Powering Gemba Walks with Artificial Intelligence | Follow for posts on Continuous Improvement and Innovation

Hi - I'm Ivan, an industrial engineer with 7+ years of experience in Operations Management and Kaizen.

I serve two main groups of people:

1. Executives tired of broken processes burning money - I show them how to fix it and recapture 15-30% in Muda

2. Founders in Continuous Improvement who know their stuff but can't crack LinkedIn - I show them how to turn it into a legit revenue channel

(send me a direct message for more info)

I started writing on LinkedIn in October 2023. Since then, I have been sharing actionable, educational, and entertaining content to support LinkedIn community members in their Kaizen journey. It helped me grow my audience from 9,000 to 100,000 followers in 2024.

I have been posting around:

	• Continuous Improvement
	• Lean Manufacturing
	• Growth Mindset
	• Innovation

Including insights on 5S, Value Stream Mapping, Leadership, Industry 4.0, and Problem Solving. 

Now I'm building Gemba Walk AI to make every Gemba Walk part of a learning system, where collective insights drive faster, better decisions than any single expert could achieve.

For free weekly tips, subscribe to The Kaizen Geek newsletter.

Ivan Carillo

You've got the organizational pyramid upside down.
 
Most organizations look like this:
 
-CEO 
-VPs
-Managers 
-Supervisors
-Frontline Workers
 
But successful Kaizen companies flip it:
 
+Frontline Workers
+Supervisors
+Managers
+VPs
+CEO
 
Why does this matter?
 
Traditional Thinking:
"Management knows best"
 
Kaizen Thinking:
"Those doing the work know best"
 
In the flipped pyramid:
 
+Decisions flow UP from the Gemba
+Leadership serves those who serve customers
+Managers become obstacle removers, not order givers

Powering Gemba Walks with Artificial Intelligence

If your processes are broken, stop blaming people.

(do this instead)

To solve a problem, 
you must first become aware of it.

Here's yours: your standardization sucks.

Taiichi Ohno once said:
"Without standards, there can be no Kaizen."

Yet most "standards" are..

→ 47-page documents nobody reads
→ Outdated procedures from 2019
→ Tribal knowledge in someone's head

Standardization is something different.

I learned this watching a subway crew in Asia last year:

→ 9 minutes to clean an entire train.
→ 50+ people doing it identically.
→ Zero supervision needed.

Their secret?

Visual standards everywhere.

→ Floor marks for equipment placement
→ Colour codes for cleaning sequences
→ Shadow boards for every tool

Not robots.
Empowered humans with solid methods.

When problems occur, they ask:

"How did the standard fail?"
Not "Who failed?"

P.S. Can a new employee follow your standards on day one?

If not, you don't have standards.

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Powering Gemba Walks with Artificial Intelligence  | Follow for posts on Continuous Improvement and Innovation

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Don't overcomplicate things.
Choose Wisely.
Build Simple.
Think Lean.

Kaizen vs. Innovation 

Both are essential, but they serve different purposes. 

Kaizen:  

+Incremental improvement  
+Low risk  
+High involvement  
+Low investment  
+Immediate results  
+Continuous process 

Innovation:  

+Breakthrough change  
+Higher risk  
+Specialized teams  
+Larger investment  
+Delayed results  
+Periodic events 

Best companies don't choose between them. 

They use Kaizen to optimize current operations  
and Innovation to create new value. 

Kaizen builds the foundation that makes Innovation possible. 
Innovation creates the leap that Kaizen then refines. 

Together, they form a powerful system for sustainable growth.

Never invent rules from the Ivory Tower. 

Go to the Gemba instead.

When British colonizers faced a cobra problem in Delhi, they had a 'brilliant' idea: 

Pay people for every dead cobra.

It worked. At first.

Then someone realized: 
Why hunt cobras when you can farm them?

Cobra farms sprouted up. 
The government stopped the bounty. 

The farmers released their snakes. 
Delhi ended up with MORE cobras than before.

This is the Cobra Effect. And it happens in your plant too.

You create a metric. 
Your team hits the target. 
The real problem gets worse.

Why? 

People game bad metrics instead of solving problems.

