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Run a Better, Faster, Leaner Business

Lesson 12 of 29

Simulation: LeanSigma Game - Round 2

 

Run a Better, Faster, Leaner Business

Lesson 12 of 29

Simulation: LeanSigma Game - Round 2

 

Lesson Info

Simulation: LeanSigma Game - Round 2

This brings us to some fun, and we're going to execute the round two of the lean sigma game, so we're going to get you back into your your roles will review those very quickly. And, uh, the purpose here is to give you a chance again now through some experiential activity, too, to bring the life some of the tools and concepts that I have now been sharing. All right, do appoint kaizen here's in domestic. This is going to provide us a reference point for further discussion. Pappas measure and prove that we made a difference. Let's, let's, see, and again, I have a little fun. Uh, if you recall, we captured our metrics from round one. We're going to capture him now for round two, the same metrics. So how long's it take for in order to get to me, I'm going to play the customer. I've got my, my, my little customer placard up here, so I'm going to play the customer and be right where I was before. All right and everyone's going to play the same role that they did before and then be in the same...

place we haven't changed that at all but we're going to measure this we're also going to measure the financials just like we did before earlier we lost quite a bit of money and we're going to use the exact same measures financial measures to see if we can do any better make some money hopefully right that's the idea the rules are the same as before its time I'll keep the time you can only do the work in your own department we have not crossed trained people we've not changed any policy that's for another day this is this is an organization that says you know what the problems that diamond department that's what we're focusing we're not changing any policies and other things got kurt you're looking at the diamond department itself and you're looking at improvement within that particular 00:01:59.88 --> 00:02:03. function do you also consider the inputs and outputs 00:02:04.52 --> 00:02:07. as part of that can you can you do something to address 00:02:07.66 --> 00:02:11. the inputs that air coming you are exact sure so floors 00:02:11.95 --> 00:02:15. at a system kaizen way we could do an aipo diagram 00:02:15.54 --> 00:02:18. that input process output diagram for the diamond 00:02:18.04 --> 00:02:19. department we could say well what are some of the 00:02:19.53 --> 00:02:22. critical inputs coming into the diamond department 00:02:22.51 --> 00:02:24. well the batch that you're receiving 00:02:25.95 --> 00:02:28. okay another input would be the training you're getting 00:02:29.02 --> 00:02:31. another input would be the tool you're using right 00:02:32.52 --> 00:02:35. the communication system that you rely on the information 00:02:35.54 --> 00:02:37. system, the data that you have all those types of 00:02:37.91 --> 00:02:40. things we say all right let's look at all of that 00:02:40.52 --> 00:02:43. but in this particular simulation what we've just 00:02:43.82 --> 00:02:47. isolated as a significant problem is the tool 00:02:49.12 --> 00:02:51. and I and I want to emphasize this because a lot of 00:02:51.22 --> 00:02:54. organizations think it's you know if we just had this 00:02:54.05 --> 00:02:56. new software you know, if we just had this new spa 00:02:57.68 --> 00:03:01. system you know that would just solve all our problems 00:03:02.42 --> 00:03:05. and I see companies large and small small spending 00:03:05.29 --> 00:03:10. lots and lots of money on a tool a software for example 00:03:11.42 --> 00:03:15. to try to fix a system that's so poorly designed and 00:03:15.67 --> 00:03:19. dysfunctional and so complicated that now they need 00:03:19.17 --> 00:03:22. a really complicated tool just to keep track everything 00:03:23.62 --> 00:03:26. and instead of simplifying and subtracting they've 00:03:26.48 --> 00:03:28. added even more in this case they've added a tool 00:03:28.86 --> 00:03:30. in many cases they've spent a lot of money on 00:03:32.52 --> 00:03:35. and someone sold them on it and you've been there 00:03:35.17 --> 00:03:38. you've seen it so in this case we're just gonna simulate 00:03:38.87 --> 00:03:42. that and see what happens all right so you're still 00:03:42.51 --> 00:03:45. going to do your own work you analysts cannot help 00:03:45.17 --> 00:03:48. okay and the analysts again at home they can they 00:03:48.13 --> 00:03:50. can they can observe the game so watch it be played 00:03:50.88 --> 00:03:54. take notes ask questions later it'll be fun we want 00:03:54.38 --> 00:03:57. to keep safety in mind of course and no changes to 00:03:57.92 --> 00:04:00. the system so you can't be changing policies things like that so jean marie you're the manager you still you can't change all those things but we're going to go ahead and provide eh a tool teo to curtain the diamond department so we're going to exchange that ruler we've just we've we've come up with this brilliant idea of using a template so this is a this is just a template it only cost us a million dollars not really but