9:59:59.000,9:59:59.000 [Music] 9:59:59.000,9:59:59.000 The video that you're 9:59:59.000,9:59:59.000 about to see is being created to 9:59:59.000,9:59:59.000 demonstrate some of the basic philosophy 9:59:59.000,9:59:59.000 and principles of the Toyota Production 9:59:59.000,9:59:59.000 System, or as we call it today, 9:59:59.000,9:59:59.000 lean thinking. Lean manufacturing. 9:59:59.000,9:59:59.000 Or lean administrative. 9:59:59.000,9:59:59.000 The ideas apply equally to any segment 9:59:59.000,9:59:59.000 of the business. 9:59:59.000,9:59:59.000 But we take them into the kitchen to try 9:59:59.000,9:59:59.000 to get them out of all of those areas, 9:59:59.000,9:59:59.000 so that people can watch without being 9:59:59.000,9:59:59.000 encumbered by predispositions that they 9:59:59.000,9:59:59.000 have about their current jobs. 9:59:59.000,9:59:59.000 It is a go-see video, where we ask people 9:59:59.000,9:59:59.000 to watch and become engaged, which is also 9:59:59.000,9:59:59.000 a critical part of being lean. 9:59:59.000,9:59:59.000 So join us and enjoy. 9:59:59.000,9:59:59.000 It's amazing what we can learn 9:59:59.000,9:59:59.000 from our own intuition if we will only 9:59:59.000,9:59:59.000 watch and see, what's going on 9:59:59.000,9:59:59.000 in the process. 9:59:59.000,9:59:59.000 Two of the most important points of 9:59:59.000,9:59:59.000 what we call lean manufacturing 9:59:59.000,9:59:59.000 involve direct observation of the process. 9:59:59.000,9:59:59.000 And then, once we understand what we see, 9:59:59.000,9:59:59.000 effective use of countermeasures to remove 9:59:59.000,9:59:59.000 the problems that we see. 9:59:59.000,9:59:59.000 And in particular, 9:59:59.000,9:59:59.000 the use of what we call Kaizen. 9:59:59.000,9:59:59.000 Kaizen is a Japanese word that means 9:59:59.000,9:59:59.000 "small change for the better." 9:59:59.000,9:59:59.000 Many small changes for the better, 9:59:59.000,9:59:59.000 and in particular, it means small changes 9:59:59.000,9:59:59.000 that are created from the intuition, 9:59:59.000,9:59:59.000 experience and common sense of the people 9:59:59.000,9:59:59.000 who do the work. 9:59:59.000,9:59:59.000 Too often, we overlook these opportunities 9:59:59.000,9:59:59.000 and as Mr. Ono and Mr. Shingo 9:59:59.000,9:59:59.000 at the Toyota Motor Works discovered, 9:59:59.000,9:59:59.000 almost 9/10 of the time 9:59:59.000,9:59:59.000 between paying and getting paid, 9:59:59.000,9:59:59.000 in our business, involves waste -- 9:59:59.000,9:59:59.000 which can be identified through 9:59:59.000,9:59:59.000 direct observation if we will only watch. 9:59:59.000,9:59:59.000 So today we have a process 9:59:59.000,9:59:59.000 for everyone to watch. 9:59:59.000,9:59:59.000 Every shop floor, of course, is different. 9:59:59.000,9:59:59.000 And we need to choose a shop floor which 9:59:59.000,9:59:59.000 is easy to bring to many people 9:59:59.000,9:59:59.000 and one in which you all can 9:59:59.000,9:59:59.000 provide some intuition, because you have 9:59:59.000,9:59:59.000 done the process yourself. 9:59:59.000,9:59:59.000 So we pick a very simple process 9:59:59.000,9:59:59.000 and that process is making toast. 9:59:59.000,9:59:59.000 Now it is a simple process. 9:59:59.000,9:59:59.000 Uh, but it does involve a machine, 9:59:59.000,9:59:59.000 a toaster. And tools. A knife. 9:59:59.000,9:59:59.000 Conveyance equipment. A plate. 9:59:59.000,9:59:59.000 It involves a customer. 9:59:59.000,9:59:59.000 In this case, it's -- my wife -- 9:59:59.000,9:59:59.000 is the customer. 9:59:59.000,9:59:59.000 And it involves a person who is doing 9:59:59.000,9:59:59.000 the work and that will be me. 9:59:59.000,9:59:59.000 So I invite you to come to my shop floor 9:59:59.000,9:59:59.000 where we can watch the process 9:59:59.000,9:59:59.000 very carefully and watch with an eye 9:59:59.000,9:59:59.000 for improvement to try to understand what 9:59:59.000,9:59:59.000 can be made better in this process. 9:59:59.000,9:59:59.000 Watch the video and then we'll get your 9:59:59.000,9:59:59.000 thinking before we continue with 9:59:59.000,9:59:59.000 an improvement. 