I've seen it hundreds of times on the Gemba:

-operators hiding defects to hit quality targets
-teams rushing through audits to meet completion rates
-supervisors closing tickets without fixing root causes

PS: What's the worst metric gaming you've seen?

Do you wanna start your Continuous Improvement journey?

Learn to see the 3M's of Lean.

Most leaders can't see waste.
Because they don't know the 3M's:

The 3M's of Lean refer to  

+Muda
+Mura
+Muri

Three Japanese terms used in the Toyota Production System (TPS).

These concepts are key to identifying why your processes are broken:

1/ Muda → Waste

What customers won't pay for.

Muda can be further classified into:

→ Type I: Muda which cannot be eliminated immediately
→ Type II: Muda which can be eliminated quickly through Kaizen

Example: 

I watched a nurse walk 2.7 miles per shift.
Not caring for patients. Just fetching supplies.

That's Muda.

***
2/ Mura → Unevenness

Mura can be seen as variation in quality, cost, or delivery.

It often leads to Muri and Muda.

Example:

Monday: Skeleton crew drowning
Friday: Full staff standing idle

Creating both overtime costs AND wasted wages.
That's Mura.

***
3/ Muri → Overburden

Unreasonable stress or burden placed 
on workers and processes.

Muri often results in safety and quality issues.

Example:

Expecting 60 minutes of work
in 45-minute windows.

Guaranteeing mistakes and burnout.
That's Muri.

P.S. Which M is killing your operation?

Look closer. It's all three.

Companies waste millions on complex automation while ignoring 5S. 

(which could solve 80% of their efficiency problems) 

This doesn't mean automation is wrong. 
But it should build upon, not replace, solid 5S basics. 

5S is a systematic method for workplace organization. 
It uses 5 principles starting with 'S':  

1/ SEIRI (Sort) 
 ↳ Remove unnecessary items 
 ↳ Keep only what's needed 
 ↳ Eliminate clutter 

2/ SEITON (Set in Order) 
 ↳ Organize remaining items 
 ↳ "A place for everything" 
 ↳ Label and mark locations 

3/ SEISO (Shine) 
 ↳ Clean thoroughly 
 ↳ Regular maintenance 
 ↳ Inspect while cleaning 

4/ SEIKETSU (Standardize) 
 ↳ Create consistent procedures 
 ↳ Document best practices 
 ↳ Visual management 

5/ SHITSUKE (Sustain) 
 ↳ Maintain the system 
 ↳ Regular audits 
 ↳ Make it habitual 

Most teams stop at Shine.

Clean up. Celebrate. Move on.

But without standards, there's no way to maintain it. 
Without discipline, it's just another "program."

Programs come and go. 
5S should be daily practice.

Most people are standing in the wrong line.

Look at this image ↓

Where do you stand when change hits?

Five doors. 
Five lines.
Five responses to change.

Two are packed: resist and complain. 
These lines never get shorter.

Acceptance? A few people. 
Advocacy? Even fewer.
Leadership? Nearly empty.

This is about human nature.

We gather where it feels safe.
But impact lives in the empty lines.

Fast, Cheap, Good - Pick two.

(trade-offs are inevitable)

"We need it fast, under budget, and perfect."

Everyone knows it's impossible. Nobody says it.

Three months later: 

The project is late, over budget, or broken.

You can't have everything.

The worst project managers? 

They promise all three. 
Then they blame the team when it doesn't work.

The most common tendency? Falling into the blame trap. But Deming proved this decades ago:


85% of performance problems come from broken systems and processes. Only 15% stem from workers themselves.

Yet when something goes wrong, we immediately ask: "Who messed up?" Wrong question.

The right question: "What in our process allowed this to happen?"

When you blame people for system failures, you fix nothing. You destroy morale and ensure the same problem happens again.

Your people want to do good work. Give them a process that makes it possible.

PS. Gemba Walks make processes visible. 

I wrote Gemba Moonwalker, a 55-page ebook that can help you build your Kaizen culture (one walk at a time).

Download it here, it's free: https://lnkd.in/dj8wmpQS

47 times I walked past it. Third week at the plant. Same operator, same station same routine. Everything looked "normal." Then my mentor asked:


"What do you see?"

