Dipl.-Ing. Lars Behrendt

//CEO@GRANNY&SMITH, DE-RISKING INNOLAB FOR THE MOST INNOVATIVE COMPANIES

I’m an inventor, innovator and investor. I turn real problems into real companies.My career changed the moment I realized most innovations fail for the same reason: everyone talks about ideas - almost no one builds them.In boardrooms and workshops, I watched brilliant concepts suffocate under politics, process and PowerPoints. The spark in people’s eyes faded the moment reality entered the room. I couldn’t unsee it.So I stopped helping people discuss the future and started building it.Over the past 15 years, I’ve created products, ventures and business models that didn’t exist before. What began as engineering evolved into a practice: recognizing real unmet needs, inventing the solution and forming a company around it.Today, I operate where invention, innovation and investment meet. I don’t manage portfolios — I create the companies they’re built from.How I work: • real-world problems • physical + digital products • validated demand • scalable models • long-term ownershipWhat drives me: If you can see a better future, you’re responsible for building it. I work with people who believe progress comes from creating, not talking — and who want to bring things into the world that should already exist.That’s why I build.More: grannyandsmith.com

We are here to help you develop, test, and grow new business ideas in a few weeks instead of months. We specialize in innovation development, constantly keeping up with the latest trends, methods, and ways of working.

We have been developing innovation for our customers for more than 15 years now. Our teams, consisting of designers, engineers, software developers, and business model experts, have tried a lot and gained much experience. Today we know what works and what does not - so you don't have to make all those experiences again.

Our INNOWEEK® method is the result of more than 15 years of continuous development and project experience with well-known DAX groups and Fortune 500 companies and helps you to develop, test, and grow new business ideas in a few weeks instead of months.

HERE IS MY APPROACH TO INNOVATION DEVELOPMENT

The difference between bringing your product to market in theory?

VS

Bringing your product to market in practice?

-------

In "the theoretical" way, you tried to be perfectly prepared and get hit by the market, and it´s over.

In "the practice way", you are learning step by step. (Like small hits that won't knock you out)

In "the practice way", you get feedback from the market and learn to iterate.

-------

After +15 years in the innovation business, I will never go "the theoretical way" anymore. 

It just hurts too much ;-)

You get that one hi,t and it's over.

It´s your choice.

#innovation

Dipl Ing Lars Behrendt 

INVENTOR · INNOVATOR · INVESTOR - Building Companies. Not Slide Decks. We build and scale industrial ventures. At own risk.

YOU FEEL TIRED?

If you are feeling tired in your life...

...then you should take a good look at this video*!

Don't ever let somebody tell you you can't do something. 

_You got a dream? 
_You gotta protect it. 
_You want something, go get it

P.S.
*Actually, this movie is based on a true story by Chris Gardner
He is also here on Linkedin

———

This is how we bring your ideas to market in 2025:
https://lnkd.in/dexsVrw8

#innovation

THE FOUNDER OF NETFLIX LITERALLY DROPPED HIS BEST BUSINESS ADVICE IN UNDER A MINUTE 🔥

The most valuable business advice I've heard in years 💡

Netflix's founder just dropped this truth bomb that every entrepreneur needs to hear:

"Nobody knows anything when it comes to new ideas. I've started seven companies, including Netflix, and I promise you - I could never have predicted which would succeed and which would fail on day one."

His solution? Stop overthinking and START DOING.
→ Take the risk → Build something
→ Test something → Try something

Because here's the reality: 
You learn more in one hour of action than in three months of planning.

This hits different when you realize Netflix was just one of his seven attempts. 

Imagine if he'd stopped at attempt #6 because he was afraid of failure.

The companies that win aren't the ones with perfect plans - they're the ones brave enough to test their imperfect ideas in the real world.

What's one idea you've been overthinking that you could test this week?

P.S.
This is exactly the approach we are taking with our startup studio and family office. Reach out if you're interested in collaborating to build startups systematically.  

