Gemba Academy Podcast: Lean Six Sigma | Toyota Kata | Productivity | Leadership

Hosted by Ron Pereira: Lean Thinker & Co-Founder of Gemba Academy

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150

Latest episode

Aug 2026

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EN-US

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Improvement Learning, Improved.

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August 20, 202635 min

GA 646 | Connect Before You Correct with Royden Johnson and Luc van Merrienboer

Culture shapes how people receive change, and nowhere is that clearer than on a shop floor where history, language, and moral authority all sit alongside the 5S board. Royden Johnson and Luc van Merrienboer bring two distinct lenses to that tension: Royden from years of leading continuous improvement in South Africa, and Luc from rolling out digital transformation across Asia and now the African continent. Their conversation with Ron covers resistance, influence, and what it actually takes to bring people along rather than drag them forward. In this episode you’ll learn: The cultural context of 5S in Asia and Africa (5:01) How 5S connects to every performance pillar in a manufacturing operation (9:43) What digital transformation actually looks like on a shop floor (13:04) Where their passion for continuous improvement comes from (15:42) How to use personal, social, and structural influencing strategies together (17:18) How to handle CAVE people without losing the rest of the team (19:29) Why unemployment history in South Africa shaped resistance to continuous improvement (25:32) What happened when a leader stopped pushing and started listening (27:28) How to speak, listen, and lead while keeping everyone’s dignity intact (31:50) Keep Learning If the discussion about moral authority, influencing strategies, and leading change on a diverse shop floor resonated with you, the School of Leadership offers structured ways to develop those same skills in your own context. Learn More About School of Leadership at gembaacademy.com/leadership Podcast Resources Royden on LinkedIn Luc on LinkedIn Get All the Latest News from Gemba Academy Stay current on new courses, podcast episodes, and continuous improvement resources. Sign up for the Gemba Academy newsletter at gembaacademy.com/news What Do You Think? When you have encountered a CAVE person in your organization, what shifted the dynamic?

August 13, 202624 min

GA 645 | Why Leadership Is Failing with Keith Wyche

Trust in leadership has been declining for decades, and Keith Wyche has the research to prove it. A 40-year veteran of AT&T, IBM, and Walmart, Keith opened up to us about a few mistakes he’s made in his career. The real conversation here is what changed him, and what he thinks it will take to reverse the broader collapse. In this episode you’ll learn: How a career spanning AT&T, IBM, and Walmart shapes a leadership philosophy (2:26) Why a 15-year-old’s question became the catalyst for serious research (4:05) How the thirst for power quietly replaced the calling to serve (6:08) What happens when results become the only measure that matters (7:27) Why vulnerability is harder for leaders than it looks (10:42) How admitting a mistake in front of 30,000 employees built more trust than any win (11:08) How to rebuild trust one promise at a time (16:48) The difference between listening to defend and listening to understand (18:53) Why people never forget how a leader made them feel (20:42) “My successes may have inspired me, but my failures taught me.” – Keith Wyche Keep Learning If Keith’s point about creating followership through trust, listening, and character resonated with you, the School of Leadership is a practical place to build those same skills in yourself and your team. Learn More About School of Leadership at https://www.gembaacademy.com/leadership Podcast Resources Keith on LinkedIn Uncommon Leadership Get All the Latest News from Gemba Academy Stay current on new courses, podcast episodes, and continuous improvement resources. Sign up for the Gemba Academy newsletter at gembaacademy.com/news What Do You Think? When you listen in a conversation, are you listening to understand the other person, or are you already forming your response?