"An operator doing his job well."

He smiled. "Count the steps."

That's when it hit me:

Worker picking up part → 3 steps
Getting tool → 7 steps
Processing part → 0 steps (machine does the work)
Returning tool → 7 steps
Placing finished part → 5 steps

22 steps total. 
Only 1 activity added value.

So, obviously, this layout sucks.

PS. What waste are you walking past every day?

Think about this morning. How much time did you spend searching for your phone, a file, or a tool? That's Muda.

Looking for things adds no value. It wastes skills and creative potential. Every minute searching creates frustration and dissatisfaction.

Now multiply one person's search time by the number of people who search and how often they search. By every day of the year.

That's the real cost of disorganization.
Every minute searching: 
→ Adds zero value 
→ Wastes talent 
→ Creates frustration

And it's costing you more than you think.

Disorganization costs you money, talent, and opportunity every single day. Your team wastes hours that could solve real problems instead.

PS. What did you spend 10 minutes looking for today?

Everyone wants to jump straight to solutions. But you can't improve what you don't understand. Before building your continuous improvement culture, answer this:


Where exactly are you now?

Rate your organization (0-10) on:

→ "We" vs "Me" mindset
→ Accountability vs Blame
→ Continuous Learning vs Know-It-All
→ Standardization vs Chaos
→ Prevention vs Fire-Fighting
→ Data-Driven vs Gut-Feel

The gaps you find are your roadmap.

PLEASE
 
Stop providing vague or no feedback. 
 
That's hurting your team.

Image credit to Edoardo Pallaro (give him a follow)
 
Yeah, ‘you need to improve’ or ‘Great job’ isn't enough.
It never actually was.
 
According to Zippia, 72% of people find their work
more satisfying if their company have a feedback culture. 
 
What’s the difference?
 
Vague:
 
"You need to be more creative with your proposal."
 
Actionable Feedback:
 
"Try adding diagrams in your proposal. It will add more appeal."
 
Here are 5 ways you can give actionable feedback:
 
1/ Be Specific. And Clear
 
 ↳ Avoid vague statements 
 ↳ Use clear, and objective language 
 ↳ Clearly outline the actionable steps
 
2/ Focus on Behaviours
 
 ↳ Use non-judgemental language to make your point
 ↳ Separate the individual from the action
 
3/ Offer a Path Forward
 
↳ Encourage them to develop a growth mindset 
↳ Rather than being stuck on wrong, give them a way to move forward 
 
4/ Create a Safe Space
 
↳ Be transparent. And talk openly
↳ Demand the same from them 
 
5/ Keep It Regular
 
↳ Integrate actionable feedback into your people management style
↳ Schedule 1:1 meetings to address key concerns.
  
P.S: What’s your approach to feedback?

Innovation isn't a way to justify your salary. Listen to your customers. Identify their real pain points. Then solve their problems. Here's how:
  

Start with what your customers actually need. Don't innovate for the sake of novelty. Turn customer input into innovation instead. 

Here are the main steps I suggest you follow:

Listen first → Talk to customers before building anything new.

Solve real problems → Focus on what's broken or missing. 

Use what work → Don't rebuild from scratch when proven solutions exist.

Hire expertise → Bring in people who've already solved similar problems.

Innovation is about making things work better for the people who use them.

PS. You have another way besides Innovation to improve:

Kaizen →  Small improvements through ongoing human effort, teamwork, and training.

If you like Kaizen, you'll enjoy my weekly newsletter.

Join here: ivancarillo.com

KISS emphasizes simplicity over complexity. Here is the core idea: 


Simpler solutions are more robust, easier to understand, and less prone to errors.

Simplicity should be your key design goal. This means prioritizing essential features and avoiding over-engineering.

Use KISS in problem-solving, software engineering, product design, and beyond. 

Remember:

Straightforward approaches consistently outperform complex ones.

You can order sushi by menu
 
Or you can say “I trust you”.
 
Credit to Marco Zima Simonella (give him a follow)
 
Original post below:
 
My family loves sushi.
Even my kids scream “sushiii” every Friday.
It’s our little tradition.
 
This week we shifted it to yesterday.
You can skip a Friday.
But not a full week.
 