#innovation #vc #familyoffice

I spent 14 years at giants like Chrysler and Unilever.

And one thing drove me crazy:

We were running million-dollar improvement programs on $15 Excel sheets.

(It made zero sense)

We had smart operators. We had motivated leaders. We had the ideas.

But we had nowhere to put them.

1. Ideas got lost in email threads.
2. Feedback loops broke down.
3. Motivation faded because nobody saw results.

So I co-founded Leansuite.

Not because I "love" software. But because I hated the admin grind.

Here is the breakdown of what we actually built:

1. The Suggestion Module: Turns frontline ideas into validated savings.
2. The Digital SOPs: No more dusty binders. We track execution in real-time.
3. The LMS: Ensures every operator is actually certified for their station.
4. The "Tribal Knowledge" Bank: We capture the best tricks and share them globally.

We are trusted by leaders like Whirlpool to validate millions in savings.

(Ask me about that case study, the numbers are wild)

So...

Stop managing your future with tools from the 1990s.

If you are tired of the spreadsheet chaos, let's talk.

2 ways to engage:

1. DM me "DEMO" to see the platform.
2. Book a chat here: https://calendly.com/angadsingh63/discovery-call

Let's build a system that listens.

Cheers!
Angad

Angad S.

The further you sit from the work, the more certain you become.

I see this everywhere.

A CEO tells me exactly what's wrong with the operation.

Hasn't been on the floor in four months.

An operator at the machine says:
"it's complicated."

Because it actually is.

Here's what happens.

Distance makes everything look simple.

You're looking at dashboards, not reality.

Numbers are clean.
Problems are obvious.
Solutions are clear.

Then you walk the floor.

And suddenly, nothing makes sense.

The problem you thought was simple?
Six variables nobody documented.

The solution that felt obvious?
Breaks three other things.

The data that looked clean?
Misses the entire rework loop.


Last week, a VP told me
their biggest bottleneck.

Complete confidence.

We walked to the floor.
Stood there for twenty minutes.

The bottleneck wasn't even close.

He'd been solving the wrong problem
for six months.

Excel told him one story.

Gemba told him another.


This is why "go and see" isn't about being nice.
It's about not being wrong.

Proximity doesn't make you feel good.
It makes you humble.

You realize
how much you don't know.

Distance lets you stay confident.

Gemba destroys your certainty.

Most leaders avoid it for exactly this reason.
When did you last spend real time at gemba?

Not a tour.
Not a walkthrough.

Standing there.
Watching cycles.
Asking questions.

If it's been more than a week,
you're already drifting.

Your operators know what's broken.

The real question is:

Are you close enough to hear them?

Or too far away to care?

Angad Singh

Changing the way you think about Lean & Continuous Improvement | Co-founder @ LeanSuite | Software trusted by fortune 500s to implement Continuous Improvement Culture | Follow me for daily Lean & CI insights

You’re learning Lean backwards.

Starting with Six Sigma. Stats. 
Week-long classes. Four-month DMAIC projects.

Then wondering why nothing changes.

Here’s why: You’re using complex tools for simple problems.

Most issues don’t need deep statistics. They need these seven basics.

Master these first. Everything else builds on them.

1. 5 WHYYour fastest problem solver. 
Ask “why” five times and reach the root cause in minutes. 
No training. No software. Just curiosity.
Use it for: Any issue you can dig into in under 30 minutes.

2. GEMBA WALK
Your reality check. Go see the work. Ask questions. 
Show respect. Reports hide the truth. Dashboards lag. The floor never lies.
Use it for: Daily leadership routine. Seeing what’s really happening.

3. STANDARD WORK
Your consistency anchor. Write down the best way. 
Train from it. Improve it. 
Without standards, change is chaos.
Use it for: Any process that repeats.

4. KAIZEN (RAPID IMPROVEMENT)
Your momentum builder. Tight scope. 
Small team. Fast results. Three days beats six months every time.
Use it for: Specific problems with clear boundaries.