it could have cost whatever but we've come up with this so this template you can see the one that's highlighted here is in fact the perfect size for the for the diamonds you know so you can load that once and draw perfect diamond adjust it once more and draw the second diamond so we've gone from eight adjustments per sheet with the ruler to two better not best perhaps but significantly better the other thing we've we've been able to do with this and we're so proud of ourselves for this by the way is we've figured out a way to poke a yoke or mistake proof the tails those tales were killing us yes you know earlier so with this unless the things slides on your kurt you're not making you know you're not making those those tails so it's just should be more user friendly tool the quality should improve the throughput should improve because we have fewer adjustments and we just think wow this is and we've even told the customer jamari has promised me that hey no we've made a new investment and you're going to see significant improvement she's got me all excited about that so I'm honest show me the data so we're gonna we're gonna do that so I am going to exchange this for the ruler there you go this is I'm putting this up on craigslist or ebay 00:06:00.153 --> 00:06:03. or something so you know anybody who wants it untold 00:06:03.33 --> 00:06:07. tool is welcome to it and so what we're going to do 00:06:07.42 --> 00:06:11. now just to review very quickly susan you are going 00:06:11.16 --> 00:06:14. teo fill the pipeline you're the requisition person 00:06:14.58 --> 00:06:16. so you check in that box signing your name stable 00:06:16.95 --> 00:06:19. and off to the races all right phil that pipeline 00:06:20.4 --> 00:06:23. kurtz got that template in place now he's ready to 00:06:23.58 --> 00:06:26. roll draw those beautiful diamonds that's going to 00:06:26.68 --> 00:06:29. go from the diamond department to the red circle department 00:06:30.22 --> 00:06:30. and cats 00:06:31.96 --> 00:06:35. got her red stickers she's going to blow those inside 00:06:35.26 --> 00:06:36. those diamonds 00:06:37.56 --> 00:06:39. excited to do that all right 00:06:40.95 --> 00:06:43. she's gonna hand off to kate who's going to do that 00:06:43.64 --> 00:06:45. first review to make sure I thes diamonds air good 00:06:45.97 --> 00:06:48. these dots are good I'm happy with this and on it 00:06:48.81 --> 00:06:52. goes teo yellow circle jane is going to put those 00:06:52.69 --> 00:06:55. yellow dots inside the rings justus beautifully and 00:06:55.04 --> 00:06:58. artistically as you did yesterday. Thank you. More 00:06:58.02 --> 00:07:00. of them to start out with a change we can't change 00:07:00.49 --> 00:07:03. that policy yet you know we've got this tight control 00:07:03.59 --> 00:07:08. policy and it's um you know the dots keep disappearing 00:07:08.0 --> 00:07:10. around here so we need to have a control system for 00:07:10.56 --> 00:07:13. these things that we treat him like a controlled substance 00:07:13.45 --> 00:07:16. now so it's like locked up over here in the requisition 00:07:16.11 --> 00:07:19. area so you want more dot you gotta turn in that empty 00:07:19.25 --> 00:07:20. sheet for a full sheet 00:07:21.86 --> 00:07:25. all right and then from yellow circle we goto approval 00:07:25.04 --> 00:07:27. and kimberly's going toe lookit all over sign off 00:07:27.66 --> 00:07:30. hand it back to susan who's gonna remove the staple 00:07:31.76 --> 00:07:33. and when she's got a good one she's going to deliver 00:07:33.76 --> 00:07:35. them to me we're going to time it just like we did 00:07:35.52 --> 00:07:38. before and and see what we can learn all right and 00:07:38.23 --> 00:07:43. I say something in my team of course we begin so I 00:07:43.92 --> 00:07:47. actually I feel I feel like today's our day team our 00:07:47.3 --> 00:07:50. clients are relying on us we got to get it right do 00:07:50.92 --> 00:07:54. you like your new tool all right I think so okay so 00:07:54.91 --> 00:07:58. we're excited for you and just you know go team we 00:07:58.43 --> 00:08:01. can do this our customers are waiting for it okay 00:08:01.3 --> 00:08:01. we feeling good 00:08:04.5 --> 00:08:09. absolutely there's pizza party after way having the 00:08:09.36 --> 00:08:12. budget now are still eating the costs of yesterday 00:08:12.17 --> 00:08:12. so 00:08:13.82 --> 00:08:16. all right but uh but yeah let's do this all right? 00:08:16.96 --> 00:08:20. We're ready to go okay, I've got the official watch 00:08:20.41 --> 00:08:25. up here and, uh, ready set, go game on. 00:08:26.71 --> 00:08:29. All right, let's, see what happens here now again, 00:08:29.53 --> 00:08:33. we we kept the line empty to start the game. We stripped 00:08:33.8 --> 00:08:38. out all the in process to expose any imbalances. We 00:08:38.79 --> 00:08:42. have anything like that, because if we come in to 00:08:42.1 --> 00:08:44. work every day in the lines ofthe filled, which is 00:08:44.25 --> 00:08:49. typical and important, we can't see how balanced we 00:08:49.0 --> 00:08:52. are. Everybody looks busy, but we haven't got a good 00:08:52.52 --> 00:08:55. understanding of the balance of between tasks, so 00:08:55.77 --> 00:08:58. by stripping it out for the purposes of the simulation 00:08:58.79 --> 00:09:01. of the game is to show us this imbalance. So once 00:09:01.58 --> 00:09:04. the pipeline gets filled, susan's off to the races 00:09:04.26 --> 00:09:06. here, once it gets filled, 00:09:07.68 --> 00:09:09. we'll see if we've got any better balance. 