Free Preview: First Solutions Might Not Be Best
So I'd like to start off with quotes is just as you know from before and here's one from henry david thoreau you know, I know of no more encouraging fact than the unquestionable ability of man and woman to elevate life by conscious endeavor so then this, uh, segment what we're going to do is we're going to get into improvement so yes, you know, earlier we talked about damayanthi emma I see we define the current state, we measure it, we establish a base line were grounded in facts in reality and we go into the analysis tools to find out where the root causes are and these leverage points we find the right lever leverage we can when we can change the world. So remember one thing if you're solo preneurs or a small business owner, you just might be an r a leverage point yourself so you can make a break a business simply by either, uh, learning what we're talking about, uh for getting in the way so we see it all the time a lot of a lot of entrepreneurs, most entrepreneurs never make it two ...
years in business without major problems and oftentimes that results in their business just going under, so we'll talk more about those common failure modes as we get into this but uh we want to learn from those and avoided open up the doors to success so this session, this segment we're in now is going to take us to this improve phase of the make the eye it's tempting to go rightto eye without the d n a m a d a you know his cat was talking about and we mean, well, when we do that, we you know, we wantto make improvements, we want to see things better, but so often we jump into an improvement and then we run into resistance because we're not aligned somebody sees it differently. The team sees it differently, so because we haven't defined clearly where we are, so we're r r r wheels aren't aligned, we haven't established a clear understanding of why we even need to change what's the baseline where the ut iss these undesirable effects we haven't done the analysis together to figure out where the real root causes her and everybody's got an opinion on how to make it better. We all jumped to the eye and then we run into what way commonly called resistance? Why won't people except my idea, why won't people buy into my idea? Because in our minds, we've run through the d a and the m and we've come up with a solution and somebody challenges us honest, so I find that people don't resist change, they resist pain, and if they perceive the change is painful, they're gonna push back that they perceived the change is positive and healthy and optimize optimal they're going to jump on board so the d a and the m ania help us with that perception factor and we're gonna come back and talk more about that a cz we go on so we're going to prove the customer experience at the end of the day is the customer experiencing a better performance especially the big c customer the end user we're going to prove the flow of value through the value stream so we're actually healthier as a business okay? And we're going to certainly improve the performance of the results and we're going to measure that to prove it so this gets back to that hole comment I mentioned yesterday but show me the data show me the data proved there's a problem show me the data to prove that you've even proved it made it better and we're gonna once again we're going to bring that lean signal game out uh to bring these concepts and tools to life also want to say that this course is designed with flow in mind so while it might be a little bit of a struggle early on and uh jan you reference this earlier might be a little bit struggle but sometimes I like to think of it like reading a good novel sometimes when you get into a good novel you're intrigued otherwise you put it aside you're intrigued enough but you don't really know where it's owen and all of a sudden you go from one chapter to another that don't seem to be related at all, and then you're into a third chapter that doesn't seem to relate, but by the end of the day, by the end of the novel so speak, everything comes together and we get these. Wow ha! Ha's thes these these awakenings that's how this course is designed each each module feeds on prior modules, and those are hot. We should see some of those that has this today in this segment and the next few seconds. All right, so intimate again, it's imperative. So we never really get there. We make improvements, we make things better, and then we're back to making them better again. So it's a continuous philosophy of of improvement in the pru improve phase, we're going to cover a few more tools these that you can add these to your tool kit because we want to have a good tool kit. Uh, one tool is the problem statement itself because I mentioned earlier is absolutely critical that a team be focused and clear. What problem is we're trying to solve if we've got confusion there? The wheels are going to start to fall off again so what's the what's the problem statement look like then we get into something called solution specs I'll explain what solution specs are but we want to have a good idea the parameters and the uh the specs if you will the specifications that are important teo solving problems in a innovative and healthy way we're going to get into brainstorming techniques and analysis techniques around that brainstorming finito sizing things like that and then we're going to spend time on kaisa and I'll review what kai isn't all about and then we're gonna actually demo a couple of caissons appoint kaizen in a flow kaizen so the problem statement is designed to make sure that were very clear on what it is we're tryingto accomplish what problem it is we're trying to solve and why it is a problem oh so we say this is a problem why is this a problem prove it show me the data it's got to be clear it's got to be concise and it's got to be easy to understand because once again if we're confused up front uh the will start to fall off all right so I've got a few examples here going back to our our simulation one