GembaTalk

Ryan Tierney of Lean Made Simple, Seating Matters, and Sperrin Metal, Tom Hughes of GembaDocs, and Brian Meyers of Fat American Manufacturing gathered for an extended Q&A session at Gemba Summit 2025.

The panel shared their key takeaways from the two-day event - Tom emphasized the value of informal conversations between sessions, Ryan highlighted the bold visions people are taking home (making Germany the next Ireland, transforming the hospitality industry), and Brian reflected on Russell Watkins' insight about learning to see and appreciate progress before becoming critical.

The audience asked about future Summits (overwhelming enthusiasm for next year, possibly needing a bigger venue!), scaling lean into new industries like hospitality and the public sector, and how to maintain connections after the event.

The panel discussed how lean spreads to new sectors through passionate individuals who become exemplars - like Jane Wilkinson aiming to make her hotel the world-leading example of lean in hospitality, or Putra Kamaro implementing lean in Ontario's public sector despite political headwinds.

Ryan closed with heartfelt thanks to the Seating Matters team for creating the structure that allowed him to focus on Sperrin Metal, emphasizing that sometimes you have to let things go to move forward. He declared that Sperrin Metal is going to be "the biggest, best lean transformation that the world has ever seen" and they're just at the beginning.

Visit the Lean Cave at https://getgembadocs.com/gemba-summit-lean-panel-qa/ to read the full post or watch other sessions from Gemba Summit 2025.

Russell Watkins of Sempai delivered an entertaining and wisdom-filled keynote at Gemba Summit 2025, sharing ten light bulb moments from decades working with Japanese manufacturers including Toyota and Denso. Starting his journey in 1999 at age 29 with sensei Toshiyuki Muraoka (who joined Toyota's Kamigo plant in 1964 and learned directly from Ohno's era of pull systems development), Russell candidly acknowledged that Japanese manufacturing isn't all sunshine - the teaching was harsh, including eight months of being shouted at.

But the best Japanese businesses like Toyota are way ahead of everyone else. His ten insights ranged from tactical to philosophical: beat the sigmoid curve by disrupting edges before plateaus hit, establish control before attempting improvements (using a sandcastle metaphor about waves washing away uncontrolled change), learn to see the positive alongside problems (his sensei's powerful question: "do you see nothing good?"), train people to be time travelers who spot abnormalities before they become problems, and recognize operators beyond just tapping shoulders when problems occur.

He emphasized that the floor tells you everything - from management office messiness to kanban cards lying around like "baby birds with broken wings." People want standardized work (shown through their handwritten notes and improvised systems), but management hasn't enabled it.

Russell embraced Japanese fish metaphors for accumulating many small improvements rather than hunting big transformations, and concluded that self-reliance - the ability to find your own gap without rose-colored spectacles - is the highest expression of lean skill, not "being lean." His opening was characteristically humble: he hasn't had an original thought in years, but stealing ideas mercilessly without ego and learning relentlessly has served him exceptionally well.

• Beat the sigmoid curve like elite teams - disrupt the edges before the plateau hits to maintain excellence
• Control comes first - team leader control (shift briefs, area patrol, problem escalation) before any other lean tools
• Don't just filter for the gap - deliberately look for the positive and value alongside problems
• Train people to be time travelers who spot abnormalities before they become problems (three choices with the coil defect example)
• Implement Pro Process - recognize operators before problems occur, not just tap shoulders when things go wrong
• The floor tells you everything - messy management offices, Kanban cards on floor, broken tabs reveal system health
• People want standardized work (shown by their improvised systems) - management just hasn't enabled it properly
• Embrace fish metaphors - accumulate many small improvements rather than hunting for one big transformation
• Self-reliance (finding your own gap without rose-colored spectacles) is the highest expression of lean skill
• Learn and steal mercilessly without ego - there's little original in the world, success comes from humble adoption and relentless learning

• Name: Russell Watkins
• Company: Seempai
• Website: www.sempai.co.uk
• LinkedIn: www.linkedin.com/in/russellwatkinssempai/

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Paul Vallely of Kukoon delivered one of the most practical and honest presentations at Gemba Summit 2025 about integrating AI with lean thinking. Seven years into their lean journey after visiting Seating Matters in 2018, Paul openly shared what Kukoon still needs to improve - including bringing back a second morning meeting in January because reducing to one weekly meeting had failed to transfer lean knowledge to new team members, creating an embarrassingly large gap between experienced and new people.

