Gray, the Managing Director of The Quality Coaching Co. He offers more than 16 years of strategic planning, quality improvement, and operations leadership experience in the healthcare industry. 

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Through his firm, The Quality Coaching Co., Jarvis and his associates help healthcare organizations foster cultures of system-wide quality improvement by offering customized Lean Six Sigma coaching, training, and certification programs centered on improving the quality of their care delivery services and health outcomes, eliminating waste and achieving cost reductions, and enhancing the patient experience.

He's the host of the Excellence in Healthcare podcast (where I have been a guest). His new book is MASTERING HEALTHCARE EXCELLENCE: A Leader’s Guide to Getting World-Class Results by Aligning People, Priorities, and Processes.

In this episode, we explored how to build a sustainable culture of excellence in healthcare by aligning people, priorities, and processes. We discussed the importance of integrating Lean Six Sigma principles with data-driven decision-making to improve patient outcomes and streamline operations.

Jarvis shared insights on establishing frameworks for healthcare excellence, including data cataloging and dashboarding, to track and leverage key metrics. We also delved into the evolving roles within healthcare quality improvement, the lessons learned from working closely with healthcare professionals, and the unique challenges of managing patient-centered processes. Lastly, we touched on his experience as a business owner, applying continuous improvement to his own consulting practice and the value of disciplined operations in achieving long-term success.

• What’s your origin story with quality, Lean Six Sigma, and healthcare?
• How did Florida Power & Light's quality culture and Deming Award influence your approach?
• What’s changed in the role of “management engineer” in healthcare since you entered the field?
• When did you start the Quality Coaching Company, and what led to that decision?
• What’s the central message or goal of your new book, Mastering Healthcare Excellence?
• How do you use data in healthcare to achieve excellence, and what tools do you recommend?
• What’s the healthcare excellence business model you promote in the book?
• Can safety or quality serve as a competitive advantage in healthcare? Any examples?
• What key lessons have you learned from healthcare professionals as an engineer?
• Do you have an example of aligning people, priorities, and processes effectively in healthcare?
• What improvements have you made in your own business from lessons learned in coaching?
• For consultants and coaches, what small business coaching insights have helped you?

The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more.

This podcast is part of the #LeanCommunicators network. 

My guest for Episode #518 of the Lean Blog Interviews Podcast is Jerry Wright, author of the new book The Insanity Trap: What Your MRP Consultant Won't Tell You.

Jerry M. Wright, PE, MBA, is an accomplished operations executive and teaching professional with over 39 years of experience in the manufacturing and service sectors. 

His extensive career spans various industries, including aerospace, consumer goods, healthcare, medical devices, diagnostics, and industrial sectors, where he has held leadership roles in engineering, operations, quality assurance, and operational excellence (OpEx). 

He is an expert on taking businesses from MRP "insanity" to Pull Systems (Kanban) and driving operational excellence through the implementation of Toyota Production Systems (TPS/Lean) tools and methods.

He's a Master Black Belt and only the 7th person in the world to receive the Lean Gold Certification (LGC) from the joint alliance of ASQ, AME, SME, and the Shingo Institute.

In this episode, Jerry shares his insights and hard-earned lessons about the pitfalls and inefficiencies of Material Requirements Planning (MRP). Jerry reflects on his career, starting with his early Lean experiences at Kimberly Clark, where he encountered the challenges of forecasting, production scheduling, and the recurring "insanity trap" of MRP. He discusses the implementation of Kanban systems, the impact on inventory management, and how turning off MRP systems helped teams dramatically reduce shortages and excess inventory.

Through real-life examples, Jerry illustrates how companies can shift from traditional MRP-driven processes to more effective demand-driven and Kanban-based systems, leading to operational improvements, better employee engagement, and more reliable supply chains. The episode also touches on the psychology of change management, navigating the resistance from those invested in outdated systems, and how leadership can foster a more adaptive, efficient environment by embracing simplicity over complexity.

• What is your Lean origin story?
• Were your parents open to Kaizen opportunities or suggestions from you as a child?
• Was your first introduction to the "insanity trap" of MRP at Kimberly Clark?
• Can you describe the challenges of dealing with MRP at Kimberly Clark?
• What was Bill Holbrook's role when he suggested unplugging the MRP?
• How did your team transition from MRP to Kanban, and what were the results?
• Can you explain the issues with relying on forecasts and lead times in MRP systems?
• What do you think about demand-driven MRP as an alternative?
• Why do you think demand-driven MRP isn't more widely adopted?
• How do you balance the risk of excess inventory versus lost sales?
• How did Dell handle material constraints and lead time reduction when you were there?
• How does Toyota manage its supply chain and production planning without relying heavily on MRP?
• Can you talk about how Toyota's system recovers quickly from supply chain disruptions?
• What was the origin of your book The Insanity Trap?
• How can leaders and companies overcome the psychological barriers to changing their supply chain systems?
• How do you help employees transition from roles like expediting to managing Kanban systems?
• What are your thoughts on the promise of AI in demand forecasting and supply chain management?
• Who is the target audience for your book?
• What are your thoughts on supply chain planning versus execution in lean environments?