example of a diet of ah problem statement when it came it that diamond department and it says incidently ah good problem statement aims at a major lever or leverage point that causes multiple you tease we covered that in an earlier segment so problem statement might read something like this the problem is that the product does not flow efficiently through the diamond operation this causes here are the beauties this causes late shipments lost revenue excess inventory poor quality high carrying costs poor utilization of resources and a negative customer feedback a cost of this problem and then we fill in ah cost we try to capture how much what what is this problem costas on an annual basis or something like that so again part of the data collection the defining and measuring and then analyzing gets us here so we go through define measure analyzed actually get to the problem statement that's confusing to people because a lot of people think well isn't the problem statement something you do right up in the define phase of the make because we're often trained toe right problem statements around symptoms the problem is I have a headache but that's a symptom no the real problem like the example we talked about yesterday from a systems perspective isn't anywhere near your head it's somewhere else in the body that's causing the headaches through the five wise through the reality tree some of the tools we covered in an earlier segment now we get to the real problem which is the root cause this is the difference between very common problem solving this we solve one and we create another two we actually eliminate the problem we don't move it it's gone that's knowledge that's very powerful process so we say, john, prove it prove that this is a problem show me the data because I've talked about show me the data. Show me the data you tell me. Did we have violate shipments yesterday? Indeed we did. In fact, we captured wei had, uh, two shipments accepted by the customer in fourteen and a half minutes when the customer said, well, what I really, really need is thirty in ten minutes we weren't even close, so there's the data all right, did we have lost revenue? We left a lot of money on the table because we didn't get that product through excess inventory. We started with zero. We finished with uh fifteen. We had inventory piling up in in the system. All right, did we have poor quality? Yeah, we had delivered sixteen and only two. We're good. We had all kinds of quality promise. In addition to that we had another eight or another six. I think it was in process. Hi. Carrying cost you all of that cost money. As a result, we lost a lot of money we had in imbalance of our resource is our people on the equipment and the customer was very unhappy, so there's the data now, how are we supposed to define the problem clearly in a problem statement that requires that kind of thought if we haven't done a defining a measure and then analyze so the problem statement comes in after we've done a little research to say we've clearly got a problem here all right, now we haven't figured out how to solve this yep that's what we do in the approved face another example of ah problems statement might be this the problem is that the organization is not designed for optimal value stream flow we had all this jerky motion start stop start hurry up and wait type type of thing going on we see this all the time and businesses large and small this causes excessive movement in motion. Those were two of the seven wastes we covered earlier miscommunication misunderstanding I thought you were reviewing that. I thought you were reviewing that we saw that imbalanced activity poor utilization of space and resource is late shipments and lost revenue. The cost of this problem is estimated at x. All right, so it's a problem statement that's it's clear it's concise it's simple it's backed up by data quantifiable data and so now we say all right, imagine that we're a team we're going to run a kai's an event and we're going to solve one or two of these problems does everybody understand what the problem is? We have, and we went through the cause and effect yesterday to uncover some of that we had a really constraint going back to theory of constraints with diamond we had tails coming off those diamonds and, uh, causing defects we had, uh, way had a throughput problem in terms of getting the right amount through. So this is what we have to solve for. So solution specs, this is sort of like if you're going to go out and buy a house or car before you go shopping, you might wantto specify somethings that you're looking for what what what what do you want to see in a solution? Well, I you know, I want a car that's got four doors, I want a house it's got three bedrooms and two bathrooms or whatever your specs might be. I've got certain goals I want to accomplish in my my solution, I want to cut my cycle times in half, I want to double my throughput, I wantto wantto higher nps score with my customers, things like that higher feedback rating uh, I've only got so much money to spend, so I gotta find a solution that fits within my budget, so don't come back to me, uh, with lamborghini pricing when I can afford a you know, uh you know, car half that price so ah, what about time? Well, that might be a speck. Well, we've gotta have a solution by a certain date or we've gotta see measurable results within a certain period of time we don't have a year to fix this we've got a tight tight time frame so that would be a solution speck so don't come back to me with solutions they're going to take three years when we've got to get it done in six months those don't fit don't put this back and we could use the same thing when we're writing a business plan okay, I've got an idea I'm a solo preneurs I'm actually writing a business plan now so what do I want accomplish with my business? What are those specs I want to aim for I wantto I want to make a certain amount of money annually I want to grow my business at a certain pace okay, I need I need thio hit a certain