WEBVTT 99:59:59.999 --> 99:59:59.999 [Music] 99:59:59.999 --> 99:59:59.999 The video that you're 99:59:59.999 --> 99:59:59.999 about to see is being created to 99:59:59.999 --> 99:59:59.999 demonstrate some of the basic philosophy 99:59:59.999 --> 99:59:59.999 and principles of the Toyota Production 99:59:59.999 --> 99:59:59.999 System, or as we call it today, 99:59:59.999 --> 99:59:59.999 lean thinking. Lean manufacturing. 99:59:59.999 --> 99:59:59.999 Or lean administrative. 99:59:59.999 --> 99:59:59.999 The ideas apply equally to any segment 99:59:59.999 --> 99:59:59.999 of the business. 99:59:59.999 --> 99:59:59.999 But we take them into the kitchen to try 99:59:59.999 --> 99:59:59.999 to get them out of all of those areas, 99:59:59.999 --> 99:59:59.999 so that people can watch without being 99:59:59.999 --> 99:59:59.999 encumbered by predispositions that they 99:59:59.999 --> 99:59:59.999 have about their current jobs. 99:59:59.999 --> 99:59:59.999 It is a go-see video, where we ask people 99:59:59.999 --> 99:59:59.999 to watch and become engaged, which is also 99:59:59.999 --> 99:59:59.999 a critical part of being lean. 99:59:59.999 --> 99:59:59.999 So join us and enjoy. 99:59:59.999 --> 99:59:59.999 It's amazing what we can learn 99:59:59.999 --> 99:59:59.999 from our own intuition if we will only 99:59:59.999 --> 99:59:59.999 watch and see, what's going on 99:59:59.999 --> 99:59:59.999 in the process. 99:59:59.999 --> 99:59:59.999 Two of the most important points of 99:59:59.999 --> 99:59:59.999 what we call lean manufacturing 99:59:59.999 --> 99:59:59.999 involve direct observation of the process. 99:59:59.999 --> 99:59:59.999 And then, once we understand what we see, 99:59:59.999 --> 99:59:59.999 effective use of countermeasures to remove 99:59:59.999 --> 99:59:59.999 the problems that we see. 99:59:59.999 --> 99:59:59.999 And in particular, 99:59:59.999 --> 99:59:59.999 the use of what we call Kaizen. 99:59:59.999 --> 99:59:59.999 Kaizen is a Japanese word that means 99:59:59.999 --> 99:59:59.999 "small change for the better." 99:59:59.999 --> 99:59:59.999 Many small changes for the better, 99:59:59.999 --> 99:59:59.999 and in particular, it means small changes 99:59:59.999 --> 99:59:59.999 that are created from the intuition, 99:59:59.999 --> 99:59:59.999 experience and common sense of the people 99:59:59.999 --> 99:59:59.999 who do the work. 99:59:59.999 --> 99:59:59.999 Too often, we overlook these opportunities 99:59:59.999 --> 99:59:59.999 and as Mr. Ono and Mr. Shingo 99:59:59.999 --> 99:59:59.999 at the Toyota Motor Works discovered, 99:59:59.999 --> 99:59:59.999 almost 9/10 of the time 99:59:59.999 --> 99:59:59.999 between paying and getting paid, 99:59:59.999 --> 99:59:59.999 in our business, involves waste -- 99:59:59.999 --> 99:59:59.999 which can be identified through 99:59:59.999 --> 99:59:59.999 direct observation if we will only watch. 99:59:59.999 --> 99:59:59.999 So today we have a process 99:59:59.999 --> 99:59:59.999 for everyone to watch. 99:59:59.999 --> 99:59:59.999 Every shop floor, of course, is different. 99:59:59.999 --> 99:59:59.999 And we need to choose a shop floor which 99:59:59.999 --> 99:59:59.999 is easy to bring to many people 99:59:59.999 --> 99:59:59.999 and one in which you all can 99:59:59.999 --> 99:59:59.999 provide some intuition, because you have 99:59:59.999 --> 99:59:59.999 done the process yourself. 99:59:59.999 --> 99:59:59.999 So we pick a very simple process 99:59:59.999 --> 99:59:59.999 and that process is making toast. 99:59:59.999 --> 99:59:59.999 Now it is a simple process. 99:59:59.999 --> 99:59:59.999 Uh, but it does involve a machine, 99:59:59.999 --> 99:59:59.999 a toaster. And tools. A knife. 99:59:59.999 --> 99:59:59.999 Conveyance equipment. A plate. 99:59:59.999 --> 99:59:59.999 It involves a customer. 99:59:59.999 --> 99:59:59.999 In this case, it's -- my wife -- 99:59:59.999 --> 99:59:59.999 is the customer. 99:59:59.999 --> 99:59:59.999 And it involves a person who is doing 99:59:59.999 --> 99:59:59.999 the work and that will be me. 99:59:59.999 --> 99:59:59.999 So I invite you to come to my shop floor 99:59:59.999 --> 99:59:59.999 where we can watch the process 99:59:59.999 --> 99:59:59.999 very carefully and watch with an eye 99:59:59.999 --> 99:59:59.999 for improvement to try to understand what 99:59:59.999 --> 99:59:59.999 can be made better in this process. 99:59:59.999 --> 99:59:59.999 Watch the video and then we'll get your 99:59:59.999 --> 99:59:59.999 thinking before we continue with 99:59:59.999 --> 99:59:59.999 an improvement. 