9:59:59.000,9:59:59.000 I'm making some toast for my wife. 9:59:59.000,9:59:59.000 [Rustling noises] 9:59:59.000,9:59:59.000 [Toaster pops] 9:59:59.000,9:59:59.000 Geez. 9:59:59.000,9:59:59.000 [Muttering to himself] 9:59:59.000,9:59:59.000 [Sighs.] 9:59:59.000,9:59:59.000 Honey, I made you some toast! 9:59:59.000,9:59:59.000 Is it raisin toast? 9:59:59.000,9:59:59.000 OK. I hope you enjoyed watching 9:59:59.000,9:59:59.000 the before condition, and I'll bet 9:59:59.000,9:59:59.000 since you were watching with 9:59:59.000,9:59:59.000 an eye for improvement, you saw lots of 9:59:59.000,9:59:59.000 things that could be improved. 9:59:59.000,9:59:59.000 This, in fact, is what happens when we 9:59:59.000,9:59:59.000 truly have direct observation. 9:59:59.000,9:59:59.000 You know, we're all so much creatures 9:59:59.000,9:59:59.000 of habit that we come to work, all of us, 9:59:59.000,9:59:59.000 trying to do a good day's work, 9:59:59.000,9:59:59.000 and we work around the problems. 9:59:59.000,9:59:59.000 You know, the common expression is, 9:59:59.000,9:59:59.000 whatever it takes to get the job done. 9:59:59.000,9:59:59.000 We're not focused on improvement when 9:59:59.000,9:59:59.000 we're trying to get our jobs done. 9:59:59.000,9:59:59.000 We're just focused on trying to get 9:59:59.000,9:59:59.000 things done in spite of all the problems 9:59:59.000,9:59:59.000 that crop up. 9:59:59.000,9:59:59.000 But this time you came and watched 9:59:59.000,9:59:59.000 the process with an eye for improvement. 9:59:59.000,9:59:59.000 And what are the things that you saw? 9:59:59.000,9:59:59.000 I'll bet you saw, for example, 9:59:59.000,9:59:59.000 that I did an awful lot of walking around. 9:59:59.000,9:59:59.000 We call that waste of motion. 9:59:59.000,9:59:59.000 You saw me walk back and forth, 9:59:59.000,9:59:59.000 perhaps four times. 9:59:59.000,9:59:59.000 You say, well, did that add any value 9:59:59.000,9:59:59.000 to the function of making toast? 9:59:59.000,9:59:59.000 So we look for that sort of thing 9:59:59.000,9:59:59.000 and we try to reduce it. We look for 9:59:59.000,9:59:59.000 ways to reduce steps and motion. 9:59:59.000,9:59:59.000 And in fact, if we were able to move 9:59:59.000,9:59:59.000 the toaster closer to the bread, 9:59:59.000,9:59:59.000 that would reduce that particular 9:59:59.000,9:59:59.000 motion altogether. This is what we call 9:59:59.000,9:59:59.000 Kaizen: a simple improvement that can 9:59:59.000,9:59:59.000 have a very big effect. 9:59:59.000,9:59:59.000 One possibility, course, 9:59:59.000,9:59:59.000 would have been that I could have had a 9:59:59.000,9:59:59.000 motorized tract to move me back and forth. 9:59:59.000,9:59:59.000 Mr. Shingo would have called that 9:59:59.000,9:59:59.000 a superficial improvement, 9:59:59.000,9:59:59.000 because that would only be automating 9:59:59.000,9:59:59.000 the waste of motion. 9:59:59.000,9:59:59.000 He said, we need to find ways 9:59:59.000,9:59:59.000 to truly reduce the kinds of waste 9:59:59.000,9:59:59.000 that we see; not cover them up. 9:59:59.000,9:59:59.000 Here's another example of motion. 9:59:59.000,9:59:59.000 Motion is one of those wastes that's 9:59:59.000,9:59:59.000 truly a people waste. 9:59:59.000,9:59:59.000 Things that we must do in our jobs 9:59:59.000,9:59:59.000 all require motion. 9:59:59.000,9:59:59.000 But the question is, how much motion. 9:59:59.000,9:59:59.000 Because we would like to have 9:59:59.000,9:59:59.000 as little as possible. 9:59:59.000,9:59:59.000 Uh, when I was searching for the butter, 9:59:59.000,9:59:59.000 in the refrigerator, 9:59:59.000,9:59:59.000 how much time should I spend looking? 9:59:59.000,9:59:59.000 I had to dig through the refrigerator on 9:59:59.000,9:59:59.000 several shelves until I found the butter. 9:59:59.000,9:59:59.000 Now that would be one of those things 9:59:59.000,9:59:59.000 that we would say is necessary 9:59:59.000,9:59:59.000 to get the job done. 9:59:59.000,9:59:59.000 And that's true, but it is waste. 