Welcome to Manufacturing Greatness with Trevor Blondeel, where we work with organizations to manufacture greatness by leveraging resources you already have to achieve greater retention, productivity, and profits. To learn more, visit www.manufacturinggreatness.com and click here to subscribe to Trevor's monthly newsletter.

Now, let's jump in!

Most manufacturing leaders believe that if they were clear, the message landed. But there is a gap that almost no one sees — the distance between how you think you show up and how your team actually experiences you. In this episode of Manufacturing Greatness, Trevor Blondeel shares a story from his own time running a manufacturing plant, where good intentions and clear communication still cost him 10% in production output. He breaks down what he calls the showing up gap, why it quietly undermines lean manufacturing, kaizen, and continuous improvement efforts, and the one question that can help you start closing it today.

00:50 — The showing up gap is the hidden distance between how leaders think they communicate and how their teams actually experience them.

01:00 — A clear directive on cycle times lands poorly with the team, even when the what, the why, and the how were all covered.

02:00 — A visit to the shop floor reveals the meeting pulled the team off a strong production run and would likely cost 10% in output.

03:00 — The root cause was a monologue — real communication requires dialogue, curiosity, and a safe space for teams to surface competing priorities.

04:00 — When curiosity replaces direction, the answers that were already in the room finally get heard.

04:30 — Finding one truth teller who will honestly reflect how your leadership is landing is the first step to closing the showing up gap.

Welcome to Manufacturing Greatness with Trevor Blondeel, where we work with organizations to manufacture greatness by leveraging resources you already have to achieve greater retention, productivity, and profits. To learn more, visit www.manufacturinggreatness.com and click here to subscribe to Trevor's monthly newsletter.

Now, let's jump in!

What if the biggest obstacle to your lean manufacturing results isn't the process at all? It might be the person leading it.

In this episode of Manufacturing Greatness, learn more with Debra Clary, author of The Curiosity Curve, about one of the most overlooked blind spots in plant leadership. You can run kaizen events, map your value streams, launch six sigma projects, and roll out 5S methodology across your facility, but if the mindset isn't right, none of it sticks.

Debra brings real-world experience from the shop floor, starting with her early days at Frito-Lay, and makes a compelling case for why curiosity might be the most underrated tool in your leadership toolkit. She covers topics why certainty shuts down problem solving, how communication skills and conflict resolution play a bigger role in process optimization than most leaders realize, and what it actually takes to drive meaningful change management in a manufacturing environment.
This episode also discusses what's shifting on the floor right now, from managing a millennial workforce and Gen Z manufacturing talent, to diversity and inclusion, burnout prevention, and talent retention. Because production efficiency and manufacturing productivity aren't just about automation, Industry 4.0, or smart manufacturing technology. They're about the people running the operation.

If you're a frontline supervisor, shift supervisor, or part of a plant leadership team focused on leadership development, workforce development, and building a safety culture that supports continuous improvement, this one's for you. Better KPI management starts with better people leadership. And better people leadership starts with asking better questions.
00:00 — Lean manufacturing efforts fail not because of process but because leaders rely on certainty instead of curiosity, limiting true continuous improvement in Manufacturing Greatness.

01:30 — Early frontline experience at Frito-Lay builds strong operations management skills and a deeper understanding of production planning and supply chain management.
04:00 — A kaizen approach that asks why a change will not work unlocks better problem solving, communication skills, and employee satisfaction on the shop floor.
06:00 — Involving frontline workers in decisions improves production efficiency, workforce development, and trust across shift supervisors and plant leadership.
10:00 — As leaders gain experience, certainty replaces curiosity, weakening leadership development and reducing innovation in lean manufacturing and six sigma environments.
12:00 — Bringing in fresh perspectives helps teams break through roadblocks in process optimization, value stream mapping, and manufacturing productivity.
13:30 — Strong plant leadership focuses on facilitation over direction, building coaching skills, ownership, and accountability in frontline supervisors.
15:00 — Lean manufacturing must be practiced as a daily mindset rather than isolated kaizen events to drive sustainable quality management and production management results.
18:00 — Curiosity-driven leadership strengthens employee satisfaction, talent retention, and engagement, especially across Gen Z manufacturing and the millennial workforce.
24:00 — Leaders who develop people instead of just solving problems improve performance management, problem solving, and long-term manufacturing productivity while reducing burnout.

Learn More with Debra Clary
Visit her website
Buy The Curiosity Curve