99:59:59.999 --> 99:59:59.999 I'm making some toast for my wife. 99:59:59.999 --> 99:59:59.999 [Rustling noises] 99:59:59.999 --> 99:59:59.999 [Toaster pops] 99:59:59.999 --> 99:59:59.999 Geez. 99:59:59.999 --> 99:59:59.999 [Muttering to himself] 99:59:59.999 --> 99:59:59.999 [Sighs.] 99:59:59.999 --> 99:59:59.999 Honey, I made you some toast! 99:59:59.999 --> 99:59:59.999 Is it raisin toast? 99:59:59.999 --> 99:59:59.999 OK. I hope you enjoyed watching 99:59:59.999 --> 99:59:59.999 the before condition, and I'll bet 99:59:59.999 --> 99:59:59.999 since you were watching with 99:59:59.999 --> 99:59:59.999 an eye for improvement, you saw lots of 99:59:59.999 --> 99:59:59.999 things that could be improved. 99:59:59.999 --> 99:59:59.999 This, in fact, is what happens when we 99:59:59.999 --> 99:59:59.999 truly have direct observation. 99:59:59.999 --> 99:59:59.999 You know, we're all so much creatures 99:59:59.999 --> 99:59:59.999 of habit that we come to work, all of us, 99:59:59.999 --> 99:59:59.999 trying to do a good day's work, 99:59:59.999 --> 99:59:59.999 and we work around the problems. 99:59:59.999 --> 99:59:59.999 You know, the common expression is, 99:59:59.999 --> 99:59:59.999 whatever it takes to get the job done. 99:59:59.999 --> 99:59:59.999 We're not focused on improvement when 99:59:59.999 --> 99:59:59.999 we're trying to get our jobs done. 99:59:59.999 --> 99:59:59.999 We're just focused on trying to get 99:59:59.999 --> 99:59:59.999 things done in spite of all the problems 99:59:59.999 --> 99:59:59.999 that crop up. 99:59:59.999 --> 99:59:59.999 But this time you came and watched 99:59:59.999 --> 99:59:59.999 the process with an eye for improvement. 99:59:59.999 --> 99:59:59.999 And what are the things that you saw? 99:59:59.999 --> 99:59:59.999 I'll bet you saw, for example, 99:59:59.999 --> 99:59:59.999 that I did an awful lot of walking around. 99:59:59.999 --> 99:59:59.999 We call that waste of motion. 99:59:59.999 --> 99:59:59.999 You saw me walk back and forth, 99:59:59.999 --> 99:59:59.999 perhaps four times. 99:59:59.999 --> 99:59:59.999 You say, well, did that add any value 99:59:59.999 --> 99:59:59.999 to the function of making toast? 99:59:59.999 --> 99:59:59.999 So we look for that sort of thing 99:59:59.999 --> 99:59:59.999 and we try to reduce it. We look for 99:59:59.999 --> 99:59:59.999 ways to reduce steps and motion. 99:59:59.999 --> 99:59:59.999 And in fact, if we were able to move 99:59:59.999 --> 99:59:59.999 the toaster closer to the bread, 99:59:59.999 --> 99:59:59.999 that would reduce that particular 99:59:59.999 --> 99:59:59.999 motion altogether. This is what we call 99:59:59.999 --> 99:59:59.999 Kaizen: a simple improvement that can 99:59:59.999 --> 99:59:59.999 have a very big effect. 99:59:59.999 --> 99:59:59.999 One possibility, course, 99:59:59.999 --> 99:59:59.999 would have been that I could have had a 99:59:59.999 --> 99:59:59.999 motorized tract to move me back and forth. 99:59:59.999 --> 99:59:59.999 Mr. Shingo would have called that 99:59:59.999 --> 99:59:59.999 a superficial improvement, 99:59:59.999 --> 99:59:59.999 because that would only be automating 99:59:59.999 --> 99:59:59.999 the waste of motion. 99:59:59.999 --> 99:59:59.999 He said, we need to find ways 99:59:59.999 --> 99:59:59.999 to truly reduce the kinds of waste 99:59:59.999 --> 99:59:59.999 that we see; not cover them up. 99:59:59.999 --> 99:59:59.999 Here's another example of motion. 99:59:59.999 --> 99:59:59.999 Motion is one of those wastes that's 99:59:59.999 --> 99:59:59.999 truly a people waste. 99:59:59.999 --> 99:59:59.999 Things that we must do in our jobs 99:59:59.999 --> 99:59:59.999 all require motion. 99:59:59.999 --> 99:59:59.999 But the question is, how much motion. 99:59:59.999 --> 99:59:59.999 Because we would like to have 99:59:59.999 --> 99:59:59.999 as little as possible. 99:59:59.999 --> 99:59:59.999 Uh, when I was searching for the butter, 99:59:59.999 --> 99:59:59.999 in the refrigerator, 99:59:59.999 --> 99:59:59.999 how much time should I spend looking? 99:59:59.999 --> 99:59:59.999 I had to dig through the refrigerator on 99:59:59.999 --> 99:59:59.999 several shelves until I found the butter. 99:59:59.999 --> 99:59:59.999 Now that would be one of those things 99:59:59.999 --> 99:59:59.999 that we would say is necessary 99:59:59.999 --> 99:59:59.999 to get the job done. 99:59:59.999 --> 99:59:59.999 And that's true, but it is waste. 