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.

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

Dipl Ing Lars Behrendt 

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

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.

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,

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Co-Founder

Process Manager, Business Operations

Manufacturing Excellence Manager, World Class Manufacturing

Chrysler Group LLC

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

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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.

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.

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 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. 👇

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.

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

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