Especially after we spent the Christmas week in Sicily without sushi!
 
We ordered delivery and I picked the different sushi types for the whole family.
 
And it made me think of omakase.
The classic Japanese way to eat sushi.
 
It politely says:
I trust you.
 
That trust is not just handed out.
Sushi chefs spend 10s of years mastering the skills and earning it.
 
Promotions work the same way.
You can get the title but trust comes later.
You earn it by mastering the skills of leadership.
 
Until people can finally say:
I trust you.

Turning product managers into leaders in conflict and ambiguity | Global Product Leader

The future belongs to community builders who understand that value comes from real connections between people. Here are the communities I will be part of in 2026:
 

We're heading toward a world flooded with low-quality AI content. As more people spend time with synthetic chat that feels human (but isn't quite), the ability to be in a virtual space and in real life with other human beings is only getting more valuable. Especially people who are on the same path.
 
With every new person who joins a community of people on the same path, new stories emerge. Things they've tried, things they've done that could be incredibly valuable to you. That is only possible when human beings come together with human beings.
 
These are the communities I am betting on to strengthen my new identity in 2026:
 
Nomads.com → I travel a lot since I left my corporate career. I realised that I like to travel slowly so that I can establish new habits where I am and make local friends. They call it slowmading. Pieter Levels' community is interesting. The guy has a way of looking at life that I like, so I hope to find more people here who vibe the way I do.
 
Modern Maker → My friend Jacob Pegs excudes incredible energy, and the people who interact with him know it.  I have been part of his community for over a year now, but not very actively in 2025. When I went back to read their conversations, I was really impressed. I will be more present this year (https://lnkd.in/dDdTUa7Y)
 
MicroConf Connect → Rob Walling books are the best I have found on the subject of bootstrapped SaaS. It feels natural to me to become part of his community. I haven't signed up yet, but I'm sure I'll find some good vibes there.
 
Kaizen Community → I plan to build my community in 2026. I want to give leaders who are building a Kaizen culture the opportunity to share their experiences. I haven't set anything up yet, but you can express your interest in joining here: https://tally.so/r/VLGV5E
 
PS. You can still stand out with content, but you'll by being more human.

Kevin Kelly, founding executive editor of Wired magazine, distilled decades of wisdom into his book 'Excellent Advice for Living'. Here are my favourite pieces of advice from him:
 
1/ Prototype your life. Try stuff instead of making grand plans.
 
I walked away from my corporate life with no backup plan. I don't have all the answers to move forward, and that's ok. I am letting curiosity guide me. Every day, I do more of what I love and less of what drains me. Action beats planning. Start before you're ready. Build something real, even if it's messy. 
 
2/ Don't measure your life with someone else's ruler.
 
When I joined Amazon, I told myself: "senior manager in 7 years." I worked harder than anyone around me to hit that target. For a while, it worked. Then I realized I was following someone else's playbook. Your definition of success is the only one that matters. Stop comparing yourself to others. What brings them joy might bore you to tears. 
 
3/ A major part of travel is to leave stuff behind. The more you leave behind the further you will advance.
 
I'm minimalist, but I still struggle to let go—especially of relationships that no longer serve me. It's painful but necessary. Leave room in your bag for what you'll discover. The lighter you travel, the faster you move.
 
4/ Gratitude will unlock all other virtues and is something you can get better at.

I'll explore the science of gratitude ore in 2026, as I don't practise it enough. Most people practice gratitude wrong. Listing what you're grateful for produces weak results. The real power comes from receiving gratitude or witnessing others receive genuine thanks. Find one meaningful story where gratitude was genuinely given and received, then revisit it for 1-5 minutes regularly.
 
5/ Perhaps the most counterintuitive truth of the universe is that the more you give to others the more you’ll get. Understanding this is the beginning of wisdom.
 
I firmly believe in this. And I've experienced it directly on here. Sharing Kaizen tips created opportunities I couldn't have engineered through a conventional path. Reciprocity and contribution create returns, but often in unexpected forms and on longer timelines than pure transactions.