99:59:59.999 --> 99:59:59.999 The customer does not pay when 99:59:59.999 --> 99:59:59.999 we are searching for things. 99:59:59.999 --> 99:59:59.999 And almost every job has this condition. 99:59:59.999 --> 99:59:59.999 Could be a pen, could be a calculator. 99:59:59.999 --> 99:59:59.999 Could be a crescent wrench. 99:59:59.999 --> 99:59:59.999 You may be breaking a sweat 99:59:59.999 --> 99:59:59.999 looking for this part. 99:59:59.999 --> 99:59:59.999 You may spend a very long time. 99:59:59.999 --> 99:59:59.999 But it's not work. 99:59:59.999 --> 99:59:59.999 And the customer doesn't pay for it. 99:59:59.999 --> 99:59:59.999 You know, motion is often very tiring. 99:59:59.999 --> 99:59:59.999 Stressful. Sometimes even dangerous. 99:59:59.999 --> 99:59:59.999 But we're used to it. 99:59:59.999 --> 99:59:59.999 It's just something that 99:59:59.999 --> 99:59:59.999 we're accustomed to. 99:59:59.999 --> 99:59:59.999 So we do it all the time. 99:59:59.999 --> 99:59:59.999 Mr. Shingo pointed out 99:59:59.999 --> 99:59:59.999 on a number of occasions that 99:59:59.999 --> 99:59:59.999 eliminating waste is not the problem. 99:59:59.999 --> 99:59:59.999 It's identifying it. 99:59:59.999 --> 99:59:59.999 It's actually being able to see it. 99:59:59.999 --> 99:59:59.999 And sometimes we are so familiar with 99:59:59.999 --> 99:59:59.999 things that aren't working, 99:59:59.999 --> 99:59:59.999 that we've forgotten about them. 99:59:59.999 --> 99:59:59.999 So we need to go back and observe directly 99:59:59.999 --> 99:59:59.999 Observe our own work. 99:59:59.999 --> 99:59:59.999 Just like when we watch toast. 99:59:59.999 --> 99:59:59.999 In order to understand where 99:59:59.999 --> 99:59:59.999 those wastes are. 99:59:59.999 --> 99:59:59.999 When you eliminate motion from your work, 99:59:59.999 --> 99:59:59.999 you're making the job easier. 99:59:59.999 --> 99:59:59.999 You're making the day better. 99:59:59.999 --> 99:59:59.999 Because you're making problems 99:59:59.999 --> 99:59:59.999 that you've had disappear. 99:59:59.999 --> 99:59:59.999 And when that happens, 99:59:59.999 --> 99:59:59.999 you can do more work. 99:59:59.999 --> 99:59:59.999 It won't be more tiring, 99:59:59.999 --> 99:59:59.999 but it will be more work. 99:59:59.999 --> 99:59:59.999 And so that's just one of the seven wastes 99:59:59.999 --> 99:59:59.999 which Mr. Shingo identified. 99:59:59.999 --> 99:59:59.999 Here's another one. 99:59:59.999 --> 99:59:59.999 Did you get a little nervous and antsy 99:59:59.999 --> 99:59:59.999 watching me wait for that toast? 99:59:59.999 --> 99:59:59.999 Well, he said, you know, waiting is 99:59:59.999 --> 99:59:59.999 a big part of the process. 99:59:59.999 --> 99:59:59.999 The customer doesn't pay for waiting. 99:59:59.999 --> 99:59:59.999 There are times when waiting is part 99:59:59.999 --> 99:59:59.999 of the process. Where it's important. 99:59:59.999 --> 99:59:59.999 For example, 99:59:59.999 --> 99:59:59.999 if it's important for something 99:59:59.999 --> 99:59:59.999 to age or glue to dry. 99:59:59.999 --> 99:59:59.999 Or if it's important for us to take 99:59:59.999 --> 99:59:59.999 a rest occasionally. 99:59:59.999 --> 99:59:59.999 This causes a delay in the process, 99:59:59.999 --> 99:59:59.999 but this is important, 99:59:59.999 --> 99:59:59.999 because it's necessary, 99:59:59.999 --> 99:59:59.999 it's part of the work. 99:59:59.999 --> 99:59:59.999 But if you're waiting for a toaster 99:59:59.999 --> 99:59:59.999 which is taking a very long time, 99:59:59.999 --> 99:59:59.999 what else could we be doing during 99:59:59.999 --> 99:59:59.999 that time? 99:59:59.999 --> 99:59:59.999 You may think that it's easy 99:59:59.999 --> 99:59:59.999 to find out what to do, 99:59:59.999 --> 99:59:59.999 but in fact, the person's time 99:59:59.999 --> 99:59:59.999 is very different from the machine's time. 99:59:59.999 --> 99:59:59.999 And often we pay people to stand 99:59:59.999 --> 99:59:59.999 and watch machines. 99:59:59.999 --> 99:59:59.999 Sometimes we buy a big machine 99:59:59.999 --> 99:59:59.999 and it's making defects for us. 99:59:59.999 --> 99:59:59.999 So we pay somebody to stand 99:59:59.999 --> 99:59:59.999 and be sure that it doesn't make a defect. 99:59:59.999 --> 99:59:59.999 This doesn't value the employee and it 99:59:59.999 --> 99:59:59.999 surely does not improve our productivity. 99:59:59.999 --> 99:59:59.999 So there's another waste: waiting. 99:59:59.999 --> 99:59:59.999 In fact, you know, there's a lot of 99:59:59.999 --> 99:59:59.999 waiting that goes on. Not only for people. 