Leading efforts at Vittas Inc.
Engineering & consulting background. 6+ years startup experience. Over 10 years experience in operations, product management, management consulting and relationship management.

Strengths:
Product strategy, Process improvement, Data analytics, Storytelling, Resource management/Process design, Navigating uncertainty.

Sulav Singh

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.

Stop trying to be the main Problem Solver for your plant.
The best leaders build teams that fixes the shop floor.

In my career, I realized I failed multiple times,
not because I lacked Lean knowledge,
but because I failed to stop doing
the wrong things

This list is not a criticism. It is a mirror.
And it is one I wish someone had
held up for me much earlier
in my career.

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 know the names of the 6 founders of Lean. But you are completely missing their actual philosophy.

We copy their tools every day while sometimes ignoring their thinking
After 14 years on the floor, I have noticed a massive gap. 

Most practitioners know the history, but very few understand what these leaders were actually saying.

Here is what most people get wrong about the foundation of Lean:

1. W. Edwards Deming 
The Myth: He was just a quality consultant.
The Reality: He was trying to tell you that your entire management system was fundamentally broken.

2. Taiichi Ohno 
The Myth: He just gave us a checklist for eliminating waste.
The Reality: He wanted you to aggressively question every single second between receiving an order and collecting the cash.

3. Masaaki Imai 
The Myth: He invented the quarterly "Kaizen Event."
The Reality: He built a philosophy of daily improvement for everyone, not a 3-day workshop for a select few.

4. Shigeo Shingo 
The Myth: He created error-proofing forms and checklists.
The Reality: He wanted you to engineer the process so making a mistake was physically impossible.

5. James Womack 
The Myth: He told us to start by cutting waste.
The Reality: He told us to define value first. Everything that doesn't deliver that exact value is waste.

6. Joseph Juran 
The Myth: He wanted you to count and chart your defects.
The Reality: He wanted you to calculate what bad quality costs and present it to leadership as a financial problem.

The tools these men created are everywhere. The thinking behind them is far less common.

(Repost if you prefer Lean Thinking over Lean Tools)

P.S. Which of these 6 philosophies is your plant struggling to understand the most right now? Be honest.

Operational excellence has two layers.

One is visible.

The other determines everything.

Most plants invest heavily in the outer layer:

Dashboards.
5S audits.
Kaizen events.
Training sessions.
Lean tools.

Important? Yes.

Sufficient? No.

Performance does not come from tools.

It comes from behavior.

Do leaders follow through?
Are standards enforced daily?
Are problems addressed immediately?
Is accountability clear?
Are deviations tolerated?

Tools create structure.

Discipline creates results.

Two plants can run the same Lean tools.

Only one sustains performance.

The difference is rarely technical.

It is behavioral.

Look at your operation.

Which layer gets more attention?

Japanese plants lose 2 hours per month to breakdowns. US plants? 40+ hours.

(The gap is not what you think)

It's not about newer equipment. It's not about more money.

It's about Total Productive Maintenance.

Most US plants think TPM is about fixing broken machines faster. 

They are missing 7 out of 8 pillars.

The 8 Pillars Japanese plants actually use:

→ Autonomous Maintenance 
The Reality: Operators own daily equipment care. They clean, oil, and inspect. No waiting for maintenance tickets.

→ Planned Maintenance 
The Reality: Fix it before it breaks. Data drives scheduling, not emergency calls at 2 AM.

→ Focused Improvement 
The Reality: Cross-functional teams kill root causes. Stop the same bearing failure 10 times running.

→ Training & Development 
The Reality: Operators become equipment experts. Not just button-pushers waiting for problems.

→ Early Equipment Management 
The Reality: Design out failures before startup. No more "we'll debug it in production."

→ Quality Maintenance 
The Reality: Zero-defect machine conditions. Your process variation starts with maintenance gaps.

→ Office TPM 
The Reality: Attack admin waste too. Work order delays, planning bottlenecks, scheduling chaos.