In 28 months, I grew my audience from 0 to 123,140 followers without a team. This required less than $10,000 but more than 2,000 hours of practice and study. Here's a candid analysis of my first days of 2026 on LinkedIn:


LinkedIn is the best B2B growth engine on the planet, but for me it has always been something different.
 
In 2024, it was a way to prove my worth or vent my frustration, depending on the day.
 
In 2025, I approached the platform in a much healthier way. Rather than being results-oriented, I focused on the process. I mainly wrote content about Kaizen, and I really enjoyed it. But in December something changed. I've probably changed.
 
I realize that I have less interest in what I see here. The human component is often missing. AI-generated content, AI lazy comments, soulless things, general BS that nobody cares about. And I haven't always been a good role model.
 
In 2026, LinkedIn will definitely be something else for me. Instead of quitting, I will spend more time here trying to align my activities with my truest identity.
 
Here's what I've tried so far and the findings:

January 2026 compared to December 2025
 
Posts: 41 vs. 34
Impressions: 1.9M vs. 945.9K
Reactions: 11.1K vs. 5.5K
Comments: 1.9K vs. 1.2K
Reposts: 1K vs. 628
Followers: 123.1K vs. 121.4K
Newsletter Subscribers: +1,182
Newsletter Open Rate: 53.95%
 
Top performing posts:
 
Organizational Pyramid - 565,653 impressions https://lnkd.in/dWSWn8N5
Trailer Unloading - 296,323 impressions https://lnkd.in/d8-q8_6f
Cobra Effect - 225,671 impressions https://lnkd.in/djD3phxg

My notes:
 
Simple sketches work for me. And that's a good news.
 
I was getting tired of traditional infographics. I've done a lot of them over the last two years, but now they all seem the same to me. I'm out for now.
 
I reposted a piece of content that went viral after a week. Same media, same hook, more insights. It worked again. Content pre-validation still matters. I revamped some stuff that worked in the past and it went viral again.
 
Room for improvement:
 
I am not managing my comments section as well as I could be. Since the content lasts for several days, I should come back several times to comment (but I don't). I need to encourage more genuine conversations there.
 
How is your LinkedIn going so far?
 
P.S. if you're struggling to grow your LinkedIn and:
 
+you're a 6 figure CI or Innovation leader
+you commit to make LinkedIn a legit revenue channel
 
but you're not getting your dream outcome
 
I'm looking to work 1:1 with some legends to help them fix that.
 
Subscribe to the waitlist now: https://lnkd.in/dhwJv49b

Product & Business Leader | Scaling Growth & Digital Transformation | Ex-Pro Athlete Applying Sports Principles to Drive Business Excellence | Leadership & Peak Performance Advocate

Product Manager with 8+ years building AI/ML, digital and SaaS products from 0→1, and scaling product and teams from 1→10, with proven ability to scale operations 1000%+ while maintaining lean teams. Track record includes $600K ARR recovery in 30 days, scaling from 0 to $7MM revenue with 3-person ops team, and driving $30MM+ enterprise impact.

Specializing in product-led growth, operational excellence, and AI-powered solutions for health tech, B2B SaaS, and Utilities Industry.

Known for systems thinking, collaborative leadership, and high-velocity execution. I bring customer obsession to every product decision, with proven platform thinking that scales from startup to enterprise.

Currently: Building AI-powered health and longevity products to gain hands on experience with Agentic products.

Let's connect - I specialize in making the impossible look inevitable.

Robin Ayme

OpenAI just launched ChatGPT Health.

I'm building a voice AI health companion in the longevity space.

My first reaction? A pit in my stomach.

Then I read the announcement. And I'm now genuinely excited.

This is exactly what power users have been doing for 2 years. Connect WHOOP. Upload labs. Ask questions.

OpenAI just productized it for 230 million weekly health queries.

What ChatGPT Health is today:
→ Connect Apple Health, wearables, medical records
→ Ask questions, get personalized answers
→ Encrypted and isolated from other chats

What it's not (yet):
→ Proactive
→ Behavior change focused
→ Designed to ask YOU the right questions

Most people don't know what to ask about their health.

They don't think "my HRV dropped 15%, what should I change?"

They just feel tired. Or off. Or stuck.

Right now, ChatGPT Health is a brilliant encyclopedia you query.

