
GA 646 | Connect Before You Correct with Royden Johnson and Luc van Merrienboer
Gemba Academy Podcast: Lean Six Sigma | Toyota Kata | Productivity | LeadershipShow Notes
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?
More from Gemba Academy Podcast: Lean Six Sigma | Toyota Kata | Productivity | Leadership
Most kaizen practitioners know the moment when a skeptic turns. It can take a day, a week, or nine months, but something clicks and the person who crossed their arms at the start is now telling the VP what their line accomplished. Adam Lawrence has spent decades collecting those moments, and he has built a framework around making them more likely to happen. That framework just got a significant overhaul.
Most people who feel overwhelmed blame their schedule. Peggy Sullivan argues the diagnosis itself is wrong. Time poverty has nothing to do with time management and everything to do with capacity, and until you start subtracting, no amount of better planning will get you out from under it.
Value stream mapping is one of the most familiar tools in lean practice. Christian Wolcott has spent 25 years using it with clients from Toyota suppliers to NASA, and he arrived at a question that most practitioners never think to ask: what if you mapped your own life the same way? The seed came not from a client engagement or a sensei, but from his daughter, who sketched a rough timeline on a note card after joining him on a Japan study tour. That sketch became a book, and the book became a method.
Most lean practitioners know the theory of constraints. Fewer apply it before they start fixing things. Hessam Vali, a manufacturing consultant and MES software founder based in Wichita, argues that most improvement efforts fail because they target the wrong kinks in the hose. His framework is deceptively simple: if the deepest constraint is still in place, no one will ever see your work.
Most resistance to lean is blamed on the wrong thing. Ben Morley, an Air Force pilot turned Lean Six Sigma consultant, argues the tools are never really the problem. The breakdown almost always lives somewhere between leadership buy-in and an assumption nobody thought to question. His conversation with Ron Pereira covers cockpit emergencies, a $5 million backlog that dissolved from a single customer phone call, and what a caterpillar turning to soup has to do with organizational transformation.