His AI guidance was refreshingly direct and came in three phases: First, use ChatGPT for everything at every opportunity - it costs $30/month and teaches you how to become a better prompter through feedback loops. Second, invest heavily in automation capabilities through scripts and coding. Kukoon built a three-person business improvement team that created exponential time savings, reaching 150 hours saved monthly for less than 40 hours of input by month 12. The key is "slow is smooth and smooth is fast" - create subject matter experts, give them time to learn, and focus on maximum returns rather than easy wins. Third, proceed with extreme caution on big-ticket AI platforms.

After extensive research and investing £60,000 annually in two AI platforms, Paul's assessment was blunt: "There's a lot of snake oil being sold." Many companies are just ChatGPT with good connectors charging tens of thousands for $30 worth of capability.

He gave it 50/50 odds they'd still use either platform next year. His overall message: embrace AI learning, build automation skills, but be very skeptical of expensive platforms that promise more than ChatGPT can already deliver.

• Be transparent about what needs improvement - Kukoon is adding back an additional morning meeting and formal Kaizen targets after realizing knowledge transfer wasn't happening
• Use ChatGPT for everything - every question, analysis, comparison, especially things you think it can't help with
• ChatGPT has become exceptional at teaching better prompting through feedback loops - tell it why answers aren't right
• Invest in building automation capabilities with Google Apps Scripts, Python, and Power Automate - create integrated systems
• "Slow is smooth and smooth is fast" - automation has steep learning curves but exponential returns once mastered
• Create subject matter experts within your team and give them dedicated time to learn and test
• Focus on maximum returns, not easy wins - determine where automation creates most value across entire business
• For big AI platform investments, require ROI in under two years because technology moves so fast top solutions become obsolete quickly
• Proceed with extreme caution - many AI companies are selling "snake oil," charging tens of thousands for ChatGPT with connectors
• Even manufacturing-heavy businesses have opportunities - everyone else is moving data around, and automating that benefits accuracy, efficiency, and service

• Name: Paul Vallely
• Company: Kukoon
• Website: www.kukoonrugs.com
• LinkedIn: www.linkedin.com/in/paulvallely-kukoon/

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Oliver Conger of British Rototherm delivered a powerful transformation story at Gemba Summit 2025, sharing his journey from near-failure to lean excellence. After buying a 150-year-old manufacturing business and making things worse for five years through bad acquisitions and disastrous systems, Oliver discovered two second lean and created a culture of improvement. But they hit a plateau - culture without depth wasn't enough. Four years ago, he reluctantly sent three people to a Toyota mentoring program, and everything changed. Those people transformed, inspiring others and creating demand for the same learning. British Rototherm went all in, sending 70% of their people through the program, and was recently named Lean Exemplar for the entire UK submarine program.

Oliver shared four critical elements that built depth into their journey: clarity of leadership and team member roles, facts and data-driven decisions (including a comprehensive Andon system), coaching and challenging people to achieve the incredible, and creating structure that happens to the day rather than reacting defensively. The unexpected fifth benefit? Their lean depth accelerated their AI and automation journey, as both require the same fundamentals: continuous improvement mindset, quality data, challenging thinking, and structure. With AI employees now on their org chart and products designed for zero human touch manufacturing, Oliver asked: how many times more super can you be if you build depth into your lean journey?

• Top management commitment is the first, second, and third most important requirement for lean success
• Absolute clarity on roles and expectations for both leaders and team members eliminates ambiguity and drives ownership
• Transform from opinion-based to fact-based decisions - without data, you're just another person with an opinion
• Implement systems like Andon that capture problems as treasures and create data for effective problem-solving
• Coach and challenge people with a full day's work - the biggest gains are locked up in your people
• Make the structure happen to the day - be offensive, not defensive in how you manage time and priorities
• Lean depth accelerates AI readiness - both require continuous improvement mindsets, quality data, and structured thinking
• Building depth through Toyota mentoring transformed British Rototherm from plateau to hosting lean events for billion-dollar programs

• Name: Oliver Conger
• Company: British Rototherm Group
• Website: www.rotothermgroup.com
• LinkedIn: www.linkedin.com/in/oliver-conger-2149651/

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Alan Weir, recently retired from Toyota UK after nearly 34 years, delivered a moving keynote at Gemba Summit 2025 about what truly drives excellence in lean manufacturing. Speaking in Belfast where he grew up, Alan shared insights from his time as Deputy Managing Director at one of Toyota's most efficient plants globally. His message was clear: it's not about automation or technology - it's about people.