00:09:12.01 --> 00:09:13. Now one thing, I'm curious, and I want to ask the 00:09:13.84 --> 00:09:14. manager, 00:09:16.45 --> 00:09:19. syrian center on providing the character or the pizza, 00:09:19.98 --> 00:09:21. because that pizza party in town, 00:09:23.48 --> 00:09:25. I'm curious why you didn't want to remind everybody 00:09:25.44 --> 00:09:28. of what their role wars and why, what the challenges 00:09:28.02 --> 00:09:30. they face yesterday. Just think about that before 00:09:30.32 --> 00:09:33. we go on. Well, my management style is not tow. Hang 00:09:33.1 --> 00:09:36. a cloud over a new day, and I think I think they had 00:09:36.88 --> 00:09:40. a pretty clear idea of what we did wrong, and you 00:09:40.14 --> 00:09:42. missed it. But afterwards, we had a little huddle. 00:09:43.27 --> 00:09:45. You missed it, but, you know, I just wanted to start 00:09:45.66 --> 00:09:48. fresh and just let them let them feel good today's. 00:09:48.38 --> 00:09:50. A new day that makes perfect, right? 00:09:56.18 --> 00:09:58. Sure is moving along. Plus you did. I brought in an 00:09:58.9 --> 00:10:03. espresso bar this morning, didn't you? That I did that as a free incentive? Well, we're gonna have to take it out of the pizza party later, so we're just getting some medium. Yeah, I did something on created live instagram about today's donut day. You didn't, yeah, so all right, we'll check it out, but don't get on social networking. Our task here, this is. All right we've just passed two minutes so the customers still going help jamari I thought you told me I was gonna like feel better I'm getting a little nervous here I'm I'm gonna clone myself now because I hired a customer service specialists so this is the other means all right okay so way added some staff what so tell me what's going on costumer service rep hey I just wanted to let you know that uh first of all we want to apologize for what happened yesterday we understand your concerns we know that you know you know what the issues are and we have made some improvements tio r process and we know what's important to you so we're gonna get them to you uh so that when you look at everything you'll be able teo feel better than they were yesterday it's gonna meet your specs we understand your expectations weigh don't want to know let you know again that we value okay you know because I've I'm under serious pressure now in this day and age in my in my business where we're doing this means six sigma operational excellent stuff that sze demanding we're being challenged to reduce cost become more efficient to do more with less these types of things my clients and my customers are r making it tougher and tougher on me so I just uh put your hope you're right because I've got competition by the way ofyours banging on my door every week now saying give us a chance because we can d'oh all kinds of amazing things for you and I I don't know honestly whether to believe him or not I'm not sure they're credible so and I don't make decisions without believing that it's a good one right or wrong I have to have some confidence and uh boys some of the stories I'm hearing from some of these air pretty compelling oh I just want to let you know that we hear you and we want you to know that we trust your instincts to go with us so uh we want if we want to prove that right and we're here to make sure that happens and I'm in touch with my manager and she's letting me know where things are at and I'll be back in touch with you about that before we hang up can you talk to your manager or whoever and help me know when I'm going to get my first order yeah actually I apologize for not asking that of you when you wanted by so say what I have all we're ready wanted it I needed it I needed that some time ago we're now at four and a half minutes okay I've got nothing I will get that information it was great talking to you. Thank you. Okay. Sure. See, this is an impartial observer here that sounded to me in a way that you're setting yourself up for failure okay that was incredibly positive and I understand why you feel you need to come out that reassure the customer but you've left now no room for your team to fail you're right um and he's how disappointed he is going to be if if he picks up one order that has a tailor oh wow that's a really good point okay well that's a that's an interesting way to discover you know obviously you look at the outward face to the customer of the company you're of course going to put your best foot forward but is that always the best thing to do? Well now that you're talking to the manager I'll just I'll just say that you know yeah that's a really good observation of my customer service specialists and I'm gonna have a talk with them about over over promising if we want to leave some room for for reaching above the mark so okay 00:14:02.04 --> 00:14:04. so but this time it seems to be blackmailing you