→ Safety, Health & Environment 
The Reality: The foundation that makes everything else possible.

The foundation under all 8 pillars:

5S + Workplace Discipline.

(Without this, every pillar crumbles)

The mindset shift that changes everything:

Average plants: "Maintenance is a cost center."
World-class plants: "Maintenance is competitive advantage."

That 38 hour monthly gap?

→ 456 hours per year of lost production
→ $2.3 million in opportunity cost (at $5,000/hour)
→ Your competitor shipping while you're fixing

Your TPM maturity determines your market position.

The question is not whether you can afford TPM.

The question is whether you can afford falling 38 hours behind every month.

---

If this breakdown opened your eyes to TPM, repost it.

Your maintenance team is waiting for this conversation.

undefined undefined

Co-Founder

Process Manager, Business Operations

Manufacturing Excellence Manager, World Class Manufacturing

Chrysler Group LLC

English

Hindi

Only 5% of what happens on your shop floor actually makes you money. 

The rest is just expensive noise.

(And most companies are busy optimizing the noise)

Every activity on your floor falls into one of three buckets. If you don't define them, you end up perfecting the wrong things.

Here is the reality of your operation:

1. Value-Added (The Work)

What it is: Changing the form, fit, or function of the product.
The Test: Would the customer willingly pay for this?
The Action: Protect it.

2. Non-Value-Added (The Waste)

What it is: Moving parts, searching for tools, waiting for approvals.
The Test: Does it consume time but add zero value?
The Action: Kill it ruthlessly.

3. Necessary Non-Value-Added (The Tax)

What it is: Safety inspections, compliance, machine warm-ups.
The Test: Does it add zero value, but you can't remove it today?
The Action: Minimize it.

Here is the uncomfortable truth about continuous improvement: Most teams spend their time trying to make the red bucket more efficient.

Faster waste is still waste.

Making a bad process 10% faster just means you are burning cash 10% quicker.

Walk one process this week. Stop asking: "How do we do this faster?" Start asking: "Would the customer pay for this?"

A Gemba walk without the right questions is just a walk.

(what managers usually do is they look, they nod and they leave.)

Nothing changes. Not because they don't care, but because they ask the wrong things.

Most Gemba walks just collect symptoms. You need to diagnose the disease.

Here are the 4 questions that turn a factory tour into a real diagnosis:

1. "What is the standard for this step?" 

The Reality: If the operator hesitates, the standard doesn't exist.
The Lesson: It might be on a PowerPoint in your office, but if it isn't alive on the floor, it is useless.

2. "What frustrates you most about this process?" 

The Reality: The operator fights this friction every single shift, but nobody ever asks them about it.
The Lesson: Management meetings produce slides. Operators produce solutions.

3. "What happens when this step fails?" 

The Reality: This reveals how fragile your operation actually is.
The Lesson: If the answer is "we figure it out," you don't have a process. You have controlled chaos.

4. "How do you know if you are winning today?" 

The Reality: If they can't answer this immediately, they are working blind.
The Lesson: No visible target means they are just showing up and hoping for the best.

The floor never lies. But it only talks to people who ask the right questions.

Your operators already know exactly what is broken. They are just waiting for someone to ask.

Your Kanban board looks great on the wall. 

But if you ask your team how they decided on the number of cards, the whole system falls apart.

The bins are labeled. The cards are color-coded. 

The layout is clean. But when you ask, "Why do we have exactly six bins?" 

The answer is usually: "Because that is what fits on the shelf" or "We have always had six."

That is not a Pull System. That is just organized guessing.

Here is what happens when you run Kanban without the math:

1. Too Many Cards (The Hidden Waste)
The Reality: You are sitting on piles of overproduction that you just dressed up as "inventory."
The Result: Tied-up cash and wasted floor space.

2. Too Few Cards (The Starving Line) 
The Reality: The buffer isn't built for actual variation.
The Result: The line starves every other shift, creating chaos and firefighting.