number of touch points through social media things like that to build my my my market minder and my my image and the market my brand you know, whatever you're whatever your specs might be, I need to create a brand I need to establish a brand okay, so this doesn't get to the how yet it gets to the what is it we're trying to accomplish? All right and now we can go shopping for that house or that car that solution that's going that's going to get us to the specs maybe some of my specs and certainly they should have something to do with the custom for the customer in our case said I need thirty and ten minutes let's make that a spec we've got to get thirty in ten minutes. Maybe there are regulatory issues compliance issues with you know, the f a a the f d a uh oh show whatever that we need to keep in mind so we have to understand those those requirements in those specs as well so we come up with specs and to do that we start with brainstorming well let's let's just brainstorm specs and in a guy's an event in a team event this is where we get the team together to say all right, what I like to do is with teams let's just let's give everybody uh, a stack of a pad of post its and for the next five minutes without saying a word just write down a suspect once back proposed it straight down you thought write down your thought and then we can capture all of those on a flip chart and we could start affinity eyes I'm organizing into groupings so we've got specs on uh time get specs on budget we get expects on the customer requirements things like that and then we separate those into must haves and from nice to help so these air things we've gotta have to stay alive is a business these are things we have to have the critical successfactors and then these would be so nice to have but wouldn't it be great if we didn't just meet the client's needs for thirty in ten minutes? But we did it in such a way that the client went out and raved about us and helped promote us alright while when that be awesome so we've got to think about what we absolutely have to have make those suspects and then of course we want to stretch to see if we can do even better than that. All right? And there we go first some solution specks of some examples of solution specs might be something like this. We need to find a way to reduce our cycle time by fifty percent that's uh that's kate, we have to find a way to increase our productivity by one hundred percent. We need to be able to double our through put in our case we have to do better than that if the customer wants thirty and we got him too. So we've got to figure out a way to get our productivity up by working a lot smarter it's not going to be, uh, helpful if we just, uh give everybody a red cape and an s for their front of their shirt and say okay, you guys gotta learn how to go faster and you know, super speed and fly good people bad system it doesn't matter how super you might be you're you're trapped okay? So we have to figure out a way to build up a better system we've got eliminate waiting time we had all kinds of waiting time in white spaces we talked about it earlier, so we've got to figure that out we've got to reduce errors by at least fifty percent better than that in our case fifty percent we've got a way to reduce errors by almost one hundred percent all right, get down to practically no airs at all adjustments things like that maybe we need to reduce the number of adjustments as we look at the diamond department, for example a lot of motion and movement going on over there we've got to figure out a way to implement instantaneous admission approval so we've got these checks in place. But how do we know instantly it's if it's good or bad can we come up with some kind of fixture or something like that? It's gonna tell us instantaneously that it's it's it's good or not good these days we're surrounded by visual control systems and things like that there's ways to do that uh it would probably not be a good idea since we had two people yesterday in the in the simulation and earlier a session uh checking to say, well, we had to and we still got lousy product through to the customer, so maybe we should have three and we laughed, but companies do that we need to add more people a t end of the line to inspect when all of the cost of poor quality is built in already, what we need to do is shift from reaction and detection to prevention. We haven't found the root cause yet, so we need to explore that. All right? We've got again it improve our increase, our throughput, and then we've gotta find a way to demonstrate measurable results with an ex period of time. Sixty days, five days by the end of the week, we've got we've gotta have something measurable because measurable results is goingto build enthusiasm is going to build credibility it's going to change the way peep pal's thank especially the skeptics when they start to see evidence that it's better and that they're not actually working harder or faster that they're working. They're part of a smarter system, wow, that's when the wiles take take effect and the and the gates open up, people get excited about change, truth is about change, we are all designed for change we cannot not change so when you hear people talk about while people naturally resist change that's an assumption it's most certainly not a fact were designed to change it would be a curse to not change it would be it would be a serious courage curse so we we naturally change our minds change our moods, change our clothes, change our eating habits we can't we change all the time change our age so we have to learn to embrace change ride with change that's the that's, the dow the great current life the great flow we'll talk more about that in a future session as well so that we start brainstorming and like I said before, you know we can do that in a number of different ways sometimes we can just get together and just say let's just capture ideas and things like that. Now the real secret here is if we do it verbally there's a temptation oftentimes to start to