99:59:59.999 --> 99:59:59.999 In fact, most often in factories, 99:59:59.999 --> 99:59:59.999 and in offices, we don't wait. 99:59:59.999 --> 99:59:59.999 People don't wait. But material waits. 99:59:59.999 --> 99:59:59.999 Information waits. 99:59:59.999 --> 99:59:59.999 It waits in inboxes. It waits on pallets. 99:59:59.999 --> 99:59:59.999 It waits even on trucks. 99:59:59.999 --> 99:59:59.999 It looks like it's moving but actually 99:59:59.999 --> 99:59:59.999 it's just sitting there. It's waiting. 99:59:59.999 --> 99:59:59.999 And Mr. Shingo said, customers don't want 99:59:59.999 --> 99:59:59.999 to pay for that. 99:59:59.999 --> 99:59:59.999 That's increasing the time between paying 99:59:59.999 --> 99:59:59.999 and getting paid. That's another waste. 99:59:59.999 --> 99:59:59.999 Now occasionally we do have 99:59:59.999 --> 99:59:59.999 to move that material. 99:59:59.999 --> 99:59:59.999 We have to move it from 99:59:59.999 --> 99:59:59.999 point A to point B. 99:59:59.999 --> 99:59:59.999 And you can't make a part or you can't run 99:59:59.999 --> 99:59:59.999 a business without some transportation. 99:59:59.999 --> 99:59:59.999 You need to move things around. 99:59:59.999 --> 99:59:59.999 But how far? Well, that has to do with 99:59:59.999 --> 99:59:59.999 the distance between operations. 99:59:59.999 --> 99:59:59.999 And in fact, there was some transportation 99:59:59.999 --> 99:59:59.999 and another waste of storage. 99:59:59.999 --> 99:59:59.999 Picking things up and putting them down. 99:59:59.999 --> 99:59:59.999 How many times did I pick the toast up 99:59:59.999 --> 99:59:59.999 and put it down in process of toasting? 99:59:59.999 --> 99:59:59.999 The function here, of course, 99:59:59.999 --> 99:59:59.999 is making toast, and that involves 99:59:59.999 --> 99:59:59.999 picking it up once anyway, 99:59:59.999 --> 99:59:59.999 but how many times did I pick it up? 99:59:59.999 --> 99:59:59.999 And how many storage points were there? 99:59:59.999 --> 99:59:59.999 Often when we think of storage, 99:59:59.999 --> 99:59:59.999 we think only of the warehouse. 99:59:59.999 --> 99:59:59.999 And some storage in a warehouse 99:59:59.999 --> 99:59:59.999 may be legitimate. 99:59:59.999 --> 99:59:59.999 But why everywhere else? 99:59:59.999 --> 99:59:59.999 Are our factories and offices warehouses, 99:59:59.999 --> 99:59:59.999 or are they workplaces? 99:59:59.999 --> 99:59:59.999 So we need to be able to see those wastes 99:59:59.999 --> 99:59:59.999 and identify them as waste, because 99:59:59.999 --> 99:59:59.999 every time we are storing information 99:59:59.999 --> 99:59:59.999 or material, we're not really 99:59:59.999 --> 99:59:59.999 adding value to it. 99:59:59.999 --> 99:59:59.999 The customer doesn't want to pay for that. 99:59:59.999 --> 99:59:59.999 We can't put at the bottom of the invoice, 99:59:59.999 --> 99:59:59.999 this product was stored many times. 99:59:59.999 --> 99:59:59.999 So we're charging you extra for it. 99:59:59.999 --> 99:59:59.999 So we call that value added. 99:59:59.999 --> 99:59:59.999 From the customer standpoint. 99:59:59.999 --> 99:59:59.999 What is the value that the customer 99:59:59.999 --> 99:59:59.999 expects in the process? 99:59:59.999 --> 99:59:59.999 Here's another waste. Defects. 99:59:59.999 --> 99:59:59.999 Were there any defects here? 99:59:59.999 --> 99:59:59.999 Well, in this case there was 99:59:59.999 --> 99:59:59.999 a very big defect. There was scrap. 99:59:59.999 --> 99:59:59.999 There were four pieces of scrap and why? 99:59:59.999 --> 99:59:59.999 Because I wasn't making what 99:59:59.999 --> 99:59:59.999 the customer needed. 99:59:59.999 --> 99:59:59.999 Now obviously in this case it would be 99:59:59.999 --> 99:59:59.999 easy for me to ask the customer, 99:59:59.999 --> 99:59:59.999 but very often, a factory or an office is 99:59:59.999 --> 99:59:59.999 set up working on things which are 99:59:59.999 --> 99:59:59.999 not needed. Not needed today. 99:59:59.999 --> 99:59:59.999 Maybe needed next week. 99:59:59.999 --> 99:59:59.999 Maybe needed next month. 99:59:59.999 --> 99:59:59.999 But they're not needed now. 99:59:59.999 --> 99:59:59.999 And if we're not careful, we'll end up 99:59:59.999 --> 99:59:59.999 producing something which 99:59:59.999 --> 99:59:59.999 we'll have to scrap. 99:59:59.999 --> 99:59:59.999 Now there's a couple of other wastes 99:59:59.999 --> 99:59:59.999 that I haven't covered yet. 99:59:59.999 --> 99:59:59.999 Let me just mention one now. Processing. 