3. Calculated Pull (The Math) 
The Reality: You use the actual 4-variable formula: Daily Demand, Lead Time, Safety Factor, and Bin Quantity.
The Result: You hold exactly what you need. Nothing more. Nothing less.

Kanban is supposed to be precise math. It is not a gut feeling.

Go pick one Kanban loop on your floor today. Run the numbers. 

If the math doesn't match what is sitting on the shelf right now, that is your next improvement project.

If your Plant Manager is solving a shop floor problem, your escalation system is completely broken.

(A Daily Management System is a problem solving filter, not a meeting schedule)

Every issue must be handled at the lowest level that has the authority and resources to solve it. But in most plants, every minor hiccup lands right on the Plant Manager’s desk.

Here is how world class plants filter their problems instead:

Tier 1: The Shift Huddle 

Who: Operators + Line Leader (10 minutes).
What: Start of shift. Safety. Quality. Downtime.
The Reality: 80% of daily problems should die right here.

Tier 2: The Department Walk 

Who: Supervisors + Team Leads.
What: What didn't get resolved at the line? 
Who needs resources to unblock it?
The Reality: This is where the friction gets removed before it becomes a fire.

Tier 3: The Plant Review 

Who: Plant Manager + Department Heads (15 minutes).
The Reality: This meeting should be incredibly boring.

Here is the signal nobody talks about:
When problems consistently reach Tier 3, it doesn't mean your Plant 
Manager is a hero for solving them. It means the tiers below them are not working.

Build the filter. Stop bypassing the chain.

If your mistake-proofing strategy is just buzzers and red lights...

...you don't have mistake-proofing.
You have a notification system.

There's a big difference between Poka-Yoke
that warns you and Poka-Yoke that stops you.

A physical pin that won't let the part load backwards?
That's a control. The error is impossible.

A light that blinks when torque is off?
That's a warning. The error already happened.

Both have a place.
But too many plants lean on warnings
and wonder why defects keep slipping through.

Warnings depend on someone paying attention.
Controls don't.

Simple question to ask yourself:

"Can I design the error out or am I just flagging it?"

If you can eliminate it, eliminate it.
If you can't, then alert for it.

That's the hierarchy. Control first. Warning second.

I put together a cheat sheet breaking down both categories with real examples.

Save it. Send it to your quality team.

♻️ Repost if your plant needs fewer alarms and more solutions.

If you want to get out of the daily firefighting cycle, you have to follow this exact progression.

Most plants try to skip straight to the end and FAIL

We launch Lean programs. We run Kaizen events. 
We expect massive results. But we have zero standard work in place.

You are trying to optimize a process that was never stabilized to begin with. 

You cannot Kaizen your way out of a fire.

Here is the reality of the Lean Maturity Funnel:

Stage 1: Chaos 

What it is: Firefighting is the full-time job. No systems.
The Reality: You cannot improve what you cannot control. Just survive and write the first standard.

Stage 2: Standardize 

What it is: SOPs are written. Visual management is up.
The Reality: You fight a daily battle just to get consistency.

Stage 3: Stabilize 

What it is: Root cause thinking replaces blame.
The Reality: Problems actually get solved instead of repeated.

Stage 4: Optimize 

What it is: Targeted Kaizen events. Waste gets eliminated.
The Reality: This is the stage everyone tries to jump to first.

Stage 5: Sustain & Scale 

What it is: CI is the culture, not a project.
The Reality: People improve the process without being asked.

Here is what I have seen in 14 years: Plants love jumping straight to Stage 4.

But without standard work? Without stability? They are

A production target built in a boardroom will always die on the shop floor.

It's not that people don't want to take up challenge,
It dies because it was based on theoretical capacity, not shop-floor reality. 

This is the fatal flaw of top-down goal setting in manufacturing.

Leadership looks at the machine specs. They calculate a perfect 85% OEE. 

They hand down a target of 1,000 units a shift.

But they don't know the raw material jams. They don't know the fixture sticks. 

They don't know the overhead crane takes 15 minutes to arrive.