But here's where I think this is heading:

Pulse.

OpenAI's daily briefing feature is the unlock. Imagine waking up to:

"Your sleep dropped 20% this week. You have a high-stakes meeting Thursday. Here's a wind-down protocol for tonight and a gym session to optimize your HRV before then."

That's not Q&A. That's proactive health coaching.

The shift from "ask me anything" to "here's what you need to know today" changes everything.

And the ChatGPT App layer is about to explode.

Remember when Apple Health launched and thousands of apps got built on top? Same opportunity here.

ChatGPT Health becomes infrastructure.
Vertical apps get built for longevity protocols, metabolic coaching, post-surgery recovery, sport-specific performance.

The real unlock? When this connects outward. Not just insights but actions - gym classes booked, clinic appointments scheduled based on your DEXA trends.

Who this validates:
Function Health (literally a launch partner), the $10B+ longevity market, niche B2B plays, behavior change platforms.

Who should be nervous:
Generic symptom checkers. "Upload labs, get interpretation" apps. Superpower and InsideTracker will need to double down on what makes them different. The commodity layer just got commoditized.

The honest risks:
AI hallucinations in health advice are real. Privacy concerns aren't going away - even if a strong effort has been done here in terms of separation of concerns. 
Bertalan Meskó, MD, PhD highlighted it nicely. 

But the upside for underserved users who can't afford concierge medicine? Massive.

What this changes for me:
Not much, honestly. or at least I don't know yet. 
I think it’s hard to compete against OpenAI. There is still a spot for niches (think HYBRD or Noom)

Data plus AI was always just foundation. The hard part is the last mile - getting someone to actually change.

OpenAI just built the infrastructure. And that's exciting

https://lnkd.in/dtkQ22J2

Building AI Health & Longevity Products | Cross-functional Leader | 0→1 + Scale Expert | Ex-Pro-Athlete

The PM/engineer line is blurring

Every day a new AI coding tool or update drops. PMs are shipping features themselves. Engineers are making product calls in the prompt.

Everyone becomes 10x more efficient - that's exciting. 

The walls are coming down.

But here's what's actually happening: the skills are merging, not disappearing. PMs who understand architecture and design patterns make better decisions. Engineers who think in user problems and added value write better code.

The tools just accelerated what was always true: the best builders do both.
Hum hum (Entrepreneurs). 

What you can't skip: the fundamentals. Database structure. System constraints. The scars from real production systems and 100s of customer interviews. These aren't technical trivia. They're judgment.

Using Claude Code is the same skill as leading a dev team. You need to know when the output is wrong. You need context. You need taste.

You can't replace customer interviews by asking chatGPT what to build. 

I've spent the last two years getting back to technical roots while keeping the product eye. Building something at the intersection of what I know and what I care about. Best decision I made to stay updated (even if every 2 weeks I feel behind). 

The future isn't PMs replacing engineers or engineers ignoring product. It's both roles converging into something new.

The question isn't which side you're on. It's whether you're building the full stack of skills.

Your body is a prediction machine that's stuck in the past.

We don't diagnose disease until symptoms show up.

By then, the damage is already done.

The human brain can't process 50,000 research papers. Your doctor can't hold years of biomarkers in memory and spot the pattern. So we wait. We react. We lose.

But what if we didn't have to?

ChatGPT and Claude just added health connections. OpenAI acquired health data infrastructure. Everyone's moving in at once.

Here's what's actually happening.

We're building a continuous observer for your body.

Feed an AI system your DNA, your biomarkers over time, wearables data, sensors. Let it run. It doesn't get tired. Doesn't forget. Doesn't need to read thousands of papers.

It sees the pattern before the disease does.

It surfaces signals that come months or maybe years before you feel sick. It catches the drift before it becomes irreversible.

You stop treating disease.

You start treating probability.

This is why the labs are moving so fast.

This isn't about optimization. It's about flipping medicine on its head. From reactive to predictive. From treating what's broken to catching what's breaking.

The future of health isn't in the hospital. It's in the constant flow of data through a system that actually understands what's shifting.

The question isn't whether AI will transform healthcare.

The question is: what happens to the old system when it does?

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