Through powerful video testimonials and real examples, Alan demonstrated how Toyota develops every team member into a problem solver through QC circles, how leaders spend their first two hours daily at the Gemba understanding real facts rather than reading reports, and how the Andon system empowers anyone to stop the line while being thanked for raising problems. He shared a detailed case study of reducing maintenance turnover through thoughtful leadership - spending one hour per week for two years listening directly to team members and relentlessly following up on their concerns. His concluding message captured Toyota's philosophy perfectly: "First we build people, then we build cars."

• QC circles develop every team member into a problem solver, creating 2,500 problem solvers rather than relying on management alone
• Block out the first two hours daily for Gemba walks to understand real facts at the source, not through reports or presentations
• Every person has power to pull the Andon cord, and leaders thank them for raising problems - if the Andon isn't going off, that's the real problem
• Thoughtful leadership means not accepting surface complaints at face value, but creating focus groups and spending consistent time hearing directly from team members
• Take control of your diary and structure it around Gemba time, or other departments will fill every slot
• Toyota's competitive advantage isn't automation - it's the systematic development of people and future leaders

• Name: Alan Weir
• Company: Retired, Toyota UK
• Website: www.toyotauk.com
• LinkedIn: www.linkedin.com/in/alan-weir-591a24a8/

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Brian Meyers, owner of Fat American Manufacturing, delivered an unforgettable keynote at Gemba Summit 2025 about the reality of leading lean transformation.

Meyers shared three powerful rules from his 14-month transformation journey: never go backwards when you make an improvement, show total and unwavering commitment (even if it means burning the old binders), and focus on burden and flow rather than chasing individual wastes. His message was direct and honest-lean transformation is uncomfortable, there are no guarantees, but with courage and commitment, you can navigate the path forward.

Key Takeaways:

• Once you make an improvement, that's the new standard-no backup plans
• Close the escape hatches and show unwavering commitment to change
• Focus on removing burden from your people and creating flow in your processes
• Walk your Gemba backwards to find and pull bottlenecks
• Move quickly from understanding to action-the faster you implement, the faster principles stick
• Learn from those who've gone before and help others onto the stage

Speaker Details

• Name: Brian Meyers
• Company: Fat American Manufacturing
• Website: fatamericanmfg.com
• LinkedIn: linkedin.com/in/brian-meyers-256833a3/
• YouTube: youtube.com/@LeanbyDoing

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Tom Hughes, CEO of GembaDocs and author of "Improvement Starts with I," delivered a thought-provoking keynote at Gemba Summit 2025 that challenged widely accepted lean beliefs. Hughes systematically "exploded" lean dogmas that hold organizations back: the overemphasis on culture without technical knowledge, unrealistic expectations that everyone becomes a "lean maniac," the narrow internal focus that ignores supply chain opportunities, and the misunderstanding of what respect for people truly means.

• Culture alone leads to plateaus - you need both cultural energy and deep technical knowledge of lean tools
• Accept the 80/20 reality - not everyone will be a lean maniac, and that's okay
• Lean opportunities exist throughout your supply chain and customer interface, not just within your four walls
• Respect for people means dignified work, dignified pay, dignified place, and dignified treatment
• For every 10% labor turnover, you lose 1% of gross margin - look honestly at your pay
• Stop holding onto unrealistic, unsustainable targets that set people up to feel like failures

• Name: Tom Hughes
• Company: GembaDocs
• Website: gembadocs.com

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In this bonus episode, Tom Hughes visits FAT American Manufacturing in Kalamazoo, Michigan, to talk with Brian Meyers, one of the most prolific GembaDocs users in the world.