The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more.

This podcast is part of the #LeanCommunicators network. 

My guest for this bonus episode of the Lean Blog Interviews Podcast is Bruce Hamilton, who is joining me on the show for the first time. Bruce is a renowned figure in the Lean world, serving as the President of GBMP Consulting Group and Director Emeritus for the Shingo Institute.

As a senior examiner and certified workshop facilitator for the Shingo Prize, Bruce brings a wealth of knowledge and experience. He is also a past recipient of the Shingo Prize in both business and academic categories and has been inducted into both the Shingo Academy and the AME Manufacturing Hall of Fame.

During our conversation, Bruce reflects on two major milestones: the 25th anniversary of the now-classic "Toast Kaizen" video and the 20th year of GBMP's Northeast Lean Conference. He shares the humble beginnings of "Toast Kaizen," filmed in his kitchen with the help of his two-month-old son, and its unexpected success. We also discuss the evolution of the Northeast Lean Conference, from its modest start to an event that now attracts Lean thinkers from across the country. Bruce talks about the upcoming conference theme, “Leveraging Lean to Thrive,” and how Lean principles can help organizations overcome uncertainty, especially in today’s challenging times.

The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more.

This podcast is part of the #LeanCommunicators network. 

My guest for Episode #517 of the Lean Blog Interviews Podcast is Jacob Stoller, a journalist, speaker, facilitator, and Shingo-Prize-winning author of The Lean CEO. We talked about that in Episode 221.

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His latest book, Productivity Reimagined: Shattering Performance Myths to Achieve Sustainable Growth, was just released by Wiley on October 8th, 2024. 

Jacob has published hundreds of articles on technology and business management methods, and is known for demystifying complex topics for general business audiences. Jacob has delivered a variety of keynote speeches and learning events workshops in Canada, Europe, and the US, and authored reports, created training materials, and strategic corporate documents for clients such as Microsoft, Dell Computer, Staples, Pitney Bowes, International Data Corporation (IDC), CMA Canada, and the Conference Board of Canada.

In this episode, the discussion focuses on debunking common myths about productivity and exploring how sustainable growth can be achieved by improving operational efficiency without sacrificing quality. Jacob emphasizes the importance of lean thinking and continuous improvement, noting that productivity gains should come from enhancing processes, not just relying on technology or financial measures. We also highlight the critical role of people and culture in driving lasting improvements and discuss how true productivity involves creating more value with the same or fewer resources, aligning with lean principles.

• What have you been up to since The Lean CEO?
• If you were to do a new edition of The Lean CEO, what would you add?
• How do you define productivity?
• What are productivity myths, and how are they affecting organizations?
• What are some examples of productivity gaps you've observed in industries like manufacturing?
• What misconceptions exist about improving productivity with lean methodologies?
• How important is the people side of lean, and how does it impact productivity?
• What strategies have you found most effective for real employee engagement?
• What are the pitfalls or misconceptions around leveraging technology for productivity gains?
• Can you share examples of companies successfully using lean thinking to improve productivity?
• What are some success stories or inspiring examples of organizations improving productivity outside traditional lean environments?

• Productivity myths and misconceptions
• The relationship between productivity, quality, and resource efficiency
• The importance of the people-first approach in lean
• Challenges in sustaining lean improvements
• The role of technology and automation in productivity
• Leadership's role in driving cultural change and continuous improvement
• The evolving landscape of productivity in various sectors, including manufacturing, healthcare, and sustainability.

The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more.

This podcast is part of the #LeanCommunicators network. 

In this episode of Lean Blog Interviews, Mark Graban welcomes Roberto Priolo, the Managing Editor of Planet Lean, the publication of the Lean Global Network. Based in Barcelona, Roberto has a background in journalism and extensive experience in covering Lean and continuous improvement topics. Mark and Roberto discuss the upcoming Lean Global Connection event, happening on November 21st and 22nd, 2024, which is a free, 24-hour virtual event designed to bring together the global Lean community.