99:59:59.999 --> 99:59:59.999 Sometimes in the processing itself, 99:59:59.999 --> 99:59:59.999 there are things which don't make sense. 99:59:59.999 --> 99:59:59.999 We do them because that's the way 99:59:59.999 --> 99:59:59.999 the process is designed, 99:59:59.999 --> 99:59:59.999 but maybe we need to look at the process 99:59:59.999 --> 99:59:59.999 more closely to understand how 99:59:59.999 --> 99:59:59.999 it could be improved. 99:59:59.999 --> 99:59:59.999 The way I had to cut butter in 99:59:59.999 --> 99:59:59.999 that first condition, 99:59:59.999 --> 99:59:59.999 is an inadequate process. 99:59:59.999 --> 99:59:59.999 Sure, the function of buttering toast 99:59:59.999 --> 99:59:59.999 requires that we cut the butter. 99:59:59.999 --> 99:59:59.999 But nobody says it should be 99:59:59.999 --> 99:59:59.999 as hard as a rock. And of course, 99:59:59.999 --> 99:59:59.999 who can identify that waste? 99:59:59.999 --> 99:59:59.999 Now, of course, 99:59:59.999 --> 99:59:59.999 there needs to be a condition 99:59:59.999 --> 99:59:59.999 in your business when a waste like that 99:59:59.999 --> 99:59:59.999 is identified that we can 99:59:59.999 --> 99:59:59.999 make an improvement. 99:59:59.999 --> 99:59:59.999 In the real world sometimes a person might 99:59:59.999 --> 99:59:59.999 identify a waste like that, 99:59:59.999 --> 99:59:59.999 speak to their boss, 99:59:59.999 --> 99:59:59.999 and the boss might say, you know, 99:59:59.999 --> 99:59:59.999 we have brought people who 99:59:59.999 --> 99:59:59.999 solve those problems. 99:59:59.999 --> 99:59:59.999 Why don't you just quit complaining 99:59:59.999 --> 99:59:59.999 and get back to your job? 99:59:59.999 --> 99:59:59.999 So simple things often are not fixed 99:59:59.999 --> 99:59:59.999 because we don't observe directly. 99:59:59.999 --> 99:59:59.999 The last waste -- the last waste and 99:59:59.999 --> 99:59:59.999 the worst waste of all, 99:59:59.999 --> 99:59:59.999 we call over-production. 99:59:59.999 --> 99:59:59.999 Over-production is producing information 99:59:59.999 --> 99:59:59.999 or material either too soon or in 99:59:59.999 --> 99:59:59.999 too great a quantity. 99:59:59.999 --> 99:59:59.999 Now in our traditional thinking, 99:59:59.999 --> 99:59:59.999 over-production isn't even 99:59:59.999 --> 99:59:59.999 a meaningful word. 99:59:59.999 --> 99:59:59.999 How could it be a problem to produce more. 99:59:59.999 --> 99:59:59.999 Because we'll sell it. 99:59:59.999 --> 99:59:59.999 We'll sell it eventually. 99:59:59.999 --> 99:59:59.999 Or if we're able to do it 99:59:59.999 --> 99:59:59.999 sooner than later, why not? 99:59:59.999 --> 99:59:59.999 Uh, but if you think about over-production 99:59:59.999 --> 99:59:59.999 if we make something and we can't use it 99:59:59.999 --> 99:59:59.999 right now, 99:59:59.999 --> 99:59:59.999 we're gonna have to move it somewhere. 99:59:59.999 --> 99:59:59.999 And that's transportation. 99:59:59.999 --> 99:59:59.999 And then we're gonna have to store it. 99:59:59.999 --> 99:59:59.999 That's storage. 99:59:59.999 --> 99:59:59.999 And in fact if we're making something 99:59:59.999 --> 99:59:59.999 right now, that isn't needed, well, 99:59:59.999 --> 99:59:59.999 we're causing something behind to wait, 99:59:59.999 --> 99:59:59.999 aren't we? 99:59:59.999 --> 99:59:59.999 We don't think of it as waiting 99:59:59.999 --> 99:59:59.999 because we're very busy. 99:59:59.999 --> 99:59:59.999 But the customer is waiting. 99:59:59.999 --> 99:59:59.999 The next job is waiting. 99:59:59.999 --> 99:59:59.999 Why do you suppose I made four slices 99:59:59.999 --> 99:59:59.999 of toast? Why would I do that? 99:59:59.999 --> 99:59:59.999 Well, it's a four-slice toaster, right? 99:59:59.999 --> 99:59:59.999 Now I don't even know what 99:59:59.999 --> 99:59:59.999 the customer wants, but unfortunately, 99:59:59.999 --> 99:59:59.999 this is often the case. 99:59:59.999 --> 99:59:59.999 And if we don't know what 99:59:59.999 --> 99:59:59.999 the customer wants, 99:59:59.999 --> 99:59:59.999 and we may want to maximize the resource. 99:59:59.999 --> 99:59:59.999 We may say, don't load that oven until 99:59:59.999 --> 99:59:59.999 there are four slices. 99:59:59.999 --> 99:59:59.999 Let's keep the customer waiting. 99:59:59.999 --> 99:59:59.999 More efficient, isn't it? 99:59:59.999 --> 99:59:59.999 Well, not if the customer is 99:59:59.999 --> 99:59:59.999 not going to buy it. 99:59:59.999 --> 99:59:59.999 We're gonna end up scrapping it. 99:59:59.999 --> 99:59:59.999 So you see, this whole idea of 99:59:59.999 --> 99:59:59.999 the seven wastes -- 99:59:59.999 --> 99:59:59.999 -- if you look at it from 99:59:59.999 --> 99:59:59.999 an initiative standpoint, it makes 99:59:59.999 --> 99:59:59.999 a lot of sense to look for these wastes. 