think 00:14:04.66 --> 00:14:08. I'm gonna think he's a customer you want I just want 00:14:08.53 --> 00:14:10. to know what I'm going to get my stuff and I sure 00:14:10.98 --> 00:14:14. as hell hope it's good when I do get it but I'm still 00:14:14.7 --> 00:14:18. looking for that visibility and traceability you know 00:14:18.57 --> 00:14:20. I'm used to dealing with companies where I can click 00:14:20.54 --> 00:14:25. a link and I can see where my packages or my pizzas 00:14:25.0 --> 00:14:27. or whatever not I'm not seeing it here some 00:14:29.14 --> 00:14:31. I'm getting really nervous, because I got people picking 00:14:31.5 --> 00:14:35. on me now we're over six minutes now, I still have 00:14:35.11 --> 00:14:37. nothing yet. So mia's, the manager. Hey, guys, how 00:14:37.37 --> 00:14:40. are you doing where we at? How are we doing? I'm saying 00:14:40.03 --> 00:14:41. quite a bottleneck. 00:14:42.34 --> 00:14:43. So how many orders we have ready 00:14:44.94 --> 00:14:46. and do we have enough for the ship 00:14:47.84 --> 00:14:50. call in process at this point? What process, what 00:14:50.39 --> 00:14:51. point in the process? 00:14:52.24 --> 00:14:55. Final approval. Okay, so we're stuck in approval right 00:14:55.47 --> 00:14:55. now. 00:14:57.89 --> 00:15:00. Can we get an aye, aye, there's one that's got to 00:15:00.84 --> 00:15:02. go back to send back. 00:15:05.74 --> 00:15:08. Like before, we want to keep track of any rework. 00:15:08.26 --> 00:15:10. Anything that has to go back and be reworked or any 00:15:10.55 --> 00:15:11. scrap. 00:15:14.64 --> 00:15:16. That's that's actually interesting, because 00:15:17.34 --> 00:15:19. kimberly that did actually take that step yesterday. 00:15:19.51 --> 00:15:21. I think everything just kept moving forward, so I 00:15:21.37 --> 00:15:22. think that's shows 00:15:23.64 --> 00:15:25. a definition of the rolls there in understanding what 00:15:26.06 --> 00:15:28. each person needs to be said that change. So now we 00:15:28.16 --> 00:15:30. walk into the business, so to speak, with the pipeline 00:15:30.66 --> 00:15:32. full and everybody's got something going on for the 00:15:32.79 --> 00:15:35. most part are quality department are reviewing our 00:15:35.86 --> 00:15:39. approval while not necessarily actually reviewing 00:15:39.74 --> 00:15:42. our proving something? It could be writing manuals 00:15:42.72 --> 00:15:47. on howto do better quality, you know, eso standards 00:15:47.41 --> 00:15:51. and things like this left to our own devices, we create 00:15:51.14 --> 00:15:55. work way find something to do, we fill the closet 00:15:55.16 --> 00:15:58. space, we fill the time, so that doesn't mean it's 00:15:58.94 --> 00:16:02. value added one of the earlier takeaways we find something 00:16:02.65 --> 00:16:08. to do and everybody looks busy. I won't let you guys know that I have a fan here and actually the pizza party has been moved up to mid day. We need to actually get these orders out and the pizza is actually hot. Can you smell it? Once we get these quality orders to our customer, we can start this pizza party. How about that? Yeah, all right, but it's got its speed the solution it's I don't know, I'm just trying a new tactic. So where were eight minutes now? And I've got nothing. And I'm really wondering about this new super duper thing you've promised. Mai is what's what's. If you didn't spend a lot of money on that template. Lookit, I'm working furiously. They want that pizza. No, you smell it. I got it. Place. This is from my carpal tunnel way. Have a claim in action. All right, susan, where we have. X just need one more order, okay? That would be the one getting bottlenecks. So just this is this is what shocking to so many organizations where they think hit one fix in a system it's going to fix it all and that they will take away here is that we're all part of a larger system, whether we're solo preneurs or big business way rely on suppliers, we rely on customers we rely on, like you talked about, you rely on people all around you, tow, run your business so if we're not harmonized, we're not in sync. This's what we witness day after day after day. But the big c is going oh, yeah, we got one at nine. Forty five so we've got fifteen more seconds for those diamonds are beautiful. Kurt, I have to say congratulations except for this one hard and to one zero. All right, take a break. Now, while you're taking a break, I do want you to do just a little bit of counting. So what I need to know is how many do we have in process? That would be anything that's being worked on in any kind of way. So count those up, if you will. I look at the quality here, know, how did I get one without any red stickers? I don't think they fell up. No, wow, and it passed to inspections that I can't accept. I'm sorry, so I've got one diamond where the line doesn't actually reach the dot, so the template failed us there. This one's. Good. Okay, all right, this one's good. This one's good. This one's good. And this one's good rafters ring I, sir, I wanted teo let you know that we are aware that you have the product in your hand. How how are you experiencing it? Are you familiar with the terminology? Six sigma I've heard of it, you mentioned