9:59:59.000,9:59:59.000 The customer does not pay when 9:59:59.000,9:59:59.000 we are searching for things. 9:59:59.000,9:59:59.000 And almost every job has this condition. 9:59:59.000,9:59:59.000 Could be a pen, could be a calculator. 9:59:59.000,9:59:59.000 Could be a crescent wrench. 9:59:59.000,9:59:59.000 You may be breaking a sweat 9:59:59.000,9:59:59.000 looking for this part. 9:59:59.000,9:59:59.000 You may spend a very long time. 9:59:59.000,9:59:59.000 But it's not work. 9:59:59.000,9:59:59.000 And the customer doesn't pay for it. 9:59:59.000,9:59:59.000 You know, motion is often very tiring. 9:59:59.000,9:59:59.000 Stressful. Sometimes even dangerous. 9:59:59.000,9:59:59.000 But we're used to it. 9:59:59.000,9:59:59.000 It's just something that 9:59:59.000,9:59:59.000 we're accustomed to. 9:59:59.000,9:59:59.000 So we do it all the time. 9:59:59.000,9:59:59.000 Mr. Shingo pointed out 9:59:59.000,9:59:59.000 on a number of occasions that 9:59:59.000,9:59:59.000 eliminating waste is not the problem. 9:59:59.000,9:59:59.000 It's identifying it. 9:59:59.000,9:59:59.000 It's actually being able to see it. 9:59:59.000,9:59:59.000 And sometimes we are so familiar with 9:59:59.000,9:59:59.000 things that aren't working, 9:59:59.000,9:59:59.000 that we've forgotten about them. 9:59:59.000,9:59:59.000 So we need to go back and observe directly 9:59:59.000,9:59:59.000 Observe our own work. 9:59:59.000,9:59:59.000 Just like when we watch toast. 9:59:59.000,9:59:59.000 In order to understand where 9:59:59.000,9:59:59.000 those wastes are. 9:59:59.000,9:59:59.000 When you eliminate motion from your work, 9:59:59.000,9:59:59.000 you're making the job easier. 9:59:59.000,9:59:59.000 You're making the day better. 9:59:59.000,9:59:59.000 Because you're making problems 9:59:59.000,9:59:59.000 that you've had disappear. 9:59:59.000,9:59:59.000 And when that happens, 9:59:59.000,9:59:59.000 you can do more work. 9:59:59.000,9:59:59.000 It won't be more tiring, 9:59:59.000,9:59:59.000 but it will be more work. 9:59:59.000,9:59:59.000 And so that's just one of the seven wastes 9:59:59.000,9:59:59.000 which Mr. Shingo identified. 9:59:59.000,9:59:59.000 Here's another one. 9:59:59.000,9:59:59.000 Did you get a little nervous and antsy 9:59:59.000,9:59:59.000 watching me wait for that toast? 9:59:59.000,9:59:59.000 Well, he said, you know, waiting is 9:59:59.000,9:59:59.000 a big part of the process. 9:59:59.000,9:59:59.000 The customer doesn't pay for waiting. 9:59:59.000,9:59:59.000 There are times when waiting is part 9:59:59.000,9:59:59.000 of the process. Where it's important. 9:59:59.000,9:59:59.000 For example, 9:59:59.000,9:59:59.000 if it's important for something 9:59:59.000,9:59:59.000 to age or glue to dry. 9:59:59.000,9:59:59.000 Or if it's important for us to take 9:59:59.000,9:59:59.000 a rest occasionally. 9:59:59.000,9:59:59.000 This causes a delay in the process, 9:59:59.000,9:59:59.000 but this is important, 9:59:59.000,9:59:59.000 because it's necessary, 9:59:59.000,9:59:59.000 it's part of the work. 9:59:59.000,9:59:59.000 But if you're waiting for a toaster 9:59:59.000,9:59:59.000 which is taking a very long time, 9:59:59.000,9:59:59.000 what else could we be doing during 9:59:59.000,9:59:59.000 that time? 9:59:59.000,9:59:59.000 You may think that it's easy 9:59:59.000,9:59:59.000 to find out what to do, 9:59:59.000,9:59:59.000 but in fact, the person's time 9:59:59.000,9:59:59.000 is very different from the machine's time. 9:59:59.000,9:59:59.000 And often we pay people to stand 9:59:59.000,9:59:59.000 and watch machines. 9:59:59.000,9:59:59.000 Sometimes we buy a big machine 9:59:59.000,9:59:59.000 and it's making defects for us. 9:59:59.000,9:59:59.000 So we pay somebody to stand 9:59:59.000,9:59:59.000 and be sure that it doesn't make a defect. 9:59:59.000,9:59:59.000 This doesn't value the employee and it 9:59:59.000,9:59:59.000 surely does not improve our productivity. 9:59:59.000,9:59:59.000 So there's another waste: waiting. 9:59:59.000,9:59:59.000 In fact, you know, there's a lot of 9:59:59.000,9:59:59.000 waiting that goes on. Not only for people. 