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• The Origins of the Lean Global Connection Event: Roberto explains how the event began during the pandemic as a way to connect Lean practitioners worldwide when in-person gatherings were impossible. Now in its fourth year, the event continues to thrive, attracting speakers and attendees from over 120 countries.
• What to Expect at the 2024 Event: This year’s theme, “Developing Adaptiveness in a Changing World,” addresses how Lean can help organizations navigate complex challenges like supply chain disruptions, geopolitical issues, and emerging technologies like AI. The event will feature nearly 100 presentations, spanning 24 hours, with thought leaders sharing real-world case studies, insights, and best practices.
• Speakers and Presentations: Mark and Roberto highlight key speakers such as Art Byrne, Jim Womack, John Shook, and many others from around the world. The event will also include external voices to help contextualize Lean’s relevance in a broader geopolitical and business landscape.
• Psychological Safety in Lean: Mark shares details about his presentation, which will focus on psychological safety as a foundation for continuous improvement. He will explore how creating environments where employees feel safe to speak up about problems and ideas is crucial for effective Kaizen and strategy deployment.
• The Lean Social Side: Roberto emphasizes the importance of the "social side" of Lean, which often gets overlooked in favor of technical tools. He stresses the need for reinforcing this message continually within the Lean community to ensure organizations foster environments that prioritize human interaction and psychological safety.

• The Event Format: The Lean Global Connection is designed as a global festival of Lean thinking, running for 24 hours straight, with two stages running simultaneously. Attendees can join at any time and catch up later with recorded sessions available on the Lean Global Network YouTube channel.
• Roberto’s Lean Journey: Roberto shares his journey from studying journalism in London to becoming a central figure in the Lean community, managing Planet Lean and contributing to the Lean Global Network’s mission of spreading Lean thinking.

Register for the free Lean Global Connection event here. Mark your calendar for November 21st and 22nd, and be sure to check out previous years’ presentations on the Lean Global Network YouTube channel for a taste of what’s to come.

• Planet Lean website: Link to Planet Lean
• Lean Global Network YouTube channel: Link to YouTube Channel
• Event Registration: Link to Event Page

Tune in for this exciting conversation with Roberto Priolo to learn more about how the Lean Global Connection continues to bring the world’s Lean community together and what to expect in this year’s event.

My guest for Episode #516 of the Lean Blog Interviews Podcast is Jenn Christison, founder and principal consultant at Seven Ways Consulting.

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Jenn has spent more than 15 years leading continuous improvement efforts across a variety of industries, including aerospace manufacturing, healthcare, non-profit, pharma, and tech. Guided by the principles of Respect for People and Continuous Improvement, Jenn brings a wealth of experience to her work, helping organizations achieve meaningful transformation.

Jenn’s journey began with a desire to change the world as a teacher, social worker, or stand-up comedian. discovered my biggest impact could be made leading organizational transformation.

Jenn is also the author of the new book Even Better Leadership: Provocative Reflections to Guide Improvement and continues to embrace her stand-up comedy roots — if you know where to look. We’re thrilled to have her on the show today to share her insights and experiences.

In this episode, Jenn shares her journey from aerospace and defense at Boeing to leading Lean and continuous improvement efforts in healthcare and beyond. We discuss Jenn's Lean origin story, how her early experiences as a teacher, social worker, and stand-up comedian influenced her approach to leadership and transformation, and the lessons she’s learned from working in various industries. Jenn also talks about her new book, Even Better Leadership: Provocative Reflections to Guide Improvement, and the iterative process behind its creation. Additionally, we explore the challenges of applying Lean in healthcare and the importance of prioritizing quality and respect for people in organizational improvement.

• Can you tell us your Lean origin story?
• How do lessons from being a teacher, social worker, and stand-up comedian shape your approach to transformation?
• What inspired you to write your new book, Even Better Leadership?
• How did you transition from aerospace to healthcare, and what sparked your interest in that shift?
• What are your thoughts on Boeing’s recent struggles, especially on the commercial side?
• What were some challenges and surprises you encountered when applying Lean in healthcare?
• Can you share a favorite example of a successful Lean improvement at Seattle Children’s?
• What led you to start your consulting firm, Seven Ways Consulting, and how does being an external consultant differ from working internally?
• What is the meaning behind the name 'Seven Ways Consulting'?
• What was the iterative process like for developing your book?

What insights did you gain from working in various industries that you apply to leadership and improvement today?

The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more.

This podcast is part of the #LeanCommunicators network. 

My guest for Episode #515 of the Lean Blog Interviews Podcast is Jim Morgan, senior advisor at Lean Enterprise Institute and a board member at Adrian Steel. Jim’s most recent industry experience was as Chief Operating Officer at Rivian, an electric vehicle manufacturer.