it on the last call. Yeah, way we're learning it as well. And six sigma essentially aims at now close to perfect quality, realizing that's really no such thing, in a sense, the largest scheme of things. But statistically it translates into three points for defects per million. I got two per eight, so we've got really a lot of work in front of us from a quality six sigma perspective, which will cover in a another segment. So so it better than what I had before. So let's put that let's, put the data up, and then we can speak to the data. I I got my first order in nine minutes and forty five seconds. How's that compared to before, significantly better. And how does that make you feel, sir? Well. Like you're moving in the right direction but I'm going to reveal teo and a few minutes what your competition's promising me and that might tell a different story and incidentally you know what I needed in ten minutes was thirty units and I got six good ones so I got six good ones by the way that's triple what you got me yesterday uh in less time so yesterday it took fourteen and a half minutes to get me to today you got me six good ones in less than ten minutes so you could argue from your perspective that's statistically you've made huge improvement you're through puts up three hundred percent how does that sound? We tripled it wow and we reduced the amount of time it takes in fact, if we ran tau fourteen and a half minutes maybe we quintupled it you know, maybe I would have gotten a lot more let's look at work in process did you count up how many? How many do we have? Susan what do you have there? So susan has ten in process. Kurt has eleven. Okay, how many of you have? Six, six, six, seven and seven, six and seven how do you have seven two batches? I'm just curious kind that I've finished a couple any anything in there was a town two batches of five two batches of five so we got ten so forty five total all right so look what happened to our work in process I went from fifteen to forty five yesterday susan was governing that just a little bit she didn't want to overwhelm kurt but she was thinking today you know that roof template and all the hype we've been given it I'll fill this pipeline up I want my bonus I'm getting incentive to do it so and not that much is infront of kurt there's there's now there's inventory all over the place so our system is still not in harmony but from a point in the system perspective because this was a point kaizen and let's just pretend we're the project leader where the black belt six sigma black belt the lane six sigma black belt on this can we statistically and measurably prove we made a positive difference answers yeah of course we can can we if we interviewed curtain we'll do it right now was your job easier than it was before oh absolutely okay so it was much easier more user friendly that's something we always look for in safety and things like that were we able to get more through was your throughput up yeah syndicate that way faster do it appears your quality was significantly better all right a supposed to tails the only show I had was the template would slip a little bit and I would have a not straight line but otherwise very good. In fact, I had to rejected on ly one was the diamond itself. The other one was the red circle getting stuck in the diamond all right, so we had that we had to that reached the customer was there any internal rework or scrap and he didn't go back internally? I had to I had mr page so I had to go back. So one is that it? So we had one internal to externally and three total down from twenty two can we prove we made a significant improvement terms equality indeed we can but now from that perspective look it we can put all kinds of statistics on this to say we went from twenty two to three that's astronomical improvement statistically. But now when we compare that to well, we had three out of six delivered, okay, we don't know whether some of this in process is actually good or bad that statistically, it would seem it's much better from from before but three out of nine ten, even even forty when six sigma is three out of a million we got we got a way to go always to go there, right? But clearly we can say we made it better not best not perfect productivity wise and we're not gonna have six good ones ok divided by seventy labor minutes let's just get that number real quick so we have. Don't say that. Oh, well, that's a good point. I won't charge for that just for now, but yeah, that's a good point. Uh, we have six divided by it could be divided by eighty for that extra rat, but we'll just divide it by seventy for now. So we got a point. Zero eight, five point zero, eight, five. Okay, so how about our productivity? Look at that. Yeah, it quadruples really were up from point. Oh, two, two point. Oh, eight point nine. Almost. So we quadrupled our productivity. Boy, that will look great in a newsletter, wouldn't it? We quadrupled our productivity. We improved our our quality immensely. We improved, arthur report. We made the job more user friendly. Wow, we're feeling good safely pins for the pizza party, you know, but we're gonna have to just wipe our faces on that and start again because we have still have to do