9:59:59.000,9:59:59.000 In fact, most often in factories, 9:59:59.000,9:59:59.000 and in offices, we don't wait. 9:59:59.000,9:59:59.000 People don't wait. But material waits. 9:59:59.000,9:59:59.000 Information waits. 9:59:59.000,9:59:59.000 It waits in inboxes. It waits on pallets. 9:59:59.000,9:59:59.000 It waits even on trucks. 9:59:59.000,9:59:59.000 It looks like it's moving but actually 9:59:59.000,9:59:59.000 it's just sitting there. It's waiting. 9:59:59.000,9:59:59.000 And Mr. Shingo said, customers don't want 9:59:59.000,9:59:59.000 to pay for that. 9:59:59.000,9:59:59.000 That's increasing the time between paying 9:59:59.000,9:59:59.000 and getting paid. That's another waste. 9:59:59.000,9:59:59.000 Now occasionally we do have 9:59:59.000,9:59:59.000 to move that material. 9:59:59.000,9:59:59.000 We have to move it from 9:59:59.000,9:59:59.000 point A to point B. 9:59:59.000,9:59:59.000 And you can't make a part or you can't run 9:59:59.000,9:59:59.000 a business without some transportation. 9:59:59.000,9:59:59.000 You need to move things around. 9:59:59.000,9:59:59.000 But how far? Well, that has to do with 9:59:59.000,9:59:59.000 the distance between operations. 9:59:59.000,9:59:59.000 And in fact, there was some transportation 9:59:59.000,9:59:59.000 and another waste of storage. 9:59:59.000,9:59:59.000 Picking things up and putting them down. 9:59:59.000,9:59:59.000 How many times did I pick the toast up 9:59:59.000,9:59:59.000 and put it down in process of toasting? 9:59:59.000,9:59:59.000 The function here, of course, 9:59:59.000,9:59:59.000 is making toast, and that involves 9:59:59.000,9:59:59.000 picking it up once anyway, 9:59:59.000,9:59:59.000 but how many times did I pick it up? 9:59:59.000,9:59:59.000 And how many storage points were there? 9:59:59.000,9:59:59.000 Often when we think of storage, 9:59:59.000,9:59:59.000 we think only of the warehouse. 9:59:59.000,9:59:59.000 And some storage in a warehouse 9:59:59.000,9:59:59.000 may be legitimate. 9:59:59.000,9:59:59.000 But why everywhere else? 9:59:59.000,9:59:59.000 Are our factories and offices warehouses, 9:59:59.000,9:59:59.000 or are they workplaces? 9:59:59.000,9:59:59.000 So we need to be able to see those wastes 9:59:59.000,9:59:59.000 and identify them as waste, because 9:59:59.000,9:59:59.000 every time we are storing information 9:59:59.000,9:59:59.000 or material, we're not really 9:59:59.000,9:59:59.000 adding value to it. 9:59:59.000,9:59:59.000 The customer doesn't want to pay for that. 9:59:59.000,9:59:59.000 We can't put at the bottom of the invoice, 9:59:59.000,9:59:59.000 this product was stored many times. 9:59:59.000,9:59:59.000 So we're charging you extra for it. 9:59:59.000,9:59:59.000 So we call that value added. 9:59:59.000,9:59:59.000 From the customer standpoint. 9:59:59.000,9:59:59.000 What is the value that the customer 9:59:59.000,9:59:59.000 expects in the process? 9:59:59.000,9:59:59.000 Here's another waste. Defects. 9:59:59.000,9:59:59.000 Were there any defects here? 9:59:59.000,9:59:59.000 Well, in this case there was 9:59:59.000,9:59:59.000 a very big defect. There was scrap. 9:59:59.000,9:59:59.000 There were four pieces of scrap and why? 9:59:59.000,9:59:59.000 Because I wasn't making what 9:59:59.000,9:59:59.000 the customer needed. 9:59:59.000,9:59:59.000 Now obviously in this case it would be 9:59:59.000,9:59:59.000 easy for me to ask the customer, 9:59:59.000,9:59:59.000 but very often, a factory or an office is 9:59:59.000,9:59:59.000 set up working on things which are 9:59:59.000,9:59:59.000 not needed. Not needed today. 9:59:59.000,9:59:59.000 Maybe needed next week. 9:59:59.000,9:59:59.000 Maybe needed next month. 9:59:59.000,9:59:59.000 But they're not needed now. 9:59:59.000,9:59:59.000 And if we're not careful, we'll end up 9:59:59.000,9:59:59.000 producing something which 9:59:59.000,9:59:59.000 we'll have to scrap. 9:59:59.000,9:59:59.000 Now there's a couple of other wastes 9:59:59.000,9:59:59.000 that I haven't covered yet. 9:59:59.000,9:59:59.000 Let me just mention one now. Processing. 