If you want real ownership, you cannot just dictate the number. In world-class plants, they use a bottom-up process called Catchball.

Here is the difference between a mandate and a negotiation:

1. The Command (Top-Down) 

The Plant Manager dictates: "We need 1,000 units today."
The Floor's Reaction: "Good luck with that. Machine 3 has been limping all week."
The Result: Missed targets, hidden data, and finger-pointing at the end of the month.

2. The Conversation (Catchball) 

Management says: "We need 1,000 units. What is stopping us from hitting that?"
The Floor's Reaction: "We can hit 1,000, but only if maintenance fixes the feed jam, and purchasing stops buying the cheap abrasives."
The Result: The bottlenecks are exposed and assigned before the shift even starts.

Catchball is not a meeting to lower the standard. It is a negotiation to expose the constraints.

When the team running the machines is allowed to push back on a target, the goal doesn't get weaker. The goal gets sharper.

If management dictates the target, management owns the failure. If the floor helps build the target, the floor owns the success.

You can use every Lean tool on the market, 
but if you skip the 5 Core Principles, 
your plant is just running organized chaos.

So many times this same mistake is repeated...

I have walked into plants that had every tool you can name. 
5S tape on every floor. Kanban cards on every rack. 
A3s in every drawer. And the shop floor still ran completely out of control.

Why? 

Because tools do not make you Lean. Thinking makes you Lean.

Most plants skip straight to the tools.

They chase faster cycle times without defining what the customer actually values. They run Kaizen events on steps that shouldn't even exist.

The tools aren't the problem. The sequence is.

Here is the exact sequence every tool is actually supposed to serve:

1. Define Value 
The Goal: Figure out exactly what the customer is willing to pay for. Everything else is waste.

2. Map the Value Stream 
The Goal: Map the steps. 
Find out where that waste actually lives before you start changing things.

3. Create Flow 
The Goal: Remove the bottlenecks. 
Make the product move without waiting, batching, or stopping.

4. Establish Pull 
The Goal: Stop pushing inventory. 
Only make the next part when the downstream step actually asks for it.

5. Pursue Perfection 
The Goal: You are never done. 
You loop right back to step one and redefine value all over again.

If you don't have this foundation, your visual management boards are just expensive wallpaper.

Value comes first. Then map. Then flow. Then pull. Then perfection.

Your newest machine will fail more in the first 3 months than in the next 3 years.

(Sounds backwards, but it is the reality of the floor)

Most Plant Managers treat every breakdown like random bad luck. Reliability Engineers see the pattern.

If you are scheduling the exact same PM on a 2-month-old pump 
and a 20-year-old pump...

You are managing chaos, not reliability.

Every machine goes through three predictable phases. 
It is called the Bathtub Curve.

Here is how you actually manage the lifecycle:

Phase 1: Infant Mortality (The Early Chaos)

What it is: Brand new equipment failing fast due to installation errors or factory defects.
The Reality: Your shiny new line will give you more headaches than the 10-year-old machine next to it.
The Action: Demand burn-in testing and daily monitoring with the vendor present.

Phase 2: Normal Life (The Sweet Spot)

What it is: Failures are rare and random. The machine hums.
The Reality: This is the zone you fight to protect. 
This is where you make money.
The Action: Stick strictly to Preventive Maintenance and Operator Care.

Phase 3: Wear-Out (The Decline)

What it is: Physics takes over. Bearings wear. Seals leak.
The Reality: The failures come faster, and they cost more. 
It is not bad luck; it is aging.
The Action: Rebuild, replace, or aggressively increase inspection frequency.

Stop reacting to every failure like it is a mystery. Match your strategy to the phase.

Walk your floor this week. Pick your most critical asset. 

Ask yourself: "Which phase is this actually in?"

Let that answer drive your next move.

You are paying your most skilled operators to be delivery drivers.

We obsess over cycle times. We buy faster machines. We run Kaizen events.

But then we let the operator walk 50 feet to find a box of screws.