better. Yeah, and we can and we can there's more pizza coming. It concerns me that the management seems to think the only problem here is you need more pizza I have I think that's bigger problems wait it's going to be gluten free some of it about that all right and the financial numbers air out good nose we did better bad news we're still underwater so we're still losing money so we've now we've we've cut our losses though from two hundred forty two million dollars or dollars or whatever you want to use there teo ninety so we could feel good about that were you know, on the trend line we're doing better but we're still not making money and let's talk about the customer for a minute how's the customer feeling at this point how are you ah discouraged because I really thought I was going to get what I needed I thought I'd made you you didn't outstanding job working with me detail ing my critical to quality components we spent a lot of time on that earlier discussions so I need those lines I need those dots connected in the same way every time things like that but I really need thirty in ten minutes I don't like the idea that I get any anything wrong especially when you're checking it you know, a couple times internally so I'm I'm at this point where I'm I'm more open now toe to the competition because I I'm sure this comes up for a lot of business owners for professionals setting expectations and also what you expected like why why would you expect thirty is that what everyone else is doing or is that unrealistic or how do we how do we keep that orientation process that's a great question the reason I need thirty is because my customers need thirty I'm actually not the big c I'm one I'm one little sea in the chain that's right I need these t delight my customers they're pulling for me at a pace of thirty per ten minutes three a minute so if you want to get even more specific about critical to quality you might ask me how do you use thes and I use them one at a time and I averaged three a minute I don't use them an aids even though they're shipped in aids I use them one at a time and I used an average of three minutes so it's not my expectation is that that's what I have to have to run my business so it's it's pull its demand from the market so if I don't have you know the product or the service I don't get revenue would actually have started on the sails and like why would we have thought we could even fulfill that because we've not done that before so so maybe we we actually sold something to the wrong customer who needed more from us than we could actually dio sure so maybe you know you're not clear on what your capability is maybe you're thinking what we really thought we could do that but apparently we cannot were the data say otherwise so this is important because a lot of times we think we can do something but voice of process doesn't come from we think we can do something where does voice of process come from we can get some from the data what's the data say no offence please okay I love that your enthusiasm and that you think you can do it but the data say otherwise so that's very important and critical business principle what's the data say because of the world's full of opinions and ideas and dreams and things like that what's the data say so this is what I'm always saying show me the data let's let's let's let's keep it honest now this does not mean you don't have the capacity to do thirty so the next thing that a lot of people might say is well what I guess we do need to add we definitely know we need to add maybe we need to add more than a customer service rep maybe we need another diamond operator and maybe now in this case maybe we need you know another dot expert another yellow dot person okay or maybe we can figure out a way to cross train a few folks. So so so here's the thing about capacity a lot of a lot of times were under the illusion that we don't have the capacity when indeed we do but we're wasting the capacity is hidden it's there and it's hidden so what I want to do not isto provoke just a little bit more conversation is talk a little bit more about the questions appear and then I want to reveal to you some the benchmark data this's benchmark data coming from your competition now that we've we're up against and this date is getting to the customer so the customers now comparing this data with something else and we'll see if that doesn't open some eyes just a little bit more so you know what happened are you at all surprised by anything why what surprises you how would you go about summarizing this so to speak and then what are some of the advantages and disadvantages to point kaizen because clearly from the point things are better and from the system they're slightly better but maybe not maybe not maybe not enough so what what any surprises interaction from the global chat room too we can hopefully work it into the conversation yeah I'd love to know if it was there any surprises yeah james my office a surprise but maybe I just always think about that that test that experiment that was done in the seven days at uc berkeley they had to be stopped because there was that fed ng out of of punishment to people you know about that one but it's against a landmark