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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

281
99:59:59,999 --> 99:59:59,999
easy for me to ask the customer,

282
99:59:59,999 --> 99:59:59,999
but very often, a factory or an office is

283
99:59:59,999 --> 99:59:59,999
set up working on things which are

284
99:59:59,999 --> 99:59:59,999
not needed. Not needed today.

285
99:59:59,999 --> 99:59:59,999
Maybe needed next week.

286
99:59:59,999 --> 99:59:59,999
Maybe needed next month.

287
99:59:59,999 --> 99:59:59,999
But they're not needed now.

288
99:59:59,999 --> 99:59:59,999
And if we're not careful, we'll end up

289
99:59:59,999 --> 99:59:59,999
producing something which

290
99:59:59,999 --> 99:59:59,999
we'll have to scrap.

291
99:59:59,999 --> 99:59:59,999
Now there's a couple of other wastes

292
99:59:59,999 --> 99:59:59,999
that I haven't covered yet.

293
99:59:59,999 --> 99:59:59,999
Let me just mention one now. Processing.

294
99:59:59,999 --> 99:59:59,999
Sometimes in the processing itself,

295
99:59:59,999 --> 99:59:59,999
there are things which don't make sense.

296
99:59:59,999 --> 99:59:59,999
We do them because that's the way

297
99:59:59,999 --> 99:59:59,999
the process is designed,

298
99:59:59,999 --> 99:59:59,999
but maybe we need to look at the process

299
99:59:59,999 --> 99:59:59,999
more closely to understand how

300
99:59:59,999 --> 99:59:59,999
it could be improved.

301
99:59:59,999 --> 99:59:59,999
The way I had to cut butter in

302
99:59:59,999 --> 99:59:59,999
that first condition,

303
99:59:59,999 --> 99:59:59,999
is an inadequate process.

304
99:59:59,999 --> 99:59:59,999
Sure, the function of buttering toast

305
99:59:59,999 --> 99:59:59,999
requires that we cut the butter.

306
99:59:59,999 --> 99:59:59,999
But nobody says it should be

307
99:59:59,999 --> 99:59:59,999
as hard as a rock. And of course,

308
99:59:59,999 --> 99:59:59,999
who can identify that waste?

309
99:59:59,999 --> 99:59:59,999
Now, of course,

310
99:59:59,999 --> 99:59:59,999
there needs to be a condition

311
99:59:59,999 --> 99:59:59,999
in your business when a waste like that

312
99:59:59,999 --> 99:59:59,999
is identified that we can

313
99:59:59,999 --> 99:59:59,999
make an improvement.

314
99:59:59,999 --> 99:59:59,999
In the real world sometimes a person might

315
99:59:59,999 --> 99:59:59,999
identify a waste like that,

316
99:59:59,999 --> 99:59:59,999
speak to their boss,

317
99:59:59,999 --> 99:59:59,999
and the boss might say, you know,

318
99:59:59,999 --> 99:59:59,999
we have brought people who

319
99:59:59,999 --> 99:59:59,999
solve those problems.

320
99:59:59,999 --> 99:59:59,999
Why don't you just quit complaining

321
99:59:59,999 --> 99:59:59,999
and get back to your job?

322
99:59:59,999 --> 99:59:59,999
So simple things often are not fixed

323
99:59:59,999 --> 99:59:59,999
because we don't observe directly.

324
99:59:59,999 --> 99:59:59,999
The last waste -- the last waste and

325
99:59:59,999 --> 99:59:59,999
the worst waste of all,

326
99:59:59,999 --> 99:59:59,999
we call over-production.

327
99:59:59,999 --> 99:59:59,999
Over-production is producing information

328
99:59:59,999 --> 99:59:59,999
or material either too soon or in

329
99:59:59,999 --> 99:59:59,999
too great a quantity.

330
99:59:59,999 --> 99:59:59,999
Now in our traditional thinking,

331
99:59:59,999 --> 99:59:59,999
over-production isn't even

332
99:59:59,999 --> 99:59:59,999
a meaningful word.

333
99:59:59,999 --> 99:59:59,999
How could it be a problem to produce more.

334
99:59:59,999 --> 99:59:59,999
Because we'll sell it.