99:59:59.999 --> 99:59:59.999 But in our workplaces, 99:59:59.999 --> 99:59:59.999 regardless of the jobs that we do, 99:59:59.999 --> 99:59:59.999 we've very practiced at 99:59:59.999 --> 99:59:59.999 not looking for these wastes. 99:59:59.999 --> 99:59:59.999 The day is very long often. 99:59:59.999 --> 99:59:59.999 Very rarely do I hear somebody say, 99:59:59.999 --> 99:59:59.999 I had a great day. 99:59:59.999 --> 99:59:59.999 Well, the reason for that 99:59:59.999 --> 99:59:59.999 is all the headaches. 99:59:59.999 --> 99:59:59.999 All the things that you 99:59:59.999 --> 99:59:59.999 just observed in this process -- 99:59:59.999 --> 99:59:59.999 you can observe these same kinds 99:59:59.999 --> 99:59:59.999 of wastes in any process. 99:59:59.999 --> 99:59:59.999 Shigeo Shingo, who was the creator 99:59:59.999 --> 99:59:59.999 of these seven wastes, 99:59:59.999 --> 99:59:59.999 or at least the first person 99:59:59.999 --> 99:59:59.999 to report them, said -- 99:59:59.999 --> 99:59:59.999 he said it doesn't matter whether you're 99:59:59.999 --> 99:59:59.999 making automobiles or baking bread. 99:59:59.999 --> 99:59:59.999 Waste is still the same. 99:59:59.999 --> 99:59:59.999 Continuous improvement is not about 99:59:59.999 --> 99:59:59.999 the things you do well. 99:59:59.999 --> 99:59:59.999 That's work. 99:59:59.999 --> 99:59:59.999 That's what your customer is paying for. 99:59:59.999 --> 99:59:59.999 Continuous improvement is about 99:59:59.999 --> 99:59:59.999 eliminating all of the things that get in 99:59:59.999 --> 99:59:59.999 the way of your work every single day. 99:59:59.999 --> 99:59:59.999 Regardless of the job you do. 99:59:59.999 --> 99:59:59.999 The headaches. The problems. 99:59:59.999 --> 99:59:59.999 The things that slow you down. 99:59:59.999 --> 99:59:59.999 The things that cause you to say at 99:59:59.999 --> 99:59:59.999 the end of the day, I'm very tired, 99:59:59.999 --> 99:59:59.999 this has been a hard day. 99:59:59.999 --> 99:59:59.999 That's what continuous 99:59:59.999 --> 99:59:59.999 improvement is about. 99:59:59.999 --> 99:59:59.999 So why don't we stop right here 99:59:59.999 --> 99:59:59.999 and try to gather our thoughts 99:59:59.999 --> 99:59:59.999 as to what we saw in that process, 99:59:59.999 --> 99:59:59.999 that can be improved. 99:59:59.999 --> 99:59:59.999 Simple things, is what we're looking for. 99:59:59.999 --> 99:59:59.999 Kaizen. We're looking for the things that 99:59:59.999 --> 99:59:59.999 can be improved through your experience 99:59:59.999 --> 99:59:59.999 and common sense. 99:59:59.999 --> 99:59:59.999 No big machines. No innovation. 99:59:59.999 --> 99:59:59.999 These are improvements as well but this 99:59:59.999 --> 99:59:59.999 is not what we're looking for with Kaizen. 99:59:59.999 --> 99:59:59.999 We're looking for many small improvements. 99:59:59.999 --> 99:59:59.999 So what are your ideas? 99:59:59.999 --> 99:59:59.999 Pause the tape or DVD here to see if 99:59:59.999 --> 99:59:59.999 you can identify and suggest ways 99:59:59.999 --> 99:59:59.999 to remove the seven types of waste 99:59:59.999 --> 99:59:59.999 Bruce defined including motion, 99:59:59.999 --> 99:59:59.999 waiting, transportation, storage, defects, 99:59:59.999 --> 99:59:59.999 processing, and over-production. 99:59:59.999 --> 99:59:59.999 Okay, I'll bet by now, 99:59:59.999 --> 99:59:59.999 you've had a lot of ideas as to 99:59:59.999 --> 99:59:59.999 what can be improved in what 99:59:59.999 --> 99:59:59.999 we call the current condition. 99:59:59.999 --> 99:59:59.999 And of course, any process can be improved 99:59:59.999 --> 99:59:59.999 if we watch and look for the improvements 99:59:59.999 --> 99:59:59.999 that can be made. 99:59:59.999 --> 99:59:59.999 Now let's take a look and see 99:59:59.999 --> 99:59:59.999 what happened when my wife and I got 99:59:59.999 --> 99:59:59.999 together to make a better process 99:59:59.999 --> 99:59:59.999 for making toast. 99:59:59.999 --> 99:59:59.999 What type of toast would you like? 99:59:59.999 --> 99:59:59.999 Wheat. 99:59:59.999 --> 99:59:59.999 Okay. How many slices? 99:59:59.999 --> 99:59:59.999 Just one please. 99:59:59.999 --> 99:59:59.999 Very good. 99:59:59.999 --> 99:59:59.999 [Rustling noises.] 99:59:59.999 --> 99:59:59.999 Hmmm. 99:59:59.999 --> 99:59:59.999 [Whistling] 99:59:59.999 --> 99:59:59.999 [Clears throat.] 