August 6, 202644 min

GA 644 | Defining Propaganda with Owen Fitzpatrick

Most leaders assume that the right argument, delivered clearly, will change minds. Owen Fitzpatrick has spent 30 years studying why that assumption is wrong. A psychologist who has worked inside some of the world’s most extreme propaganda environments, from North Korea to Rwanda to his own teenage years, Owen brings a framework to this conversation that reframes how belief actually changes. The implications for anyone trying to lead a continuous improvement effort are hard to ignore. In this episode you’ll learn: What the purpose of life being “defeated by greater things” reveals about continuous improvement (3:37) How a single question changed the trajectory of Owen’s life and work (5:00) Why the inner critic is the wrong label for what actually holds people back (9:18) How propaganda works in three parts and why it mirrors what happens inside our own minds (14:35) Why naive realism is the single biggest obstacle to influencing anyone (22:43) How recognizing inner propaganda as propaganda changes the way your brain processes it (28:55) Why logic comes last when beliefs actually change (33:40) How the three conditions of belief change explain why great arguments still fail (35:12) “Being right is not enough. Having the facts, having the data, having the information, table stakes, you need to have that. But it’s not enough to be persuasive.” – Owen Fitzpatrick Keep Learning If Owen’s point that buy-in requires more than logic resonates with how you lead change, the School of Leadership builds the skills that close that gap. Learn More About School of Leadership at https://www.gembaacademy.com/leadership Podcast Resources Owen on LinkedIn Owen’s Website Owen’s Newsletter Get All the Latest News from Gemba Academy Stay current on new courses, podcast episodes, and continuous improvement resources. Sign up for the Gemba Academy newsletter at gembaacademy.com/news What Do You Think? How do you define propaganda?

July 30, 202636 min

GA 643 | Asking Better Questions with Kabrina Ashley

Most organizations say they want high performers, yet quietly punish them for being too valuable to lose. Kabrina Ashley, a coach and behavioral science practitioner based in Nashville, makes the case that the real barriers to change, growth, and improvement are not strategic, they’re neurological. The conversation covers why good intentions still produce bad outcomes, and what leaders can do differently once they understand what is actually happening inside their employees’ heads. In this episode you’ll learn: How inertia shapes the way people respond to change (8:57) What the high performers paradox costs organizations over time (10:57) Why personality frameworks can mislead leaders who rely on them too heavily (14:51) How asking better questions changes what people believe is possible (18:47) Why most corporate training fails to produce lasting retention (22:57) What running old code means and where it comes from (26:49) How the habit loop connects to the rewards we give ourselves at work (30:56) Why the quality of your questions determines the quality of your results (35:10) “The quality of your life is determined by the quality of questions that you ask.” – Kabrina Ashley Keep Learning If the conversation about habit change, running old code, and why training rarely sticks resonated with you, the School of Leadership covers the human side of building organizations that actually improve. Learn More About School of Leadership at https://www.gembaacademy.com/leadership Podcast Resources Kabrina on LinkedIn Kabrina’s Website Get All the Latest News from Gemba Academy Stay current on new courses, podcast episodes, and continuous improvement resources. Sign up for the Gemba Academy newsletter at gembaacademy.com/news What Do You Think? When you look at your highest performers right now, are they growing toward their potential or quietly being held in place by how much you need them where they are?

July 23, 202632 min

GA 642 | The Future of Work with Jonathan David Lewis

Something fundamental has shifted in how people relate to work, and most leaders are still operating from a story that the workforce has already left behind. Jonathan David Lewis, president of brand strategy firm McKee Wallwork and author of The Rebuilders , makes the case that the old shared narrative of careers, retirement, and institutional trust has fractured. What comes next depends entirely on whether leaders choose to rebuild it. In this episode you’ll learn: What forgetting obvious things costs a leader over time (2:34) Why Jonathan wrote a daily reader instead of a conventional leadership book (5:05) How the shared story of work collapsed and what replaced it (8:14) What TFS reveals about the current workforce’s relationship to the future (11:41) Why counter-trends in the trades and faith communities signal a rebuilding moment (16:29) How the shift from print-first to digital-first thinking is reshaping the workforce (19:30) What inside-out leadership means when the burden gets heavy (24:41) Whether optimism is a feeling or a daily choice (28:30) Why the era of postmodernism is over and what younger generations are seeking instead (30:41) “When you see the crack, look for the light that’s being let in.” – Jonathan David Lewis Keep Learning If Jonathan’s argument about inside-out leadership resonated, the School of Leadership offers a structured way to develop the character and practices that sustain that kind of work over time. Learn More About School of Leadership at https://www.gembaacademy.com/leadership Podcast Resources Jonathan on LinkedIn McKee Wallwork “The Rebuilders” Get All the Latest News from Gemba Academy Stay current on new courses, podcast episodes, and continuous improvement resources. Sign up for the Gemba Academy newsletter at gembaacademy.com/news What Do You Think? In your organization, which part of the old story of work is your team still holding onto, and what would it look like to rebuild something more honest in its place?