9:59:59.000,9:59:59.000 Sometimes in the processing itself, 9:59:59.000,9:59:59.000 there are things which don't make sense. 9:59:59.000,9:59:59.000 We do them because that's the way 9:59:59.000,9:59:59.000 the process is designed, 9:59:59.000,9:59:59.000 but maybe we need to look at the process 9:59:59.000,9:59:59.000 more closely to understand how 9:59:59.000,9:59:59.000 it could be improved. 9:59:59.000,9:59:59.000 The way I had to cut butter in 9:59:59.000,9:59:59.000 that first condition, 9:59:59.000,9:59:59.000 is an inadequate process. 9:59:59.000,9:59:59.000 Sure, the function of buttering toast 9:59:59.000,9:59:59.000 requires that we cut the butter. 9:59:59.000,9:59:59.000 But nobody says it should be 9:59:59.000,9:59:59.000 as hard as a rock. And of course, 9:59:59.000,9:59:59.000 who can identify that waste? 9:59:59.000,9:59:59.000 Now, of course, 9:59:59.000,9:59:59.000 there needs to be a condition 9:59:59.000,9:59:59.000 in your business when a waste like that 9:59:59.000,9:59:59.000 is identified that we can 9:59:59.000,9:59:59.000 make an improvement. 9:59:59.000,9:59:59.000 In the real world sometimes a person might 9:59:59.000,9:59:59.000 identify a waste like that, 9:59:59.000,9:59:59.000 speak to their boss, 9:59:59.000,9:59:59.000 and the boss might say, you know, 9:59:59.000,9:59:59.000 we have brought people who 9:59:59.000,9:59:59.000 solve those problems. 9:59:59.000,9:59:59.000 Why don't you just quit complaining 9:59:59.000,9:59:59.000 and get back to your job? 9:59:59.000,9:59:59.000 So simple things often are not fixed 9:59:59.000,9:59:59.000 because we don't observe directly. 9:59:59.000,9:59:59.000 The last waste -- the last waste and 9:59:59.000,9:59:59.000 the worst waste of all, 9:59:59.000,9:59:59.000 we call over-production. 9:59:59.000,9:59:59.000 Over-production is producing information 9:59:59.000,9:59:59.000 or material either too soon or in 9:59:59.000,9:59:59.000 too great a quantity. 9:59:59.000,9:59:59.000 Now in our traditional thinking, 9:59:59.000,9:59:59.000 over-production isn't even 9:59:59.000,9:59:59.000 a meaningful word. 9:59:59.000,9:59:59.000 How could it be a problem to produce more. 9:59:59.000,9:59:59.000 Because we'll sell it. 9:59:59.000,9:59:59.000 We'll sell it eventually. 9:59:59.000,9:59:59.000 Or if we're able to do it 9:59:59.000,9:59:59.000 sooner than later, why not? 9:59:59.000,9:59:59.000 Uh, but if you think about over-production 9:59:59.000,9:59:59.000 if we make something and we can't use it 9:59:59.000,9:59:59.000 right now, 9:59:59.000,9:59:59.000 we're gonna have to move it somewhere. 9:59:59.000,9:59:59.000 And that's transportation. 9:59:59.000,9:59:59.000 And then we're gonna have to store it. 9:59:59.000,9:59:59.000 That's storage. 9:59:59.000,9:59:59.000 And in fact if we're making something 9:59:59.000,9:59:59.000 right now, that isn't needed, well, 9:59:59.000,9:59:59.000 we're causing something behind to wait, 9:59:59.000,9:59:59.000 aren't we? 9:59:59.000,9:59:59.000 We don't think of it as waiting 9:59:59.000,9:59:59.000 because we're very busy. 9:59:59.000,9:59:59.000 But the customer is waiting. 9:59:59.000,9:59:59.000 The next job is waiting. 9:59:59.000,9:59:59.000 Why do you suppose I made four slices 9:59:59.000,9:59:59.000 of toast? Why would I do that? 9:59:59.000,9:59:59.000 Well, it's a four-slice toaster, right? 9:59:59.000,9:59:59.000 Now I don't even know what 9:59:59.000,9:59:59.000 the customer wants, but unfortunately, 9:59:59.000,9:59:59.000 this is often the case. 9:59:59.000,9:59:59.000 And if we don't know what 9:59:59.000,9:59:59.000 the customer wants, 9:59:59.000,9:59:59.000 and we may want to maximize the resource. 9:59:59.000,9:59:59.000 We may say, don't load that oven until 9:59:59.000,9:59:59.000 there are four slices. 9:59:59.000,9:59:59.000 Let's keep the customer waiting. 9:59:59.000,9:59:59.000 More efficient, isn't it? 9:59:59.000,9:59:59.000 Well, not if the customer is 9:59:59.000,9:59:59.000 not going to buy it. 9:59:59.000,9:59:59.000 We're gonna end up scrapping it. 9:59:59.000,9:59:59.000 So you see, this whole idea of 9:59:59.000,9:59:59.000 the seven wastes -- 9:59:59.000,9:59:59.000 -- if you look at it from 9:59:59.000,9:59:59.000 an initiative standpoint, it makes 9:59:59.000,9:59:59.000 a lot of sense to look for these wastes. 