5. VALUE STREAM MAPPING
Your waste radar. Sketch the whole flow. 
See where time actually goes. 
Turns invisible waste into something you can see and fix.
Use it for: Before any major change. It shows where the real pain is.

6. SMED (SINGLE-MINUTE EXCHANGE)
Your flexibility unlock. Cut changeover time. 
Separate internal from external tasks. Long changeovers force big batches. 
Fix them, and everything speeds up.
Use it for: When changeovers slow you down.

7. ANDON SYSTEM
Your quality shield. Visual alerts. 
Stop the line when a problem shows up. Respond immediately. 
Let people act. Defects can’t hide.
Use it for: High-volume lines where small defects multiply fast. 

These aren’t the only tools you’ll ever need. 
But they’re the ones you need first.

Simple to learn. 
Fast to use. 
Big impact right away. 

They set the stage for everything else.

The order matters. 

5 Why before Six Sigma. 
Gemba before control charts. 
Standard work before statistical process control.

Fundamentals beat fancy every time.

So tell me. Which of these seven does your plant actually use? 

Drop the number below.
Activate to view larger image,

undefined undefined

Co-Founder

Process Manager, Business Operations

Manufacturing Excellence Manager, World Class Manufacturing

Chrysler Group LLC

English

Hindi

There are only two ways to run a process:
force the pace, or let demand set it.

Most teams don’t consciously choose.

The system quietly chooses for them.

When people talk about “flow”, they’re usually describing one of two designs:
Push or Pull.

Here’s the difference.

1/ How work starts
Push → Work is released based on plans, targets, or forecasts
Pull → Work starts only when there is real downstream demand

2/ Pace of work
Push → Speed is imposed by the system
Pull → Speed is set by capacity and actual demand

3/ Work in progress
Push → More WIP, more waiting, more handoffs
Pull → Limited WIP, faster flow

4/ Pressure on people
Push → Constant urgency, firefighting, overload
Pull → Clear priorities, steadier rhythm

5/ Risk profile
Push → Overproduction, rework, burnout
Pull → Short-term shortages, long-term control

When systems are designed to push,
people compensate with effort.

That looks like productivity. It isn’t. 

It’s a design problem.

P.S. If this challenged how you think about productivity, a repost might challenge someone else’s system too.

Toyota gave their machines a brain. We gave ours a "Green Button."
(And we tape it down so it never stops)

Most factories run on a simple, dangerous rule: 
"If the machine is moving, we are making money."

Wrong.

If the machine is moving, but the alignment is off... 
You aren't making money. 
You are building a conveyor belt to the scrap yard.

This is the real difference between Toyota and the rest of us.

It’s simple logic.

Scenario A (Most Plants):
1. Machine runs blindly for 8 hours.
2. Inspector checks the bin at 5 PM.
3. Result: 500 bad parts.
4. Action: "Overtime this weekend to fix it."

Scenario B (The Smart Way):
1. Machine detects a wobble at 8:05 AM.
2.Machine kills its own power OR (even better) 
we give operator the power to stop the machine.
3. Operator fixes the wobble.
4. Result: 1 bad part. 499 perfect ones.

The problem is fear.

We are terrified to see a machine stopped.
1. It looks like failure.
2. It ruins the "Utilization Report."
3. It makes managers nervous.

But here is the hard reality: 

A stopped machine screams "Fix me!" 

A running machine whispers "I'm hiding a secret."

Toyota stops when the problem starts. 

We stop when the customer complains.

Give your operators (and your machines) the permission to stop.

Speed is useless if you're driving in the wrong direction.

(Repost ♻️ if you are tired of the "Don't Stop" culture)

P.S. Does your team have the guts to pull the Andon cord? Be honest.

You’re making Lean harder than it needs to be.

And it’s killing your momentum.

Most plants think Lean transformation means:

→ Hiring pricey consultants
→ Six-month Six Sigma projects
→ Deep statistical dives on everything
→ Huge system overhauls

So they freeze.