July 16, 202635 min

GA 641 | What Makes a Good Teammate with Eric Reveno

Most organizations spend enormous energy developing leaders and almost none developing teammates. Stanford Associate Head Men’s Basketball Coach Eric Reveno has spent 30 years watching what actually determines whether a team wins or collapses, and his answer is not the coach. The conversation moves from college basketball to NIL compensation to Michael Jordan to what you should do first when you walk into a struggling team. The thread running through all of it is the same uncomfortable idea: the people in the room are more responsible for the culture than anyone standing at the front of it. In this episode you’ll learn: The quote that reframes what culture actually is (3:19) Why leadership is overtaught and teammate behavior is undertaught (6:07) What NIL is and why it changed the dynamics of building a team (13:52) What showing up as a great teammate actually looks like day to day (18:35) Whether a player like Michael Jordan was truly a good teammate (21:55) Why talent alone does not produce connection on a team (27:24) How to identify and address the real problems when a team is struggling (30:15) Why every person’s ability to change their future depends on being a great teammate (33:49) “Everyone’s true agency and true ability to change their future and create the world they want, it lies in their ability to be a great teammate.” – Eric Reveno Keep Learning If Eric’s point about teammate behavior being undertaught resonated, the School of Leadership is a direct next step for practitioners who want to build the kind of team culture he describes rather than just study it. Learn More About School of Leadership at https://www.gembaacademy.com/leadership Podcast Resources Eric on LinkedIn Get All the Latest News from Gemba Academy Stay current on new courses, podcast episodes, and continuous improvement resources. Sign up for the Gemba Academy newsletter at gembaacademy.com/news What Do You Think? In your organization, who carries more responsibility for the team’s culture: the leader at the front of the room, or the teammates deciding what they will and will not tolerate?

July 9, 202633 min

GA 640 | Optimistic Fear with Cornelia Choe

Most leaders think their biggest risk is making the wrong call. Cornelia Choe argues the real danger comes earlier, when a leader stops questioning the mental map they’re using to make calls in the first place. In her book The Panoramic Leader , co-authored with Marshall Goldsmith, Cornelia builds a case that continuous change has made the old leadership playbook obsolete. The world stopped being a predictable highway, and too many leaders are still staring at the rearview mirror. In this episode you’ll learn: What the quote “Achievement is all about me, but leadership is all about them” really means (3:33) Why continuous change broke the old model of leadership (6:49) How the GEM method helps leaders navigate constant change (9:52) Why G must come before E in the GEM sequence (11:31) How panoramic leadership builds on go-and-see (13:15) What mapping your evolving perspective actually looks like in practice (17:44) Why success is the most dangerous place to stop learning (23:25) What optimistic fear is and why courage alone is not enough (26:25) Three questions that pull leaders out of autopilot (29:40) “One of the greatest dangers we can have is to stop mapping.” – Cornelia Choe Keep Learning If Cornelia’s point about seeing the system from multiple angles resonated, the School of Leadership can help you build the habits that turn that awareness into consistent practice. Learn More About School of Leadership at https://www.gembaacademy.com/leadership Podcast Resources Cornelia’s Website Cornelia on LinkedIn “The Panoramic Leader” Get All the Latest News from Gemba Academy Stay current on new courses, podcast episodes, and continuous improvement resources. Sign up for the Gemba Academy newsletter at gembaacademy.com/news What Do You Think? When did you last seriously question whether the mental map guiding your decisions still reflects the reality around you?