In just over a year, Brian’s team have created more than 2,000 SOPs - and actually uses them every day.

This episode dives into how FAT American turned standard work from a chore into a cornerstone of culture. Expect real talk about ownership, respect, and how documenting the little things unlocks big results.

1. Making SOPs a Priority

• Why SOPs need to be part of daily conversations and celebrations
• How FAT American turned documentation into a shared responsibility

2. Building Culture Through Standards

• How morning meetings feature new SOPs
• Using standards to respect people and set them up for success

3. Buying Back Time

• The real cost of repeating instructions
• How visual SOPs cut onboarding time and boost clarity

4. Common Challenges

• Managing thousands of SOPs and avoiding duplication
• The importance of clear deployment and naming systems

5. Lessons for Every Manufacturer

• Make standards visual, not verbal
• Think like a new hire
• Don’t just create SOPs - live them

• Explore GembaDocs (https://gembadocs.com) for your SOP, skills training and lean needs.

• GembaDocs LinkedIn
• Tom’s LinkedIn
• Lean by Doing Podcast by Brian Meyers
• Fat American Manufacturing's website

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In this episode, Tom Hughes talks with Pankaj Malik, founder of IOTAFLOW, about how finding Lean principles 20years into business revolutionized his company. From quality issues to a world-class system with 1,000 SOPs, Pankaj shares how small changes created a massive culture shift in his organization.

This shift has not only improved efficiency but has also enhanced employee well-being, with increased trust, better working conditions, and even company-funded medical care and dividends for staff.

• How Pankaj discovered 2 Second Lean and overcame skepticism in his team
• The cultural shift that helped employees see the value in SOPs
• Integrating SOPs into an ERP system for real-time access on the shop floor
• How Lean principles improved not just productivity, but employee well-being
• The financial benefits of Lean - how IOTAFLOW reinvests cost savings into staff medical care and bonuses

• SOPs are about freedom, not restriction – Employees now work without disruption, even when someone is on leave.
• Integration is key – SOPs must be accessible at the point of work to be truly useful.
• Lean culture goes beyond processes – Standardization improved trust, teamwork, and employee benefits.
• Visibility pays off – By showing his staff progress and setting targets, IOTAFLOW now provides better salaries and healthcare for its workers.

• Find out more IOTAFLOW (https://iotaflow.com)
• Explore GembaDocs (https://gembadocs.com) for your SOP, skills training and lean needs.

• GembaDocs LinkedIn
• Tom’s LinkedIn
• Pankaj’s LinkedIn
• IOTAFLOW LinkedIn

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Tom talks with Brian Meyers, founder of Fat American Manufacturing (FAM) and multiple off-road manufacturing brands to find out how traveling to Japan and Europe gave Brian a new perspective on Lean - and how his company has rapidly implemented standardized work to improve efficiency.

By embracing standard work, giving employees ownership, and integrating SOPs into daily operations, Fat American Manufacturing (FAM) has made incredible progress in just five months. If you’re struggling to get started with Lean, Brian’s advice is simple: “Just start.”

• Brian discovered Lean backwards - by visiting Japan before knowing what it was
• The culture shift needed to make standardization work
• Why Brian gave every employee the power to create SOPs instead of restricting it to managers
• The challenges of balancing production vs. documentation
• How FAM integrates SOPs directly into their ERP system for real-time learning
• Using QR codes to make SOPs accessible at the point of work

• Exposure changes everything – Seeing Lean firsthand in Japan made Brian realize what was possible.
• SOPs aren’t just for the shop floor – Documenting office processes helps eliminate waste in administration, too.
• Ownership is key – When employees create their own SOPs, they buy in and continuously improve them.
• Just start – Perfection isn't the goal; documenting current processes leads to immediate improvements.

• Find out more Fat American Manufacturing (fatamericanmfg.com)
• Explore GembaDocs (gembadocs.com) for your SOP, skills training and lean needs.

• GembaDocs LinkedIn
• Tom’s LinkedIn
• Brian's LinkedIn 
• Lean By Doing on YouTube

🎙️ Subscribe to GembaTalk podcast for more insights on Lean culture, SOPs, and manufacturing excellence.