9:59:59.000,9:59:59.000 But in our workplaces, 9:59:59.000,9:59:59.000 regardless of the jobs that we do, 9:59:59.000,9:59:59.000 we've very practiced at 9:59:59.000,9:59:59.000 not looking for these wastes. 9:59:59.000,9:59:59.000 The day is very long often. 9:59:59.000,9:59:59.000 Very rarely do I hear somebody say, 9:59:59.000,9:59:59.000 I had a great day. 9:59:59.000,9:59:59.000 Well, the reason for that 9:59:59.000,9:59:59.000 is all the headaches. 9:59:59.000,9:59:59.000 All the things that you 9:59:59.000,9:59:59.000 just observed in this process -- 9:59:59.000,9:59:59.000 you can observe these same kinds 9:59:59.000,9:59:59.000 of wastes in any process. 9:59:59.000,9:59:59.000 Shigeo Shingo, who was the creator 9:59:59.000,9:59:59.000 of these seven wastes, 9:59:59.000,9:59:59.000 or at least the first person 9:59:59.000,9:59:59.000 to report them, said -- 9:59:59.000,9:59:59.000 he said it doesn't matter whether you're 9:59:59.000,9:59:59.000 making automobiles or baking bread. 9:59:59.000,9:59:59.000 Waste is still the same. 9:59:59.000,9:59:59.000 Continuous improvement is not about 9:59:59.000,9:59:59.000 the things you do well. 9:59:59.000,9:59:59.000 That's work. 9:59:59.000,9:59:59.000 That's what your customer is paying for. 9:59:59.000,9:59:59.000 Continuous improvement is about 9:59:59.000,9:59:59.000 eliminating all of the things that get in 9:59:59.000,9:59:59.000 the way of your work every single day. 9:59:59.000,9:59:59.000 Regardless of the job you do. 9:59:59.000,9:59:59.000 The headaches. The problems. 9:59:59.000,9:59:59.000 The things that slow you down. 9:59:59.000,9:59:59.000 The things that cause you to say at 9:59:59.000,9:59:59.000 the end of the day, I'm very tired, 9:59:59.000,9:59:59.000 this has been a hard day. 9:59:59.000,9:59:59.000 That's what continuous 9:59:59.000,9:59:59.000 improvement is about. 9:59:59.000,9:59:59.000 So why don't we stop right here 9:59:59.000,9:59:59.000 and try to gather our thoughts 9:59:59.000,9:59:59.000 as to what we saw in that process, 9:59:59.000,9:59:59.000 that can be improved. 9:59:59.000,9:59:59.000 Simple things, is what we're looking for. 9:59:59.000,9:59:59.000 Kaizen. We're looking for the things that 9:59:59.000,9:59:59.000 can be improved through your experience 9:59:59.000,9:59:59.000 and common sense. 9:59:59.000,9:59:59.000 No big machines. No innovation. 9:59:59.000,9:59:59.000 These are improvements as well but this 9:59:59.000,9:59:59.000 is not what we're looking for with Kaizen. 9:59:59.000,9:59:59.000 We're looking for many small improvements. 9:59:59.000,9:59:59.000 So what are your ideas? 9:59:59.000,9:59:59.000 Pause the tape or DVD here to see if 9:59:59.000,9:59:59.000 you can identify and suggest ways 9:59:59.000,9:59:59.000 to remove the seven types of waste 9:59:59.000,9:59:59.000 Bruce defined including motion, 9:59:59.000,9:59:59.000 waiting, transportation, storage, defects, 9:59:59.000,9:59:59.000 processing, and over-production. 9:59:59.000,9:59:59.000 Okay, I'll bet by now, 9:59:59.000,9:59:59.000 you've had a lot of ideas as to 9:59:59.000,9:59:59.000 what can be improved in what 9:59:59.000,9:59:59.000 we call the current condition. 9:59:59.000,9:59:59.000 And of course, any process can be improved 9:59:59.000,9:59:59.000 if we watch and look for the improvements 9:59:59.000,9:59:59.000 that can be made. 9:59:59.000,9:59:59.000 Now let's take a look and see 9:59:59.000,9:59:59.000 what happened when my wife and I got 9:59:59.000,9:59:59.000 together to make a better process 9:59:59.000,9:59:59.000 for making toast. 9:59:59.000,9:59:59.000 What type of toast would you like? 9:59:59.000,9:59:59.000 Wheat. 9:59:59.000,9:59:59.000 Okay. How many slices? 9:59:59.000,9:59:59.000 Just one please. 9:59:59.000,9:59:59.000 Very good. 9:59:59.000,9:59:59.000 [Rustling noises.] 9:59:59.000,9:59:59.000 Hmmm. 9:59:59.000,9:59:59.000 [Whistling] 9:59:59.000,9:59:59.000 [Clears throat.] 