negate one another's ideas and judge them are criticized them before you even get him captured. So what I like to use a silent brainstorm and I'd like to say let's see stick five or ten minutes everybody just process this right your ideas down all right and uh see what we come up with and stretch anything you know anything is his game go ahead and write you know write down whatever comes to mind and it's amazing because in five to ten minutes with a team of six or eight people we could have forty fifty ideas now there's a lot of redundancy among those ideas but what does that tell us if if if all of us have some similar ideas it tells us well, maybe we were already aligned around some of these things this is just great so we're all aligned around we should probably do something about that ruler we should all do we should do something about the way we're located things like that so we offended ties these uh and ofthe son and you know it starts to kind of start to look like this we start with the ideas all right? And uh could be any number of things no judging just go ahead and silently brainstorm it's very efficient because all of a sudden we've got a whole a whole bunch of ideas I'd like to get people up on their feet in these kinds of events where you know we're off in front of a wall or a whiteboard things like that were writing them down and sticking them to the wall and then what we do is something we call a fen it ties which is group into categories so to speak so is an illustration you know, we had this simulation, the lean stigma came and we had the diamond show up as a major constraint so using that problem statement we say well here's some of the ideas we collected we had a whole lot ideas ah surface around find and use a better tool for the diamond that ruler was just a new sense with eight adjustments per sheet we had tails on the diamonds that was just uh in fact well, maybe there's a way for us to mistake proof the process so we we can't have tails we outsmarted it's a common human error with that particular tool so let's see if we can outsmart it another uh group of ideas was let's add more qualified people now let's get kurt some help. Well, that's adding not subtracting um but sometimes that's the right thing to do that's an idea maybe we need improve the training. Maybe there was just a misunderstanding around what was acceptable and what wasn't acceptable and we need to come up with better training and we could have a number of different ideas here. So is there a way we could perhaps even couple some of these ideas together isn't like we have to do one or the other could we combine some of them into some kind of hybrid solutions some joint solution and frequently frequently there is maybe we could combine the tool that's also got a built in mistake proofing element to it and not or and provide some better training along with it and how to use the new tool and then let's see what happens so that's just something to hold onto. Yeah, chain where would you do this attraction like I'm thinking, kid one person do all these tasks? Where would that would that be like? Just on idea sure would step back. Sure, with as an important thing is subtracting. Yeah, maybe we need teo. I think about the way we're organized. So, um, let's, could we could we cross train one another yesterday? Here in the earlier segment, we couldn't er way couldn't do help each other out. We were all specialized. So could we. Could we break that rule to come up with a cross training? Could we relocate things like that? Oh, yeah. So that's what? That this is the fun part? Because now we're all aligned on the problem we find we've measured. We've analyzed it now we've got a chance to collectively I call it the collective mind. We've got a collective mind now working on together and that's where your synergy is gonna come from and yours energy because we're going to start getting excited about what we see, all right? So we list the best options we sorry well let's let's see if we can't agree on what we think of the maybe the top two or three options here for problem one let's go to problem if we're solving more than one problem uh let's look att let's look at the other problem as well so the problems are the problems statements so that first problem statement was about the diamond and the tooling and uh the bottleneck the constraint diamond the second one was about our organizational design our process design and things like that but let's focus on just one problem for now the problem number one and we had several options we said well, we could improve the tool we could figure out maybe even a wayto mistake proof the process combined that with the tool we could uh now come up with better training we could add more people what do we think is the best option? And we're in a caisson event we'd break out and we'd actually come to some consensus on this we debated we discuss it all right, but the the most common one for problem one is we really need a better tool. This is so based on running this see this simulation hundreds of times people say well, it's just so obvious we need a better tool so so let's play with that okay let's play with that that that option and then eso what? Why should we and why should we not? So I mentioned earlier that two of the chapters in the book centre pianura was we're called why on why not the force field analysis tool assistant illustration off those two chapters? Why do it? Why start this business? Why take the risk? You know, if you're thinking about starting a business and then asked why not? Why not do it? What what are the forces against me? When I first wrote that my first book twenty years ago um uh it was a speck I had created, so I wanted to write a book why write a book well publish or perish in this line of work? It's also a common statement in the in the university's publisher parrish you're going to be a great consultant, you gotta have something written published, okay? What? Why else? Well, it could it could build your income, you could help you reach a lot