Because that sounds exhausting.

Here’s the truth:

Most of your problems don’t need complex tools.

They need basic execution.

The stuff right in front of you:

- Tools missing from workstations
- Air hoses blocking walkways
- Instructions nobody can follow
- Workbenches buried in clutter

None of that needs a Black Belt.

It needs someone to fix it.

Start small.

Go after wins that take days, not months.

5S your first workstation → 2 days
Create visual work instructions → 1 day
Organize tool storage → 3 hours
Run a 5 Why on your biggest complaint → 30 minutes

Cost? Almost nothing.
Team? 1–3 people.
Impact? Immediate.

That’s how momentum starts.

Quick wins → Confidence → Participation → Culture shift

But most plants take the long route.

They send people to week-long Six Sigma training.

Then assign a 4-month DMAIC project.

On a problem that needed better labeling.

That’s like using a chainsaw to cut butter.

Wrong tool. Wrong problem. Wrong approach.

Here’s the reality:

5% of problems need high complexity (Six Sigma, DOE, stats)
15% need medium complexity (DMAIC, PDCA)
80% need low complexity (5S, visual management, common sense)

Start at the bottom.

Grab the easy wins.

Stack them up.

Build confidence, then momentum, then culture.

Your Lean journey doesn’t start with perfection.

It starts with one operator organizing a station.

One supervisor fixing what everyone complains about.

One small win that proves improvement works.

Stop waiting for:
❌ The perfect consultant
❌ The perfect training
❌ The perfect moment

Start with:
✅ One obvious problem
✅ One simple tool
✅ One quick win

Lean is momentum.

Progress, not perfection.

Action, not analysis.

What’s one low-hanging fruit you could pick this week?

Drop it below. 👇

The fastest changeovers aren't about speed. 

They are about preparation.

F1 crews swap 4 tires in 2 seconds not because they move faster than you. 
But because they start working before the car even stops.

Look at your current changeovers:

- Machine stops.
- Then you look for tools.
- Then you grab fixtures.
- Then you adjust settings.

You are doing prep work while the machine sits idle. 

This is the cardinal sin of manufacturing.

The Fix? The "Internal vs. External" Rule.

Ask one question for every step: "Does the machine need to be stopped for this?"

If YES: It is Internal. (Do it fast).

If NO: It is External. (Do it while the machine runs).

Your 2 hour changeover is lying to you.

- Finding tools (20m) → Do it before.
- Getting fixtures (15m) → Do it before.
- Adjusting settings (30m) → Do it before.
- Cleaning up (20m) → Do it after.

Result: Your 2 hour changeover just dropped to 35 minutes. 

Same people. Same tools. 
Just better choreography.

The fastest changeovers aren’t about speed. 
They’re about preparation.

Watch your next changeover. 
If the machine is stopped and the operator is walking to get a wrench... you are burning money.

What is the biggest time-waster you see during changeovers? Drop it below.

We turned a powerful Lean tool into a janitorial service.

And it's costing us millions.

(I see this in almost every audit)

We obsess over clean floors.
We color code the brooms and tools.
We hit 95% on the audit score.

But we're still bleeding cash.

Here's the reality of a "5S First" strategy:

You're using 5S to organize your waste.

When you focus on "Clean" before you focus on "Flow," 

you get this:
- Perfectly stacked inventory that shouldn't even be there
- Shiny floors. Broken process. 3 weeks to do 4 hours of work.
- Operators walk 2km for a tool. But hey, the shadow board is pretty.

This only works temperability for an important (VP) visit.

Here's the correct order of operations:

1. Map the entire process
2. Remove the bottlenecks
3. Use 5S to maintain

5S is a maintenance tool.

It keeps a good process good.

But if you apply it to a bad process?

You just have a shiny bad process.

Start with Flow.
End with 5S.

(Repost if you prefer Flow over just shine ♻️)

P.S. What's your plant's lead time vs. your 5S score?