99:59:59.999 --> 99:59:59.999 That oughta do it. 99:59:59.999 --> 99:59:59.999 [Running water sounds] 99:59:59.999 --> 99:59:59.999 All set! 99:59:59.999 --> 99:59:59.999 Thanks dear. 99:59:59.999 --> 99:59:59.999 So now you see what we mean by Kaizen. 99:59:59.999 --> 99:59:59.999 Simple improvements with big benefits. 99:59:59.999 --> 99:59:59.999 And simple improvements which come from 99:59:59.999 --> 99:59:59.999 direct observation and from the thinking 99:59:59.999 --> 99:59:59.999 and knowledge of people that do the work. 99:59:59.999 --> 99:59:59.999 For example, 99:59:59.999 --> 99:59:59.999 moving the toaster closer to the bread. 99:59:59.999 --> 99:59:59.999 How many times have you 99:59:59.999 --> 99:59:59.999 experienced this condition? 99:59:59.999 --> 99:59:59.999 The work you need to do is done on 99:59:59.999 --> 99:59:59.999 a machine which is far away from you. 99:59:59.999 --> 99:59:59.999 Why is the machine there? 99:59:59.999 --> 99:59:59.999 Maybe that was the spot that -- 99:59:59.999 --> 99:59:59.999 there was space on the day that 99:59:59.999 --> 99:59:59.999 the machine arrived. 99:59:59.999 --> 99:59:59.999 Or maybe that's where 99:59:59.999 --> 99:59:59.999 the telephone line is. 99:59:59.999 --> 99:59:59.999 Or where the power is. 99:59:59.999 --> 99:59:59.999 But does it make it easy for you to do 99:59:59.999 --> 99:59:59.999 the work or is it causing you to walk long 99:59:59.999 --> 99:59:59.999 distances back and forth between 99:59:59.999 --> 99:59:59.999 the two processes? 99:59:59.999 --> 99:59:59.999 So we focused on a simple improvement. 99:59:59.999 --> 99:59:59.999 We moved the machine. 99:59:59.999 --> 99:59:59.999 Another improvement that we made 99:59:59.999 --> 99:59:59.999 was to the butter. 99:59:59.999 --> 99:59:59.999 I know that it's necessary to butter toast 99:59:59.999 --> 99:59:59.999 but nobody said that 99:59:59.999 --> 99:59:59.999 the butter needs to be hard as a rock. 99:59:59.999 --> 99:59:59.999 So we softened the butter and we put the 99:59:59.999 --> 99:59:59.999 butter right at the point of use as well. 99:59:59.999 --> 99:59:59.999 No more searching; since we don't 99:59:59.999 --> 99:59:59.999 need it in the refrigerator, 99:59:59.999 --> 99:59:59.999 we can put it right at the point of use. 99:59:59.999 --> 99:59:59.999 While buttering the toast is real work 99:59:59.999 --> 99:59:59.999 because the customer has asked for it, 99:59:59.999 --> 99:59:59.999 we can eliminate the Muda, 99:59:59.999 --> 99:59:59.999 or waste of over-processing. 99:59:59.999 --> 99:59:59.999 That is, putting too much 99:59:59.999 --> 99:59:59.999 butter on the bread. 99:59:59.999 --> 99:59:59.999 And at the same time, 99:59:59.999 --> 99:59:59.999 eliminate the strain or Muri, 99:59:59.999 --> 99:59:59.999 of buttering by softening the butter. 99:59:59.999 --> 99:59:59.999 Finally we can reduce the Mura, 99:59:59.999 --> 99:59:59.999 or inconsistency of the buttering process 99:59:59.999 --> 99:59:59.999 by making it easier to apply a standard 99:59:59.999 --> 99:59:59.999 and even amount of butter to the toast. 99:59:59.999 --> 99:59:59.999 We chose to keep the flatware where it was 99:59:59.999 --> 99:59:59.999 Because that was a good location for it 99:59:59.999 --> 99:59:59.999 for other things. 99:59:59.999 --> 99:59:59.999 But notice that I picked the piece of 99:59:59.999 --> 99:59:59.999 flatware up on the way to the process 99:59:59.999 --> 99:59:59.999 while asking my wife what she needed. 99:59:59.999 --> 99:59:59.999 I was very careful in the order of 99:59:59.999 --> 99:59:59.999 the process because sometimes changing 99:59:59.999 --> 99:59:59.999 the order of the process can make 99:59:59.999 --> 99:59:59.999 a big difference. 99:59:59.999 --> 99:59:59.999 In the first video, 99:59:59.999 --> 99:59:59.999 I waited a long time to start the toaster. 99:59:59.999 --> 99:59:59.999 In the second video, I started the toaster 99:59:59.999 --> 99:59:59.999 as soon as I knew what the customer wanted 99:59:59.999 --> 99:59:59.999 And very importantly, 99:59:59.999 --> 99:59:59.999 I knew what the customer wanted. 99:59:59.999 --> 99:59:59.999 I knew what she wanted and 99:59:59.999 --> 99:59:59.999 I knew how many she wanted. 99:59:59.999 --> 99:59:59.999 And therefore I was able to make 99:59:59.999 --> 99:59:59.999 exactly what was needed. 99:59:59.999 --> 99:59:59.999 No over-production. 