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He was previously a guest in Episode 109 back in 2011.

Before joining Rivian, Jim spent a little over ten years at Ford Motor Company. He began by leading the development of the Global Product Development System (GPDS). 

He then served the last nine years as Director of Global Body and SBU Engineering and Tooling operations, where he and his team contributed to the company’s historic, product-led revitalization under then-CEO Alan Mulally.   

Prior to Ford, Jim served as Vice President of Operations at Troy Design and Manufacturing (TDM), a tier-one global automotive supplier of engineering services, prototype tools, and low to medium-volume production parts and subassemblies. 

Jim holds a Ph.D. in Engineering from the University of Michigan, where his original research into Product Development won two Shingo Prizes for Research Excellence. In addition, he co-authored (with Professor Jeffrey Liker) the award-winning books The Toyota Product Development System (2006) and Designing the Future (2018). 

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We’ll dive into his incredible journey, from his time at Ford, where he led the development of their global product system, to his work at Rivian, helping to shape the future of electric vehicles. Jim shares valuable lessons learned along the way, especially around integrating lean principles into product and process development. We also talk about how embracing risk and learning from mistakes can fuel innovation.

• Lean Origin Story: What’s your lean origin story, and how did you get introduced to lean thinking?
• Product Development vs. Production: Can you explain the difference between product development and production systems?
• Rivian Involvement: How and when did you get involved with Rivian, and what drew you to the company?
• Challenges at Rivian: What were the major challenges and opportunities as Rivian evolved from concept to production?
• Recruiting for Rivian: How did you recruit talent for Rivian, and what was the mix of automotive and non-automotive experience?
• Rivian’s Product Strategy: How did Rivian’s product strategy differ from other electric vehicle manufacturers like Tesla?
• Culture Development: How did Rivian focus on building its own culture and operating system from the ground up?
• Learning from Mistakes: How did Rivian’s culture embrace learning from mistakes, and how was that risk tolerance cultivated?
• Ford and Alan Mulally’s Leadership: How did Alan Mulally’s leadership at Ford influence your thinking on surfacing and solving problems?
• Board Involvement: What has your experience been like as a board member at Adrian Steel, and how does it differ from your previous roles?
• LEI Learning Groups: Can you tell us about the LEI Product and Process Development Learning Group and how companies collaborate and learn together?
• Designing the Future: What’s the central message of your book Designing the Future, and who is the target audience?
• Agile and Lean Integration: How are you integrating agile and lean practices, especially in product and software development?

• Jim’s introduction to lean via The Machine That Changed the World.
• Differences between lean product development and lean production systems.
• Jim’s role at Rivian and the company’s approach to electric vehicle manufacturing.
• Rivian’s unique culture and the importance of building the “Rivian Way.”
• Challenges in launching new vehicles and managing diverse teams.
• Importance of learning from failure and embracing risk at Rivian.
• Lessons from Alan Mulally’s leadership style at Ford.
• Jim’s board experience at Adrian Steel and how it differs from operational leadership.
• Collaborative learning through LEI’s Product and Process Development Learning Group.
• The integration of agile and lean principles for better hardware-software development alignment.

The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more.

This podcast is part of the #LeanCommunicators network. 

My guest for Episode #514 of the Lean Blog Interviews Podcast is Hugh Alley, an author and consultant. He divides his time between coaching senior operational leaders in continuous improvement, training front-line leaders in core supervisory skills, and designing industrial facilities. 

An industrial engineer, he has run three manufacturing and distribution firms, and a department in a government agency, teaching skills to over 1,000 front-line leaders. 

He has written two books: Becoming the Supervisor: Achieving Your Company's Mission and Building Your Team, and The TWI Memory Jogger.

He frequently speaks about supervision, quality, lean manufacturing, and Toyota Kata. From his home near Vancouver, Canada, he helps clients across North America.

In today's episode, we explore the power of TWI (Training Within Industry), its impact on building trust and improving workplace culture, and stories of real-world applications in manufacturing and sports. From reducing cycle times to fostering better leadership, this episode covers key lessons in Lean methodology. Tune in to hear about Hugh's Lean origin story and his experiences in applying Lean principles across various industries. Don't miss out on a thoughtful discussion that blends Lean, leadership, and even hockey!