July 2, 202631 min

GA 639 | Putting the Customer First with Slaytor Baldwin

A suppressor manufacturer in Utah started its lean transformation about a year ago. Twelve months later, inventory turns had doubled, changeover time dropped from 3.5 hours to 9 minutes, and a rollout planned for a year got compressed to three months. Slaytor Baldwin, Director of Operations at SilencerCo, joined Ron Pereira to walk through exactly how that happened, including the five years of failed starts that preceded it and what finally changed. In this episode you’ll learn: How a single cell pilot compressed a year-long rollout into three months (0:00) What starting a career inside a lean company teaches you without knowing it (3:17) Why measuring resource utilization instead of customer demand creates invisible dysfunction (6:04) How one leadership change unlocked five years of stalled momentum (10:08) What the first two moves of a real lean commitment look like in practice (12:46) Why starting with your hardest product family creates conviction no training can replicate (14:51) What happened to inventory turns when the entire factory went cellular (17:43) Why lean is not an operations game and what that costs you when you treat it like one (19:59) Why picking the right first project matters more than having the right toolkit (24:22) How failure functions as data when you build a learning culture around it (28:43) Why most transformation decisions are a two-way door and what changes when leaders believe that (29:17) “Lean is not a template. It is a culture.” – Slaytor Baldwin Keep Learning If the shift from departmental batch production to cellular flow described in this episode has you thinking about your own factory layout, the School of Lean covers value stream design, SMED, and cellular manufacturing in depth. Learn More About School of Lean at https://www.gembaacademy.com/school-of-lean Podcast Resources Slaytor on LinkedIn Get All the Latest News from Gemba Academy Stay current on new courses, podcast episodes, and continuous improvement resources. Sign up for the Gemba Academy newsletter at gembaacademy.com/news What Do You Think? When you look at your own organization, is the resistance to lean transformation coming from the shop floor or from the layer above it?

June 25, 202630 min

GA 638 | Separating Risk from Being Reckless with George Barrios

Confidence and arrogance can look identical from the outside. George Barrios has spent a career in rooms where the difference mattered, from running a semiconductor division at 29 to co-leading a $20 billion merger between WWE and UFC. His book, Sometimes Wrong, But Never in Doubt , started as a phrase buried in a performance review and grew into a full operating philosophy about where real conviction comes from. The answer is less inspiring than most people want to hear, and more actionable than most people expect. In this episode you’ll learn: What “chip on shoulder equals chips in pocket” means to founders (2:29) How early circumstances shape a lifelong drive to prove something (3:38) How a career spanning Praxair, WWE, and global sports investment came together (5:45) Where the title “Sometimes Wrong, But Never in Doubt” actually came from (8:47) The difference between confidence earned through deep work and false bravado (13:18) What conviction looks like in practice when pressure hits (17:09) How to treat failure as a signal rather than a verdict (20:27) What separates smart risk from recklessness (24:24) Why doing work you are naturally good at changes everything (27:31) “To get through that, you need to do the work that drives the conviction to push through.” – George Barrios Keep Learning If George’s point about deep work as the foundation of leadership conviction resonated, the School of Leadership offers structured ways to build that same discipline in yourself and your team. Learn More About School of Leadership at https://www.gembaacademy.com/leadership Podcast Resources George’s Website Get All the Latest News from Gemba Academy Stay current on new courses, podcast episodes, and continuous improvement resources. Sign up for the Gemba Academy newsletter at gembaacademy.com/news What Do You Think? When you look at the leaders around you who project strong conviction, can you tell whether it comes from deep preparation or from something else entirely?

June 18, 202632 min

GA 637 | Developing Organizational Maturity with Norman Wolfe

Most organizations have the systems. They have the processes, the KPIs, the structured meetings, the strategic plans. And they are still stuck. Norman Wolfe has spent decades helping leadership teams understand why, and the answer keeps coming back to something the org chart cannot capture. The beliefs, priorities, and unspoken assumptions that shape how departments actually behave are running the show, often invisibly. In this episode you’ll learn: Why a quote about paradigms became the lens for Norman’s entire career (3:03) Why strong systems alone are not enough to fix execution problems (11:39) How departments behave like people and why that changes everything (15:00) What it actually looks like to surface and resolve a context conflict between departments (19:21) Three lenses leaders can use to see what is really blocking performance (24:50) What Norman would tell his younger self about building a lasting career (28:19) Why developing organizational maturity matters as much as optimizing processes (30:33) “Change the paradigm and what was difficult and almost impossible in one becomes easy and simple in another.” – Norman Wolfe Keep Learning If the gap between your organization’s systems and its actual execution sounds familiar, the School of Leadership can help you build the skills to work on both the visible and invisible forces shaping your team’s behavior. Learn More About School of Leadership at gembaacademy.com/leadership Podcast Resources Norman on LinkedIn Norman’s Website Get All the Latest News from Gemba Academy Stay current on new courses, podcast episodes, and continuous improvement resources. Sign up for the Gemba Academy newsletter at gembaacademy.com/news What Do You Think? When you look at the persistent friction between departments in your organization, does it look more like a process problem or a context problem?