Your continuous improvement is missing the most critical role: 
The Water Spider. It is not a forklift driver. It is not a random "parts fetcher." 

It is a highly choreographed role designed to do one thing: Keep the operator in the Value Zone.

Here is how world-class plants run a Water Spider:

1. Fixed Route: They walk the exact same path every single time.

2. Fixed Timing: They move to the rhythm of Takt Time, not when they feel like it.

3. Standard Quantities: They deliver exactly what is needed for the next cycle. No massive pallets.

4. Pull Signals: They move based on visual Kanban, never on gut feeling.

5. Immediate Escalation: They are the first line of defense when the line is about to starve.

Here is the difference this one role makes:

Without a Water Spider: 
Operators chase parts. Machines sit idle. Cycle times fluctuate. Waste piles up.

With a Water Spider: 
Operators stay put. Machines run continuously. Output becomes perfectly predictable.

Your operators should be making product. 

They should not be hunting for parts.

Fix the role. Fix the flow.

If you can't explain it on one page, your team won't follow it on the floor.

That's the rule I live by.

We overcomplicate everything in manufacturing.

SOPs that need a table of contents.
Training docs nobody finishes reading.
Process flows with 47 decision boxes.

And then we blame the operator for not "following the standard."

The standard was never clear to begin with.

The best processes I've seen fit on a single page.

The best instructions I've seen take under a minute to read.

The best teams I've worked with could explain what they do in one sentence.

Simplicity isn't lazy. Simplicity is discipline.

It takes more effort to make something simple
than to leave it complicated.

"Complexity is the enemy of execution."

Start here: If your team can't explain it simply, you haven't refined it enough.


 Repost if your plant has too many pages and not enough clarity.

Your quality reports are not telling you the whole story.

(And the missing pieces are costing you 10X more than you think)

Every plant manager stares at the same three numbers:
Scrap. Rework. Defects.

We track them. We red-flag them. We build action plans around them.
But we are only measuring the tip of the iceberg.
The real monster is tearing your hull apart 50 feet underwater.

Here is the difference between what you see and what you actually pay:

1. Above the Waterline (The Symptoms)
What you see: $847 of scrap in the bin. 4 hours of rework. 12 defects at final inspection.
The Reality: These numbers sting enough to turn your dashboard red. But they are just pocket change.

2. Below the Waterline (The Real Cost)
- The Freight: $12,000 in expedited shipping because a customer is screaming about a late delivery.
 - The Overtime: Running 3rd shift on Friday to remake what 1st shift ruined on Monday.
- The Talent: Your star engineer spending 3 months fixing yesterday's problems instead of improving tomorrow's process.
- The Reputation: The major account that quietly switches suppliers without saying a word.

That last one turns great leaders into professional firefighters.

Quality problems do not just cost money. They cost time that never comes back.

The defect you catch today started with a decision someone made last week.

The Cost of Poor Quality is not a number on your monthly report.

It is every dollar your business bleeds because someone decided "good enough" was actually good enough.

Stop tracking lagging indicators. Start hunting the real costs.
Walk your floor tomorrow.

For every visible defect, trace the invisible damage it creates upstream and downstream. The math will terrify you.

And that terror will finally drive the changes you have been avoiding.

Hiring better people into a chaotic environment doesn't fix anything. 

Stop trying to hire your way out of a broken process. 

A bad system will beat a good person every single time.

(But leadership still thinks the problem is the talent)

It just gives you better people experiencing the exact same chaos.

A new operator joins.
They make the same mistakes. 
They feel the same frustration. 
They get the same bad outcome.

And leadership's conclusion is always the same: "We just need to hire better people." 

But nobody stops to look at what those people were handed on day one.

The process sets the ceiling. Your people are just forced to work within it.

Here is how you actually fix the system before your next hire:

Step 1: Write the Standard 

If you cannot document the core tasks on one page, you cannot train a new person to do them.

Step 2: Define "Good" 

Give them a visual, physical target of what success looks like on the floor, not just a verbal warning when they fail.