The gap usually tells the whole story.

Your dashboard says "Success." 

The floor screams "Chaos."

(We prefer the dashboard because it’s comfortable)

We build entire cultures around hiding the mess. 

We celebrate the "Hero" who fixes the breakdown, instead of asking why it broke. 

We chase the "Green Metric" even if it kills the flow.

That is not excellence.

True improvement requires you to look at the ugly parts of your process.

I listed 10 uncomfortable truths in the graphic that most managers try to avoid.

Stop pretending the problem doesn't exist. 
The first step to fixing it is admitting it.


(Repost if you choose Truth over Theatre)

P.S. Which number on this wheel makes you the most uncomfortable? For me, it's # 5.

If you actually want to copy something, copy this framework to get their results.

Most plants copy Toyota's tools. Few copy their thinking.
I have said this time and again

There is a massive difference.

Everyone wants the results. Nobody wants the discipline.

The secret isn't the Andon cord. The secret is Kata.

Here is the difference between "Events" and "Habits":

The Traditional Way: Run event → Implement solution → Celebrate → Forget. Result: You build dependency on consultants.

The Kata Way: Ask questions → Run experiment → Learn → Repeat daily. Result: You build problem-solvers.

The 4 Questions that change everything:
- What is the target condition?
- What is actually happening now?
- What obstacle are you addressing?
- What is your next experiment?

Notice the pattern. No solutions. Just experiments.

I watched a plant try this last year. Managers hated it.
They said: "Just tell me the answer. I don't have time to guess."

That is exactly why their improvements die.
They want the solution without the capability.

Toyota wins because they practice this thinking every single day.
While everyone else waits for the next "Improvement Event."

Kata is simple. But it demands discipline.

Visual management should be driven by right behavior. 

(Most managers get this wrong)

The boards are spotless. 
The charts are crisp. 
Every box is updated by 8:00 AM.

But there is zero progress.

It's not (right) management.

Here is something you need to understand:
20+ metrics on one board means nobody reads it.

You have attractive charts, but no names attached. = ZERO Progress.

Managers think "updating the board" is the work and fixing the problem gets ignored.

Board is visible to managers, but invisible to the workers who actually do the job.

Same data. Same format for 3 years means information is Just... existing.

Real visual management should make you uncomfortable.

It should shine a light on the problems you’d rather avoid. 
It should force accountability. 
It should demand action.

Most plants don't actually want that. 

They want to look like they are improving without facing the pain.

So ask yourself: Are your boards driving action? 
Or are they just expensive wallpaper?

(Repost if you are tired of the "Show")

P.S. When was the last time a number on the board actually caused a fight?

Speed doesn't come from moving faster.

Speed comes from waiting less.

Your machines are running at full speed. Your team is sweating. But your product is sitting in a queue.

That isn't flow. That's just friction.

For decades, we've been fed a lie: "An idle machine is a waste."

So we chase 100% utilization. We run massive batches to avoid changeovers. We pile up inventory to "keep the boys busy."

This is called Capacity Thinking.

It looks efficient on a spreadsheet. But on the floor, it creates a traffic jam.

Think of a highway.

Capacity Thinking puts a car in every single inch of available road space. That's 100% utilization.

The result? A parking lot. Nothing moves.

Flow Thinking is different.

The goal isn't to keep the machine busy. The goal is to keep the product moving.

The shift is uncomfortable:

Capacity Thinking: Maximize the machine.
Result: High WIP, long lead times.

Flow Thinking: Maximize the flow.
Result: Low WIP, fast cash.

Here's the twist: To go faster, you often have to lower your utilization.

You have to leave space on the highway so traffic can actually move.

This is how Toyota dominates. This is how Dell killed the competition.

This is why the best plants chase lead time, not utilization.

Busy doesn't mean effective.

Fast flow beats high capacity. Every time.

Ask yourself: Are you managing a highway or a parking lot?

Save this for the next time someone asks for "higher utilization."

