S7E30 Steve Riley | Small Improvements, Big ROI: Lessons from the Factory Floor

Being an Engineer · 17 Jul 2026 · 36m · Episode 30

What this episode covers

Steve Riley, Chief Organization Officer at Bespoke, discusses how to sustain continuous improvement (CI) and 5S practices in manufacturing environments. He explains Bespoke’s digital process for creating custom shadow boards from photos and shares practical tips for tool organization, such as using masking tape to track usage frequency. Riley emphasizes that leadership support and visual standards are critical to preventing CI initiatives from fading after their initial launch.

Other shows on the same ground, closest first.

  • The Manufacturing Executive · 30m

    Bringing Lean Manufacturing to Life Through Visual Workspaces w/ Steve Riley

    Steve Riley, COO of Bespoke Tool Traces, explains why 70% of lean initiatives fail due to a lack of sustaining steps and production pressure, advocating for visual workspaces as a solution. He details how Bespoke uses digital workflows to create professional shadowboards, moving beyond manual tracing to CNC-manufactured pockets for tool control. Riley emphasizes that visual systems, like parking lot stripes, reduce waste by making status immediately apparent, and argues that leadership engagement and regular audits are critical to preventing regression to old habits.

  • The Manufacturing Executive · 34m

    SOPs , Kaizen Events and Other Keys to Operational Excellence w/ Dave Crysler

    Dave Crysler, Founder of The Crysler Club, outlines five essential tools for operational excellence: Standard Operating Procedures (SOPs), project management, Key Performance Indicators (KPIs), team communication, and strategic planning. He critiques traditional, static SOPs and advocates for dynamic 'process prompts' like checklists and video tutorials to improve accessibility and retention for frontline workers. Crysler also explains how to conduct effective Kaizen events by focusing on specific, quick-win problems with cross-functional teams to drive continuous improvement without getting bogged down in bureaucracy.

  • The Manufacturing Executive · 26m

    The Brightest Generation: New Leadership in Manufacturing w/ Paul Brauss

    Paul Brauss, CEO of Blue Line Technology and author of 'Dare to Improve Your Legacy,' discusses the shift in manufacturing leadership toward engaging the younger workforce. He explains how moving from top-down directives to process mapping and driver metrics empowers employees and improves operational efficiency. Brauss also highlights the concept of 'starts control,' advising leaders to limit active projects to ensure completion, and emphasizes that a clean, visual factory serves as a powerful marketing tool.

  • Lights Out · 52m

    The $5 Automation Project Hiding in Your Shop | Ep. 50

    Uriel Eisen, founder of Arda and Austere Manufacturing, explains how he doubled throughput in his 325-square-foot shop by implementing Kanban and lean principles rather than buying robots. He details the transition from index cards to his software platform, Arda, to solve inventory stockouts that were derailing production. Eisen discusses the hidden costs of micro-interruptions, the importance of reliability over cycle time, and how reducing friction in processes like tooling and ordering yields faster ROI than expensive automation.

  • The Manufacturing Executive · 28m

    Adapting to Change: Manufacturing Leadership Excellence w/ Dan Burgos

    Dan Burgos, President and CEO of Alphanova Consulting, explains how manufacturing leaders can combat labor shortages and supply chain disruptions by focusing on quantifiable metrics like on-time delivery and scrap rates, alongside less tangible cultural shifts. He argues that sustainable improvement requires treating continuous improvement as a permanent business system rather than a temporary program, emphasizing leadership behaviors and employee engagement. Burgos shares a case study of a client who improved on-time delivery from 39% to 97% and cut scrap in half by implementing these systemic changes and coaching leaders to adopt new behaviors.

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