Step 3: Remove the Friction 

Ask your current operators what makes the job impossible right now, and engineer that out before the new person starts.

Fix the system first. Then talk about your team.

Stop pitching "waste" to the finance department, who only speaks dollars. 

Do this instead.

(Your Lean projects don't get rejected because they are bad ideas. It gets rejected because you speak the wrong language)

Every time a CI professional walks in and says, "We need to reduce motion waste," finance just hears noise.

But if you walk in and say, "We are losing $14,000 a month in labor efficiency variance because of unnecessary movement," now you have a meeting.

The 8 wastes are real on the shop floor. But the business case only lands in the boardroom when you attach a number to them.

Here is how you translate your Lean projects into a language Finance actually cares about:

1. Waiting 

Stop saying: "The operator is waiting on materials."
Pitch this instead: "We are paying for labor hours that produce zero output."

2. Defects

Stop saying: "Our first-pass yield is too low."
Pitch this instead: "We are burning direct material and labor that we will never get back."

3. Inventory 

Stop saying: "We have too much WIP on the floor."
Pitch this instead: "We have cash sitting on a shelf instead of working for the business."

4. Non-Utilized Talent 

Stop saying: "Our operators are just pushing buttons."
Pitch this instead: "Our most expensive asset is walking out the door unutilized at the end of every shift."

Learn to translate between these two languages, and you stop begging for budget approval. 

You start presenting a business case they cannot say no to.

Your Lean transformation is failing not because of tools but because nobody at the executive level is providing cover for the people building it.

(Yesterday’s post sparked a debate, and many of you pointed out the missing piece: Eiji Toyoda)

You were right. Eiji deserved to be on that list. But here is the honest reason most Lean literature leaves him out: He didn't invent a tool. 

He didn't write a book. He didn't create a PowerPoint methodology.

What he did was much harder, and infinitely more rare: He protected Taiichi Ohno from the rest of the organization.

Think about what Ohno was actually doing in 1950. He took one production line and flipped the entire logic of how manufacturing was supposed to work. 

No pushing. No batching. Pull only from downstream.

The numbers looked terrible early on. Supervisors resisted. 
Every manager around him thought it was a complete disaster.

In almost any Western company, that experiment gets shut down in a month.
But Eiji Toyoda did something almost no executive has the patience to do. 

He watched. He waited. He told the skeptics to stand down and give the idea room to breathe.

He didn't do it because he was certain it would work. He did it because he believed the direction was right, and he was willing to absorb the executive pressure so Ohno could keep going.

That is leadership.

And it is the single most missing ingredient in every Lean transformation I have seen fail. The tool wasn't wrong. 

The idea wasn't bad. The results just needed more time than the organization was willing to give. Every Ohno needs an Eiji.

You can engineer the perfect process, but if you don't know how to get your operators to actually use it, your new SOP is worthless.

This is the biggest gap in continuous improvement today...

You can nail the cycle time. You can eliminate the waste. 
You can write the cleanest standard anyone has ever seen. 

None of it matters if the floor refuses to adopt it.
And they won't adopt it just because your spreadsheet says it is better.

Three weeks later, the old way is back. And leadership blames the "culture." But it was never a culture problem. It was a rollout problem.

People do not resist change because they are difficult. 

They resist because these 5 questions are running through their head, and nobody stopped to answer them:

1. The Purpose 
The unspoken question: "Why are we actually doing this?"

2. The Buy-In 
The unspoken question: "What is in it for me?"

3. The Capability 
The unspoken question: "Do I actually know how to do this?"

4. The Pressure Test 
The unspoken question: "Can I pull this off at 2 AM when the line is down and we are behind schedule?"

5. The Sustainment 
The unspoken question: "Will management still care about this next month?"

Skip just one of these, and the whole rollout quietly falls apart.

Process design is engineering. Getting people to change is leadership.

Most managers were trained for the first one. Almost nobody was trained for the second.

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