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