• What kind of government agency did you work for?
• How did you reduce lead times for occupational disease claims?
• What is your lean origin story? Where, when, and why were you introduced to lean?
• Was the word "Kaizen" used in your early lean experiences?
• Is job relations typically the starting point in TWI, or does it depend on the culture?
• What parallels do you see between sports coaching and leadership in the workplace?
• How can you tell if a workplace problem is due to tactics, teamwork, or culture?
• What role does continuous improvement play in sports teams' success, and can it happen game to game?
• How do you see the role of fear in leadership and coaching, and what impact does removing a "bully" leader have on a team?
• How can job instruction and job relations contribute to better workplace culture and performance?
• How do you approach the challenge of hiring the right people and fitting them into a lean system?
• How did TWI help one of your clients shorten training times and reduce bad product?
• What opportunities do you see for companies to create "practice days" similar to sports teams?
• How do you convince leaders to care about improving their supervisors' skills?
• What role does a coach or leader play in creating the right context for their team to succeed?
• What do you think makes a great player transition into a great coach?
• How do you use the TWI model to break down jobs and help people learn faster?
• What's your take on benchmarking against others in the industry?
• How did you help reduce patient waiting times in a medical lab by aligning priorities?
• Was Wayne Gretzky's coaching career unsuccessful, or did he just pick the wrong job?
• How do you translate great skills into effective coaching, and how does TWI help with that?

The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more.

This podcast is part of the #LeanCommunicators network. 

My guests for Episode #512 of the Lean Blog Interviews Podcast are two of three co-authors of the upcoming book “Leading Excellence: 5 Hats of the Adaptive Leader” - Brad Jeavons and Stephen Dargan.

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Stephen Dargan

A diverse and inclusive, customer-centric, driven transformational leader with 20+ years of leadership experience spanning Australia and Europe. Stephen is a Shingo Institute Alumni, Shingo Facilitator and Examiner. He is a graduate of the Australian Institute of Company Directors and a certified Lean Six Sigma Black Belt.

Brad Jeavons

Brad Jeavons is a senior leadership coach focused on helping improve themselves and their organisations to create a better future economically, socially and environmentally for future generations. He is host of the Enterprise Excellence Podcast and Community and author of the book Agile Sales: Delivering Customer Journeys of Value and Delight. Brad was a guest back in episode 416, June 2021.

In this episode, Brade and Steve share insights into the key concepts of adaptive leadership, including the importance of understanding individual team members, cultivating psychological safety, and the five essential leadership hats: Inspire, Train, Support, Coach, and Direct. Brad and Stephen also discuss real-life applications, the significance of leadership shadow, and the critical role of serving the growth of others to drive organizational excellence.

• What are some factors contributing to low employee engagement?
• Can you elaborate on the concept of the leadership shadow and its impact?
• What behaviors help cultivate psychological safety and engagement?
• What does it mean to be a leader who serves, and why is it important?
• How can leaders develop the ability to be adaptive or situational?
• What are the five hats referenced in the subtitle of your book?
• Why is controlling emotions crucial for leaders, and how can they improve this skill?

The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more.

This podcast is part of the #LeanCommunicators network. 

My guests for Episode #512 of the Lean Blog Interviews Podcast are Steve Pereira and Andrew Davis, authors of the new book Flow Engineering: From Value Stream Mapping to Effective Action.

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Steve Pereira has spent over two decades improving workflow across various organizations. His experience spans tech support, IT management, platform and infrastructure engineering, product management, and serving as a founding CTO for an enterprise SaaS company. Currently, he is the CEO of Visible Consulting, COO of the Value Stream Management Consortium, and co-founder of the Flow Collective.

Andrew Davis is the Chief Product Officer at AutoRABIT and the author of "Mastering Salesforce DevOps." With a background as a Salesforce architect, developer, and product leader, Andrew focuses on the human side of software development. He spent 15 years as a Buddhist monk, teaching meditation and personal transformation, and now studies the intersection of business, technology, and psychology through systems thinking.

In this episode, we discuss the principles of flow engineering, the importance of psychological safety in process improvement, and their experiences in writing the book. We also dive into their personal journeys, inspirations from industry giants like Deming and Goldratt, and the challenges and lessons learned in collaborative work. Stay tuned for a deep, insightful conversation on enhancing workflows and fostering a culture of continuous improvement.

• Can you discuss the relationship between making mistakes and learning from a Buddhist perspective, Andrew?
• Why do you resonate with figures like Deming, Goldratt, and Ackoff in your improvement work, Steve?
• How did you two end up collaborating on the book?
• Did you apply flow engineering concepts to the development and writing of the book together?
• How did the process of writing the book evolve over time?
• What lessons did you learn about collaboration and flow from writing this book?
• How does psychological safety impact value stream mapping and flow engineering?
• How do you involve workers in process design to avoid negative perceptions of imposed processes?
• What challenges did you face in maintaining a regular cadence of work while writing the book?

The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more.

This podcast is part of the #LeanCommunicators network.