of people without traveling every week you could teach through your writings things like the whole list of wise, but then I had asked why not? Because this is where the real energy lies, why not write the book? I don't hold this to stuff number one, I don't know how to sew a lot of right book I don't have a publisher I don't have an agent and you have to have an agent to get a publisher in most cases big publishers I don't uh uh I really just ah I don't have the time I don't have the money to stop working to write a book I don't know how how in the world am I going to do this now if I can't figure out a way to overcome those forces against I'm dead in the waters what you can do it so this is very important particularly to sola preneurs people want to get started you know working on their own we have a tendency to understand the forces for to dream it's a passion it's ah I really want to do but we're not necessarily aware of all those forces against this it's the forces against us that trip us up so we kind of we got to be clever and wise too to realize that there's always forces foreign against that's the yin and the yang of life all right and then come up with our countermeasures so you know what I come up with a better tool for the, uh for the diamond department? Well it's goingto improve throughput we believe it's gonna prove quality we believe okay it's uh going to make your job easier kurt so wow there's already some three pretty good reasons why not do it how much does it cost? That'll that's a question you hear a lot in business? How much you asking for the buy this tour? Things like that are, uh how long is it going to take his especially the tool could be a software could be, you know, air p system it could be some something that's cost millions of dollars or could be something that's simple is a you know, a download. Okay, uh, but we have to identify those forces foreign against so that we could come up with now that we've really done our analysis on these different ideas what's the best solution to start with us? What do we want to actually try let's? Go ahead and try something so project a might be we're gonna start with the diamond department it's the obvious constraint it's where all the errors were most of the years throughput problems, et cetera. We went through all that project b and projects he will come back to those later. So we're going kai's in the diamond department, we're gonna run a kaizen event on the diamond department and leading up to that event we've done all of the dust fine in the measure and a lot of the analysis so we're coming into this kaizen event is a kaizen team now aiming at making change, making good change that's what kaizen means all right, so we've we've got the term right here. It's a it's, a japanese word, one word that comes from two words cayenne zen and it translates simply into good change, not perfection, it's more in the pursuit of perfection, recognizing that pursuit of perfection is a moving target, so we're always searching for even better ways to do things that takes pressure off. By the way, if I know I come into a kaizen event, I don't have to make it perfect, which creates a lot of fear and skepticism and doubt because it sze not realistic, but I come into that event and I'm going to make it better and I'm going to gain meant mo mentum and enthusiasm is energy as I get into it because I could see the prague wrists measurable. Wow! That's! Awesome! So again it kai's an event, then is it's quick it's generally less than a week, three, four, five days sometimes too. I tried not to do him in one day because, uh, one day just puts too much pressure on you here's the thing about kai's an event if we have a kai's an event we think it's going to take probably two three to four days to execute this thing so let's trim it down to three we've probably just made a big mistake. The reason we made a big mistake is because if it indeed takes three and a half, you know how long that next half a day is going to take it could take a month because once we leave the skies an event and people go back to wherever they came from, the vendors go back customer goes back there, the team members go back to their different functional departments, kidding confirmation and consensus and final approval and execution on that last half a day could easily take a month or two because it's back and forth and back and forth what I always advised you get the right people in the room with the right amount of authority and knowledge, you get it done, you get it done the changes in place before you leave the event and it's it's, it's, it's powerful. So the very action based we're not sitting around. In fact, I've for years I've gone into organizations, they say, well, we did it guys, an event on such and such and I said, really on the first question I'll ask is if you did it kai's an event, what did you change, why did you change, show me the data. If they go well, we haven't changed anything yet, but we came up with a whole lot of really good ideas I will say to them, you just had a meeting and you put a new label on it and you don't get it because having meetings and calling them cousins is not getting it guys, it is about making change at the end of the week, you ought to be able to say while we eliminated five steps in the process we eliminated several adjustments are throughput is twice what it was before we've got measures in place to prove it, okay, we've redesigned certain jobs, we've made good change and we can prove it now people will say you're going to get all that done in three or four five days absolutely so that's a paradigm shift for a lot of people too, because they'll say what that normally takes us like months to get that kind of alignment and get that kind of approval and they will kai zen is culture changing, its habit changing so when we actually, uh, you know, and cousins relatively simple, if you think about it, if, uh if you want to paint the room in your house all right and you blitz it, so to speak you get the materials, you get, the