99:59:59.999 --> 99:59:59.999 In fact, I preheated the toaster 99:59:59.999 --> 99:59:59.999 so there would be less waiting 99:59:59.999 --> 99:59:59.999 for the customer. 99:59:59.999 --> 99:59:59.999 Now the process was long, 99:59:59.999 --> 99:59:59.999 it was still long, but I found a way 99:59:59.999 --> 99:59:59.999 to make good, productive use of my time 99:59:59.999 --> 99:59:59.999 that was balanced against 99:59:59.999 --> 99:59:59.999 the machine time. 99:59:59.999 --> 99:59:59.999 Too often we think that a person's time 99:59:59.999 --> 99:59:59.999 is the same as the machine's. 99:59:59.999 --> 99:59:59.999 But it's not. 99:59:59.999 --> 99:59:59.999 A person can do other things. 99:59:59.999 --> 99:59:59.999 And once I realized this, 99:59:59.999 --> 99:59:59.999 I was able to load the toast, 99:59:59.999 --> 99:59:59.999 get that toaster process going, 99:59:59.999 --> 99:59:59.999 and then load the dishwasher and clean up. 99:59:59.999 --> 99:59:59.999 And I had plenty of time. 99:59:59.999 --> 99:59:59.999 In fact, I was still waiting. 99:59:59.999 --> 99:59:59.999 I had extra time. 99:59:59.999 --> 99:59:59.999 So these are simple improvements 99:59:59.999 --> 99:59:59.999 that were made. 99:59:59.999 --> 99:59:59.999 You probably thought of all these as well. 99:59:59.999 --> 99:59:59.999 Here's an interesting aside. 99:59:59.999 --> 99:59:59.999 At this point, it's important to realize 99:59:59.999 --> 99:59:59.999 that Kaizen is small, stepwise improvement 99:59:59.999 --> 99:59:59.999 We're not aiming for perfection 99:59:59.999 --> 99:59:59.999 in the first try. 99:59:59.999 --> 99:59:59.999 But for something better than we have. 99:59:59.999 --> 99:59:59.999 And when we get there, 99:59:59.999 --> 99:59:59.999 it's likely that we'll notice 99:59:59.999 --> 99:59:59.999 something more we can do now to 99:59:59.999 --> 99:59:59.999 make things even better. 99:59:59.999 --> 99:59:59.999 In that sense, every target condition 99:59:59.999 --> 99:59:59.999 immediately becomes our 99:59:59.999 --> 99:59:59.999 new current condition. 99:59:59.999 --> 99:59:59.999 As you viewed the improved condition, 99:59:59.999 --> 99:59:59.999 your direct observation may have uncovered 99:59:59.999 --> 99:59:59.999 further opportunities to reduce waste. 99:59:59.999 --> 99:59:59.999 What did you see? 99:59:59.999 --> 99:59:59.999 Did you notice a potential safety hazard 99:59:59.999 --> 99:59:59.999 with the location of the toaster? 99:59:59.999 --> 99:59:59.999 Or were you waiting for 99:59:59.999 --> 99:59:59.999 Bruce to wash his hands? 99:59:59.999 --> 99:59:59.999 Why were the dishes in the sink 99:59:59.999 --> 99:59:59.999 in the first place, you might ask? 99:59:59.999 --> 99:59:59.999 And did you observe that an operation 99:59:59.999 --> 99:59:59.999 was missing in the target condition? 99:59:59.999 --> 99:59:59.999 With Kaizen, we are always watching for 99:59:59.999 --> 99:59:59.999 additional improvement 99:59:59.999 --> 99:59:59.999 and the more eyes watching, 99:59:59.999 --> 99:59:59.999 the more we'll see. 99:59:59.999 --> 99:59:59.999 Now we've switched on that part of us 99:59:59.999 --> 99:59:59.999 that is going to notice waste 99:59:59.999 --> 99:59:59.999 and come up with small changes 99:59:59.999 --> 99:59:59.999 for the better. Everybody every day. 99:59:59.999 --> 99:59:59.999 And the most important part of this was 99:59:59.999 --> 99:59:59.999 that the customer was happy. 99:59:59.999 --> 99:59:59.999 I produced what the customer wanted. 99:59:59.999 --> 99:59:59.999 I made the part move faster. 99:59:59.999 --> 99:59:59.999 I made the job easier. 99:59:59.999 --> 99:59:59.999 I reduced the time between paying 99:59:59.999 --> 99:59:59.999 and getting paid. I reduced scrap. 99:59:59.999 --> 99:59:59.999 I reduced the number of steps 99:59:59.999 --> 99:59:59.999 that I had to take. I reduced searching. 99:59:59.999 --> 99:59:59.999 I made it a good day for me. 99:59:59.999 --> 99:59:59.999 And for the customer. 99:59:59.999 --> 99:59:59.999 This is what continuous 99:59:59.999 --> 99:59:59.999 improvement is all about. 99:59:59.999 --> 99:59:59.999 So this is my challenge to you. 99:59:59.999 --> 99:59:59.999 Yeah, toast is simple to make. 99:59:59.999 --> 99:59:59.999 Go take a look at another process. 99:59:59.999 --> 99:59:59.999 Go take a look at your job. 99:59:59.999 --> 99:59:59.999 But this time, watch 99:59:59.999 --> 99:59:59.999 with an eye for improvement. 99:59:59.999 --> 99:59:59.999 And see how many of these wastes 99:59:59.999 --> 99:59:59.999 you can identify and remove. 99:59:59.999 --> 99:59:59.999 [Music.]