Inside Fat American Manufacturing
Delve into how Fat American Manufacturing (FAM) rolled out 1000 SOPs in 4 months creating clarity and consistency instantly while embracing a lean mindset
Fat American Manufacturing (FAM) is an American-made industrial solutions company dedicated to creating smarter work solutions through Lean Manufacturing principles. Born out of the need for smarter work solutions with over 20 years of manufacturing experience, FAM seeks to eliminate the struggle with thought-out solutions embracing Lean Manufacturing principles.
What began over 22 years ago in Brian’s mom’s single-car garage has grown into a major force in the Jeep, Toyota, and Lexus aftermarket accessory world. The company serves as the parent organization behind several standout brands, including Victory4x4, JcrOffroad, Squatch Proof UTV, and Fat American Manufacturing.
Sector: Industrial Solutions
HQ: USA
Customer since: 2024
SOPS: 2000+
Other tools: Kanban
SOPs
New Hire Creates His Own SOP on Day 1 - Here's How They Made Standard Work Actually Work
Brian Meyers reveals his factory’s transformation from having zero understanding of standard work to implementing comprehensive SOPs across every department using GembaDocs. Starting with simple bathroom cleaning procedures, Meyers demonstrates how his company scaled visual standard work from basic maintenance tasks to complex welding operations and customer installation guides.
The system uses QR codes strategically placed at point-of-use locations, allowing employees to access step-by-step instructions instantly from their phones. Most impressively, the implementation has evolved employees from passive users to active contributors, with new hires creating their own SOPs and seasoned staff regularly updating procedures based on real-world improvements.
Key Takeaways:
- Start Simple with Universal Tasks – Begin SOP implementation in common areas like bathrooms and break rooms where everyone can learn the concept before moving to complex production processes.
- Use QR Codes Strategically at Point-of-Use – Place digital access points directly on equipment and workstations, but only print and laminate procedures that rarely change to avoid constant reprinting cycles.
- Empower Employees to Create and Update SOPs – Train workers to build their own standard work using mobile devices, transforming them from passive followers to active contributors who continuously improve processes.
Task Board
From Accounting to Shop Floor: How They Use Visual Task Management to Eliminate Chaos
Brian Meyers walks viewers through his manufacturing plant where simple red and green cards on metal boards have eliminated the chaos of missed tasks and inconsistent work. The system uses custom-cut metal boards with magnetic cards displaying red and green status indicators for daily, weekly, and monthly tasks. The key innovation is integrating QR codes on each task card that link to GembaDocs standard operating procedures, allowing any team member to access detailed work instructions instantly.
The implementation spans accounting, warehouse, and equipment maintenance. Meyers shows how the visual system prevents over-processing by indicating which tasks need completion on specific days. The combination of traditional Kamishibai methodology with digital standard work documentation creates a powerful tool that drives consistency and improves operational performance.
Key Takeaways:
- Deploy Visual Task Management Across All Departments – Implement Kamishibai boards not just on the shop floor, but in accounting, warehouse, and maintenance areas to create enterprise-wide visual workflow management.
- Integrate QR Codes with Standard Work – Link each task card to digital SOPs through GembaDocs, enabling any team member to access detailed work instructions and maintain consistency regardless of who performs the task.
- Use Day-Specific Tags for Weekly Tasks – Add Monday/ Wednesday/ Friday indicators to weekly task cards to prevent over-processing and ensure tasks are completed on the correct schedule, optimizing resource allocation.
Kanban
Going from from $1,000 Orders Lost Over Missing Flap Disks to Zero Stockouts
Brian Meyers walks through his factory’s transformation from MRP chaos to a visual pull system using 1,700 Kanban cards deployed with GembaDocs. Starting with simple consumables like break room supplies, Meyers demonstrates how the system scales from basic two-bin setups to complex traveling bins that follow parts through fabrication, powder coating, and packaging.
The implementation eliminated their purchasing department by empowering value stream managers to scan and order directly, while color-coded cards (green for internal production, yellow for machining, blue for external vendors) create instant visual workflow management that prevents costly stockouts.
Key Takeaways:
- Start with Consumables and Shop Supplies – Begin Kanban implementation with non-ERP items like break room supplies and shop consumables to prove the concept before scaling to production parts.
- Use Color-Coded Cards for Visual Workflow Management – Implement distinct colors for different processes (green for internal, yellow for machining, blue for external) to create instant visual signals that guide parts through the entire production flow.
- Eliminate Purchasing Departments Through Decentralized Ordering – Empower value stream managers to scan Kanban cards and order directly, removing purchasing bottlenecks while maintaining inventory control through visual pull signals.
Q&A
The Truth About Implementing SOPS - Q&A With Brian Meyers
“…they [his team] started to really see the tangible value in letting the SOP be the expert instead of you being the expert.” – Brian Meyers
In this Q&A, Brian shares hard-won lessons on team alignment, documenting processes, implementation strategies, and continuous improvement. Whether you’re just starting or refining your Lean journey, you’ll get real-world answers from someone who’s done it at scale.
“If I can’t respect this person to think they’re capable of creating an SOP without someone babysitting them, that’s step one.” – Brian Meyers
“Key Takeaways:
- How did you build engagement with your team around SOPs?
- What’s in it for the people creating SOPs?
- Which SOPs should you create first?
- How do you resource SOP creation without hurting production?
- How do you handle resistance from team members?
- How do you go about documenting complex processes?
- Do you use process experts or frontline staff for SOPs
- Do you follow a standard format for SOPs?
- How do you handle language barriers in SOP documentation?