people, the painters, all right, you can see and change you concede good change in hours you know in in days you could you can have it it's obvious that's kaizen you've executed improvement very quickly uh but if you don't use that kai's and methodology okay that room could end up half painted for months my mind what's brilliant about it you always hear cos complaining how the consultant's came in and we pay them so much money and they came in and they cut off and they did this and we hate them and they never they always fight you for it but this way you get them involved smile well there's consultants to come in and sell you fish there's consultants who come in and teach you how to fish and when you teach people how to kaizen I'm working with a company right now we're in the last twelve months we've done over seventy kaizen events seventy seven zero so the good change has taken place. People are enthusiastic hundreds and hundreds of people have been involved in these these good changes that sze culture changing and we've done it with one consult and on a part time consultant I use uh that bring in when I can and uh and that's it but we're teaching this particular client how to fish not stringing them along with a bunch of consultants what a lot of consultants do do is they do the define in the measure and the analyzed to some extent so they come in with what's often called the diagnostic so we've coming in and we've done a health check on your business and there's a huge bill for it and these are all the things that need to change and if you'd like our help to change any of them here's a new bill which is huge, okay um and a lot of those suggestions just end up collecting dust their idea it is their idea, I just show him how to find the ideas and then how to capture the ideas and turn them into results. Sure, I don't need the credit I don't I don't need the credit, I want them to actually have the credit, so I guide, I teach, I facilitate, but I dont come in and tell people what to do and this is important because you don't want to do this to people you want to do it with people because when you when you do something to people, you're going to meet that resistance. You talked about it earlier, you push, they push back, you push, they push back if you pull and you use a more socratic amore open questioning involving technique it's incredibly powerful, so I iove urge everybody to take that very seriously pull don't push all right, so tell skies and events are very powerful events they're taking data, which is worthless until we do something with it and there are a lot of companies and organizations that are what I call data rich and information poor we've got data all over the place we've got spreadsheets we've got gobs and gobs of data, but no one's really done the analysis no one's really talked take taking the data and come up with intelligence from it with knowledge. Some of the things we talk talk about earlier that transfer function that y is a function of x what's the correlation. So we turned the data into meaningful information we take that information and turn it into knowledge we're going to play around with that more and more in the next few sessions that knowledge we translate that into innovation and improvement, and uh and we prove it with results, and when we get those results, people start really getting onboard the credibility is now really, uh, being cultivated and that that is energy. So we're gonna do a point kaizen in this session and we're going to follow it with a flow kaizen in the next session. So ah, point kaizen is when we have identified a single point in a process or in a value stream or in a system in an organization a single point, it is clearly a problem we've done our d find our measure are in analyzed, and we're going to focus on that it's very tight, uh, event, and so we're going to simulate that using the lean sigma game with the diamond department in this session, we're going to come back then in the next session, and we're going to the next segment, and we're going teo do a flow kaizen where now we look at the whole value stream and we might just make make multiple changes all in one kaizen of them, as opposed to just one change. All right, both type types are valuable, uh, depending on circumstances, but this is about making change and make leading change and doing it effectively, not just talking about it surprise the principles for kaizen when we run these and incidentally, if you're solo preneurs small business, you may not literally say, well, I don't I don't have six people or five people are eight people toe pull together and do it three day event. All right, you can do it, ese, these events in a couple of days with whoever you do business with bringing your customers, bring in your vendors, bringing people to say, look, I want to come up with a better way to interact. And we can design the kaizen event to be maybe it's uh it's it's four half days instead of two full days something like that but we're gonna come up with a we're gonna blitz this thing and I've taken kaizen teams on airplanes and on buses to other countries to do kaisa events with with customers a team from france up to england and we did it guys an event with one of the world's leading pharmaceutical companies uh this company has ten thousand suppliers and that year they awarded this client of mine a top ten supplier of the year award and a significant amount of new business because of this event which was such a great synergy great a great improvement for before both companies win win truly win win all right so how do we how do we run an effective kaizen event? What are some of these key principles? One is we have to be prepared ahead of time you don't come into a caisson event wing it so this would be any entrepreneurs enterpreneurs solo print preneurs prepare ahead do your homework do you research define and measure your voice of customer your market the things we covered in earlier segments get the fax all right, get the data, get that baseline established and be careful