Your quality program will fail.

Not because your team doesn't care.

Because your leaders aren't showing up.

Juran figured this out decades ago.

Every quality revolution that worked had one thing in common:
Upper management actually participated.
Not in meetings.
In the work.

Here's what I see everywhere:

CEO launches quality initiative. Big speech. Lots of energy.
Then goes back to the corner office.
Calls that "leadership."
It's not.

Real participation looks like this:
You're on the floor when problems happen.
Not hearing about them in reports.

Seeing them yourself.

You're asking operators what's broken.
Not telling them what to fix.
You're removing obstacles they point out.

Not asking them to work around them.
You're at gemba daily.
Not reviewing gemba summaries weekly.


I can predict your quality level by watching where your leaders spend time.

Leaders in conference rooms all day → Quality stays bad.
Leaders at the line every day → Quality gets better.

Works every time.


Last week, a VP told me quality is his top priority.
I asked when he last stood at a workstation.

"I walked through the plant two weeks ago."

Walked through.

That's tourism, not leadership.

Your operators already know what's broken.

They've known for months.
They're waiting for someone with authority to care enough to fix it.
That someone is you.

But you're not there.

Quality doesn't improve because of slogans.

It improves because leaders show up.

Daily.

At the work.
Not to inspect.

To understand.
To remove barriers.
To make it possible.


Juran was right. No exceptions.

P.S. When did you last spend real time at gemba?

Your operators are ignoring your metric boards.

And they are right to do it.

(I see this mistake in 90% of plants)

Most plants treat visual management like a scrapbook. 

They cover the walls with OEE scores, project trackers, and last month’s pie charts.
Then they wonder why the team walks right past them.

Here is the hard truth:

You are showing them history. They are trying to survive the present.
Visual Management has a strict hierarchy. If you skip the bottom, nobody cares about the top.

The 4 Levels of Visibility:

Level 1: The Vital Signs (Safety & Quality) 
Emergency stops. 
Active hazards. 
Defects happening right now. 

Why: Because lives and liability matter more than your efficiency score.

Level 2: The Pulse (Production Status) 
Are we winning or losing today? 
What is down right now? 

Why: Today’s output pays for tomorrow’s strategy.

Level 3: The Health (Trends)  
OEE patterns. 
Downtime by shift. 
Scrap rates. 

Why: This tells management where to focus resources.

Level 4: The Future (Improvement Projects)
Active projects. Kaizen results. Strategy. 

Why: Strategy only works after you have stabilized the chaos.

The Problem?

Most plants do this backward.

They start with Level 4 (Pretty project boards). 
While Level 1 (Safety/Quality) is invisible.

Operators ignore your board because nothing on it helps them survive the shift.

So fix the order:
Make hazards impossible to miss.
Show real-time status.
Then worry about the trends.

Start at the top. The rest will follow.

(Repost if your board needs a makeover ♻️)
P.S. Be honest. Does your board show "The Pulse" or just "History"? Let's chat. 👇

Make sure you are not optimizing your waste in the name of improvement.

(I see this constantly)

Teams spend weeks making the inspection process faster. 
They get better data. 
They improve the speed. 
They are proud of the results.

But they just spent weeks making their waste more efficient.

What we forget in the process is that,
Customers pay for parts that work. 

They do not pay for inspection.
Inspection is waste. 

It is not "necessary non-value added." 
It is just waste.

Here is the only definition that matters: 
Value = What benefits the customer. 
Everything else = Waste.

Most of your plant is likely just Organized Waste:
1. Material Handling: This is a symptom of poor layout.
2. Batch Processing: This is a symptom of broken flow.
3. Inspection: This is a symptom of quality issues.
4. Rework: This is a symptom of a process that is not capable.

You are celebrating improvements to the waste.

Here is the difference in thinking:
Average plants ask: "How do we inspect faster?" 
Toyota asks: "Why do we need inspection at all?"

Then they eliminate it.

Different thinking. Different results.