9:59:59.000,9:59:59.000 That oughta do it. 9:59:59.000,9:59:59.000 [Running water sounds] 9:59:59.000,9:59:59.000 All set! 9:59:59.000,9:59:59.000 Thanks dear. 9:59:59.000,9:59:59.000 So now you see what we mean by Kaizen. 9:59:59.000,9:59:59.000 Simple improvements with big benefits. 9:59:59.000,9:59:59.000 And simple improvements which come from 9:59:59.000,9:59:59.000 direct observation and from the thinking 9:59:59.000,9:59:59.000 and knowledge of people that do the work. 9:59:59.000,9:59:59.000 For example, 9:59:59.000,9:59:59.000 moving the toaster closer to the bread. 9:59:59.000,9:59:59.000 How many times have you 9:59:59.000,9:59:59.000 experienced this condition? 9:59:59.000,9:59:59.000 The work you need to do is done on 9:59:59.000,9:59:59.000 a machine which is far away from you. 9:59:59.000,9:59:59.000 Why is the machine there? 9:59:59.000,9:59:59.000 Maybe that was the spot that -- 9:59:59.000,9:59:59.000 there was space on the day that 9:59:59.000,9:59:59.000 the machine arrived. 9:59:59.000,9:59:59.000 Or maybe that's where 9:59:59.000,9:59:59.000 the telephone line is. 9:59:59.000,9:59:59.000 Or where the power is. 9:59:59.000,9:59:59.000 But does it make it easy for you to do 9:59:59.000,9:59:59.000 the work or is it causing you to walk long 9:59:59.000,9:59:59.000 distances back and forth between 9:59:59.000,9:59:59.000 the two processes? 9:59:59.000,9:59:59.000 So we focused on a simple improvement. 9:59:59.000,9:59:59.000 We moved the machine. 9:59:59.000,9:59:59.000 Another improvement that we made 9:59:59.000,9:59:59.000 was to the butter. 9:59:59.000,9:59:59.000 I know that it's necessary to butter toast 9:59:59.000,9:59:59.000 but nobody said that 9:59:59.000,9:59:59.000 the butter needs to be hard as a rock. 9:59:59.000,9:59:59.000 So we softened the butter and we put the 9:59:59.000,9:59:59.000 butter right at the point of use as well. 9:59:59.000,9:59:59.000 No more searching; since we don't 9:59:59.000,9:59:59.000 need it in the refrigerator, 9:59:59.000,9:59:59.000 we can put it right at the point of use. 9:59:59.000,9:59:59.000 While buttering the toast is real work 9:59:59.000,9:59:59.000 because the customer has asked for it, 9:59:59.000,9:59:59.000 we can eliminate the Muda, 9:59:59.000,9:59:59.000 or waste of over-processing. 9:59:59.000,9:59:59.000 That is, putting too much 9:59:59.000,9:59:59.000 butter on the bread. 9:59:59.000,9:59:59.000 And at the same time, 9:59:59.000,9:59:59.000 eliminate the strain or Muri, 9:59:59.000,9:59:59.000 of buttering by softening the butter. 9:59:59.000,9:59:59.000 Finally we can reduce the Mura, 9:59:59.000,9:59:59.000 or inconsistency of the buttering process 9:59:59.000,9:59:59.000 by making it easier to apply a standard 9:59:59.000,9:59:59.000 and even amount of butter to the toast. 9:59:59.000,9:59:59.000 We chose to keep the flatware where it was 9:59:59.000,9:59:59.000 Because that was a good location for it 9:59:59.000,9:59:59.000 for other things. 9:59:59.000,9:59:59.000 But notice that I picked the piece of 9:59:59.000,9:59:59.000 flatware up on the way to the process 9:59:59.000,9:59:59.000 while asking my wife what she needed. 9:59:59.000,9:59:59.000 I was very careful in the order of 9:59:59.000,9:59:59.000 the process because sometimes changing 9:59:59.000,9:59:59.000 the order of the process can make 9:59:59.000,9:59:59.000 a big difference. 9:59:59.000,9:59:59.000 In the first video, 9:59:59.000,9:59:59.000 I waited a long time to start the toaster. 9:59:59.000,9:59:59.000 In the second video, I started the toaster 9:59:59.000,9:59:59.000 as soon as I knew what the customer wanted 9:59:59.000,9:59:59.000 And very importantly, 9:59:59.000,9:59:59.000 I knew what the customer wanted. 9:59:59.000,9:59:59.000 I knew what she wanted and 9:59:59.000,9:59:59.000 I knew how many she wanted. 9:59:59.000,9:59:59.000 And therefore I was able to make 9:59:59.000,9:59:59.000 exactly what was needed. 9:59:59.000,9:59:59.000 No over-production. 