with opinions. Stay focused on what really matters and make sure that includes the customer in fact, even consider bringing the customers into the caissons. I love to do that because that right there keeps the whole thing honest it's a demonstration of trust and partnership and win win thinking very powerful. We want to challenge the assumptions and the paradigms, many of which are hidden. We're not even aware we're making them here's the thing if we're trying to solve problems inside a box inside a paradigm and it's the actual box, that is the problem. We're moving chairs around on the titanic, all right? We're missing the whole point, so we've got to make sure that we we understand what the real problem is, and a lot of times people say think outside the box and you're like what box? I don't know what you're talking about the boxes, that mental paradigm and the world's loaded with him, so we need to challenge those things I would like to say think creativity before capital that's a common mantra toyota create creativity before capital before we throw a lot of money at it, is there something we can do creatively to take out? A lot of the ways before we add is that there are things we can subtract alright, very, very important step into the wisdom, if you will, the intuition and what I like to call the genius of a team I was doing a kai's in event number years ago up in canada, and ah, very dominant type of manager was in the event, and he wanted to make sure that, uh, you know, he was going to get his way, so after we did a round of introductions and things like that, um, he asked the question, he said, well, what are we going to do when we don't agree who's gonna have, like, the last say so I asked the team, including him? Do we have any geniuses in the room to have any geniuses in the room and work? The room went silent, as you could imagine, and, uh, I said, well, if we if we don't have any geniuses in the room that I would suggest we use the genius of the team that's called consensus now, my job being here is to find a way to pull us all together so that we do agree that we're aligned. A lot of people approaches events with we can't agree, or we won't agree we can't get a line in mind, they actually expect I cannot agree with each other because that's, what they've grown up with so that's, not an option, we're not leaving the room until we all agree we need to agree on that to start with and I said, I want you to hold me accountable by day to using this process do you may I say I want you to hold me accountable by day two to see that we're aligned I agree we're not aligned right now that's obvious were rarely aligned on day one of a kind isn't event day two even you've got people coming in and arguing and point fingers and all kinds of stuff so that's that's normal the transformational part is when that's happening on monday and tuesday and on wednesday thursday friday you're seeing this whole orchestra come together and play is one unit it's powerful that's that's his energy so in this case that's exactly what happened by using the define tools, the measure tools and the analysis tools midweek were all completely aligned and it was it was an awesome thing to see I do guys and events probably three weeks I every month and so I'm doing these things all the time and it's just a wonderful way to lead very, very powerful change so let's tap that wisdom and intuition and genius of the team that's trusted we have to find ways to mitigate the risk so ok, what could go wrong? There's a tool called failure mode in effect analysis, I'll talk more about that later but let's identify what could go wrong with those potential failure modes are let's do the analysis let's, come up with the counter measures. This is similar to a force field analysis. It's, come up to the counter measures and let's, just do it. So it has a very just do it type of aa field to it, if you will. Let's remember better not best. That means that it's not going to be perfect, but let's make it better, all right? Not freak ourselves out. And finally let's consider that you never really get it done and you never really get there. So let's, just enjoy the journey let's. Be sure by friday, we have evidence that it's better let's have a great week, have fun and that's uh, that's just that's. Great business. So whether we're actually kai's ending within a large company or we're creating a new cousin anytime we're making good change, that's, kaizen and my challenge to any solo, per to procure any entrepreneur. Any business leader is that your job is to make good change. If your business idea, if your value proper stated proposition is gonna work, it better big make things better for somebody that's value and they had better pay for it because that's business that's how it works. So some of the steps to pre prepare for kaizen would be one on one when we got to define what what, what it is we're going to do where we're going to do it things like that logistics and all that we got to prepare and then collect the data that typically that first yellow section usually takes place two or three, sometimes four weeks before the actual event. So if I'm writing a business plan and that's my plan is tio execute ah, just start up a new business I got to get I got to get the business incorporated or I gotta form a uh l l see if some sort I got to come up with a sole proprietorship, whatever type of business I want to run okay, I've got I've got I've got to do my homework so that front end part is the homework part to just get our heads around it, okay? And then I'm actually going to execute so we execute in the event that we would write the policy we'd write the procedures would write the business plan um wait, we optimize the process, we come up with a better tool for the diamond department, things like that and then toward the end we've now got evidence that it's better we have to figure out a way to sustain it and standardize it and lock it in that's this this is the sea and domestic down here to make sure that we keep it sustain it