study but just that you know just that from the outside go faster faster that's not the problem it's the problem of the system good people but I was interesting to see how they all become that pressure it just does not help but it's those system yeah yeah it doesn't so we have to realize that good people in a bad system to quote deming bed system wins no contest and we're all living in systems okay it's we've got school systems, healthcare systems, business systems of procurement systems every we're surrounded by systems and it's it gives us empathy a lot more when we're dealing with somebody you know it's an airline attendant it's a hotel attendant it's ah it's it's uber driver it's whoever out when we realize you know they could just be a good person trapped in a bad system if we're having a bad experience you know the flight's delayed something wrong with the room or you know, whatever yeah so any other any other observations of questions from the online audience before I revealed the best are sure yeah philip belgium says um I think they've already had two chances I think the manager needs to kai's in process and then alameda says maybe a color photo of color photocopier would've been helpful after the first one is made perfectly a robot workforce on dh then philip belgium again says add the loki station of the people following the process, flow ready, flame, ira, same well, maybe change the batch size and have flexible rolls. Okay, so we're already getting more ideas. This is coming from that's energy. I talk about people we've made, we're making progress, we're getting, we're getting a line. We're now we're aware of what it is we need to dio and more and more ideas start coming in that's, because already flame are saying they would eliminate one of the two signers, but immediately, I think, well, we've got to sign off that. Still, we were delivering floor product, so maybe that's, not the way to eliminate any way, and then there's a summary of the situation. It's bad. It's bad and we just threw some money at it so one of the things we actually just did we violated that principal creativity before capital because the template you know, it's just a template in this simulation but in real life it could be rather expensive so we just threw a big air p system or big software something at a complicated process without leaning out and simplifying the process first and that's a that's a very common and big mistake let me share with you what the benchmark data is just so that we can process this and we're gonna take this into the next segment and compete with it so this is what the customers now being proposed so this is a value proposition from your competition and as great as we might be feeling boy, we've weed we did look at these three hundred percent improvements and look at the fact that way made things so much better that content without context is dangerous the content our statistics without the context of benchmarking is a dangerous thing. So sola preneurs entrepreneur's business leaders all over the world you need to know what you're up against. You know the competition is doing this case the competition says would get you your first order in sixty seconds without inventory with the line empty so we're not stack conduct with bunch inventory we'll get to that thirty units that you want in ten minutes three a minute that's how you want it one at a time, if that's how you want to use one of the time, we can get you all of this with no more than zero to four in our work in process at any time we keep, our inventory is turning very fast. We don't have all of this cash tied up, all of this inventory tied up in the process, we're going to run our business very lean, with zero foreign units and inventory that's. Astonishing, is it not how in the world you're going to do that, that can't be right. We're going to do this without any worry. Worker scrap, we run a six second operation, and our productivity is one point zero, one point zero what we just quadrupled. Our productivity were high fiving and having pizzas, and we're up against that. Stay tuned, because that's, what we're going to do in the next segment, we're going to compete against that.

Class Description

Ready to finally let go of the unproductive processes that are holding you back at home, in the office, and in your creative life? Join educator and business consultant John Murphy for a three-day introduction to streamlining your creativity.

As he shares techniques from his critically-acclaimed books Beyond Doubt and Zentrepreneur, John will cover ways to make your day-to-day life and tasks better, faster, and more efficient. You’ll learn about the DMAIC model of process improvement, and how it can be used to approach problem solving in an effective, rational way. You’ll also learn about how to prevent processes from being bogged down by waste, duplication or redundancy. John will cover Kaizen -- the art of making good change -- and give you tools to change both your processes and your mindset.

By the end of this course, you’ll have an increased creative energy and processes that will help you implement creative solutions in a balanced, harmonious way.

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