9:59:59.000,9:59:59.000 In fact, I preheated the toaster 9:59:59.000,9:59:59.000 so there would be less waiting 9:59:59.000,9:59:59.000 for the customer. 9:59:59.000,9:59:59.000 Now the process was long, 9:59:59.000,9:59:59.000 it was still long, but I found a way 9:59:59.000,9:59:59.000 to make good, productive use of my time 9:59:59.000,9:59:59.000 that was balanced against 9:59:59.000,9:59:59.000 the machine time. 9:59:59.000,9:59:59.000 Too often we think that a person's time 9:59:59.000,9:59:59.000 is the same as the machine's. 9:59:59.000,9:59:59.000 But it's not. 9:59:59.000,9:59:59.000 A person can do other things. 9:59:59.000,9:59:59.000 And once I realized this, 9:59:59.000,9:59:59.000 I was able to load the toast, 9:59:59.000,9:59:59.000 get that toaster process going, 9:59:59.000,9:59:59.000 and then load the dishwasher and clean up. 9:59:59.000,9:59:59.000 And I had plenty of time. 9:59:59.000,9:59:59.000 In fact, I was still waiting. 9:59:59.000,9:59:59.000 I had extra time. 9:59:59.000,9:59:59.000 So these are simple improvements 9:59:59.000,9:59:59.000 that were made. 9:59:59.000,9:59:59.000 You probably thought of all these as well. 9:59:59.000,9:59:59.000 Here's an interesting aside. 9:59:59.000,9:59:59.000 At this point, it's important to realize 9:59:59.000,9:59:59.000 that Kaizen is small, stepwise improvement 9:59:59.000,9:59:59.000 We're not aiming for perfection 9:59:59.000,9:59:59.000 in the first try. 9:59:59.000,9:59:59.000 But for something better than we have. 9:59:59.000,9:59:59.000 And when we get there, 9:59:59.000,9:59:59.000 it's likely that we'll notice 9:59:59.000,9:59:59.000 something more we can do now to 9:59:59.000,9:59:59.000 make things even better. 9:59:59.000,9:59:59.000 In that sense, every target condition 9:59:59.000,9:59:59.000 immediately becomes our 9:59:59.000,9:59:59.000 new current condition. 9:59:59.000,9:59:59.000 As you viewed the improved condition, 9:59:59.000,9:59:59.000 your direct observation may have uncovered 9:59:59.000,9:59:59.000 further opportunities to reduce waste. 9:59:59.000,9:59:59.000 What did you see? 9:59:59.000,9:59:59.000 Did you notice a potential safety hazard 9:59:59.000,9:59:59.000 with the location of the toaster? 9:59:59.000,9:59:59.000 Or were you waiting for 9:59:59.000,9:59:59.000 Bruce to wash his hands? 9:59:59.000,9:59:59.000 Why were the dishes in the sink 9:59:59.000,9:59:59.000 in the first place, you might ask? 9:59:59.000,9:59:59.000 And did you observe that an operation 9:59:59.000,9:59:59.000 was missing in the target condition? 9:59:59.000,9:59:59.000 With Kaizen, we are always watching for 9:59:59.000,9:59:59.000 additional improvement 9:59:59.000,9:59:59.000 and the more eyes watching, 9:59:59.000,9:59:59.000 the more we'll see. 9:59:59.000,9:59:59.000 Now we've switched on that part of us 9:59:59.000,9:59:59.000 that is going to notice waste 9:59:59.000,9:59:59.000 and come up with small changes 9:59:59.000,9:59:59.000 for the better. Everybody every day. 9:59:59.000,9:59:59.000 And the most important part of this was 9:59:59.000,9:59:59.000 that the customer was happy. 9:59:59.000,9:59:59.000 I produced what the customer wanted. 9:59:59.000,9:59:59.000 I made the part move faster. 9:59:59.000,9:59:59.000 I made the job easier. 9:59:59.000,9:59:59.000 I reduced the time between paying 9:59:59.000,9:59:59.000 and getting paid. I reduced scrap. 9:59:59.000,9:59:59.000 I reduced the number of steps 9:59:59.000,9:59:59.000 that I had to take. I reduced searching. 9:59:59.000,9:59:59.000 I made it a good day for me. 9:59:59.000,9:59:59.000 And for the customer. 9:59:59.000,9:59:59.000 This is what continuous 9:59:59.000,9:59:59.000 improvement is all about. 9:59:59.000,9:59:59.000 So this is my challenge to you. 9:59:59.000,9:59:59.000 Yeah, toast is simple to make. 9:59:59.000,9:59:59.000 Go take a look at another process. 9:59:59.000,9:59:59.000 Go take a look at your job. 9:59:59.000,9:59:59.000 But this time, watch 9:59:59.000,9:59:59.000 with an eye for improvement. 9:59:59.000,9:59:59.000 And see how many of these wastes 9:59:59.000,9:59:59.000 you can identify and remove. 9:59:59.000,9:59:59.000 [Music.]