The next time you start a project, ask one question: "Does the customer pay for this activity?"

If the answer is No... 

Don't optimize it. Eliminate it.

Stop rewarding the people who put out fires.

Start rewarding the systems that prevent them.

We love to celebrate the "save."

We clap when Sarah stays until 8 PM to fix the schedule.

We cheer when Mike skips lunch to keep the line running.

But take a step back.

That isn't success. It's people compensating for a broken design.

You know you're running on Courage instead of Systems when:

• The machine only runs if Mike is standing next to it.
• The shipment only makes it because the supervisor drove it to the dock.
• The quality is only good because one operator manually double-checked it.

That is not sustainable.

Courage runs out. People burn out. They leave.

The solution? Make the work boring.

The goal isn't to hire more heroes who can survive chaos.

The goal is to build a system where heroes aren't necessary.

The plant that runs on Sarah’s willpower fails when Sarah quits.

The plant that runs on Systems works whether Sarah is there or not.

The ultimate test is simple: What happens when your best person goes on vacation?

• If things break: You have a dependency.
• If things hum: You have a system.

Courage is what you need when a plan fails.

Consistency is what you need to make sure the plan works.

Be honest. Is your success coming from the process... or the panic?

Drop it below.

I preach “Preventive Maintenance” every single day.
But I forgot to preach it at home.

(And now I’m seeing one of my loved ones suffer)

I’ve been sitting in a hospital room with my sister
for the last 24 hours.

Watching the monitors.
Listening to the beeps.

She’s the type who runs at 110%.

Always helpful.
Always working.
Always “on.”

And just like a machine that runs at max capacity
without a break…

Eventually, something gives.

It’s a heavy realization to have
while staring at a hospital ceiling.

I spend my life teaching strangers
how to protect their equipment.

I tell them:
“You cannot run this machine forever without downtime.”

I tell them:
“If you don’t schedule maintenance,
the machine will schedule it for you.”

But I didn’t push that message hard enough
with my own family.

We applaud the hustle.
We celebrate the late nights.
We ignore the warning lights
because we think we’re invincible.

We aren’t.

You can buy a spare part for a CNC machine.
You cannot buy a spare part for your health.

So here’s my lesson from this hospital chair:

Don’t just lead your team.
Lead your family.

Remind them to pause.
Remind them to rest.
Remind them that health
is the only asset that actually matters.

Get well soon, sis.

– Angad

Never forget to remind someone you love to slow down

You think you're fixing the plant.

But actually, the plant is fixing you.

The true win is who you become along the way.

You start Lean thinking it's about reducing waste. Cutting cycle time. Improving OEE.

And it is. You'll get those results.

But that's not the real reward.

The real reward is the transformation of your own character.

You start seeing waste everywhere. Not just in the machine, but in your own schedule.

You start asking "why" five times instead of accepting the lazy answer.

You start going to see the problem (Gemba) instead of managing from a comfortable chair.

You start respecting the operator more than the title.

The results matter. The savings are real.

But the transformation that happens to you? That's the real prize.

Once you see waste, you can't unsee it.
Once you understand flow, you can't go back to pushing.
Once you respect people's knowledge, you can't go back to barking orders.

Lean changes your plant. But it changes you first.

And that's why those changes stick.

The reward for your work isn't what you get. It's who you become.

A different kind of leader. A different kind of thinker.

That stays with you long after the project ends.

What has your Lean journey changed about you?

Drop it below

taplio

The Battle

Dipl.-Ing. Lars Behrendt

Angad S.

Followers

Posts

Engagements

Likes

Performance ScoreDipl.-Ing. Lars Behrendt's LinkedIn Performance

Performance ScoreAngad S.'s LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Dipl.-Ing. Lars Behrendt

Angad S.

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Dipl.-Ing. Lars Behrendt's LinkedIn Performance

Performance ScoreAngad S.'s LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreDipl.-Ing. Lars Behrendt's LinkedIn Performance