335
99:59:59,999 --> 99:59:59,999
We'll sell it eventually.

336
99:59:59,999 --> 99:59:59,999
Or if we're able to do it

337
99:59:59,999 --> 99:59:59,999
sooner than later, why not?

338
99:59:59,999 --> 99:59:59,999
Uh, but if you think about over-production

339
99:59:59,999 --> 99:59:59,999
if we make something and we can't use it

340
99:59:59,999 --> 99:59:59,999
right now,

341
99:59:59,999 --> 99:59:59,999
we're gonna have to move it somewhere.

342
99:59:59,999 --> 99:59:59,999
And that's transportation.

343
99:59:59,999 --> 99:59:59,999
And then we're gonna have to store it.

344
99:59:59,999 --> 99:59:59,999
That's storage.

345
99:59:59,999 --> 99:59:59,999
And in fact if we're making something

346
99:59:59,999 --> 99:59:59,999
right now, that isn't needed, well,

347
99:59:59,999 --> 99:59:59,999
we're causing something behind to wait,

348
99:59:59,999 --> 99:59:59,999
aren't we?

349
99:59:59,999 --> 99:59:59,999
We don't think of it as waiting

350
99:59:59,999 --> 99:59:59,999
because we're very busy.

351
99:59:59,999 --> 99:59:59,999
But the customer is waiting.

352
99:59:59,999 --> 99:59:59,999
The next job is waiting.

353
99:59:59,999 --> 99:59:59,999
Why do you suppose I made four slices

354
99:59:59,999 --> 99:59:59,999
of toast? Why would I do that?

355
99:59:59,999 --> 99:59:59,999
Well, it's a four-slice toaster, right?

356
99:59:59,999 --> 99:59:59,999
Now I don't even know what

357
99:59:59,999 --> 99:59:59,999
the customer wants, but unfortunately,

358
99:59:59,999 --> 99:59:59,999
this is often the case.

359
99:59:59,999 --> 99:59:59,999
And if we don't know what

360
99:59:59,999 --> 99:59:59,999
the customer wants,

361
99:59:59,999 --> 99:59:59,999
and we may want to maximize the resource.

362
99:59:59,999 --> 99:59:59,999
We may say, don't load that oven until

363
99:59:59,999 --> 99:59:59,999
there are four slices.

364
99:59:59,999 --> 99:59:59,999
Let's keep the customer waiting.

365
99:59:59,999 --> 99:59:59,999
More efficient, isn't it?

366
99:59:59,999 --> 99:59:59,999
Well, not if the customer is

367
99:59:59,999 --> 99:59:59,999
not going to buy it.

368
99:59:59,999 --> 99:59:59,999
We're gonna end up scrapping it.

369
99:59:59,999 --> 99:59:59,999
So you see, this whole idea of

370
99:59:59,999 --> 99:59:59,999
the seven wastes --

371
99:59:59,999 --> 99:59:59,999
-- if you look at it from

372
99:59:59,999 --> 99:59:59,999
an initiative standpoint, it makes

373
99:59:59,999 --> 99:59:59,999
a lot of sense to look for these wastes.

374
99:59:59,999 --> 99:59:59,999
But in our workplaces,

375
99:59:59,999 --> 99:59:59,999
regardless of the jobs that we do,

376
99:59:59,999 --> 99:59:59,999
we've very practiced at

377
99:59:59,999 --> 99:59:59,999
not looking for these wastes.

378
99:59:59,999 --> 99:59:59,999
The day is very long often.

379
99:59:59,999 --> 99:59:59,999
Very rarely do I hear somebody say,

380
99:59:59,999 --> 99:59:59,999
I had a great day.

381
99:59:59,999 --> 99:59:59,999
Well, the reason for that

382
99:59:59,999 --> 99:59:59,999
is all the headaches.

383
99:59:59,999 --> 99:59:59,999
All the things that you

384
99:59:59,999 --> 99:59:59,999
just observed in this process --

385
99:59:59,999 --> 99:59:59,999
you can observe these same kinds

386
99:59:59,999 --> 99:59:59,999
of wastes in any process.

387
99:59:59,999 --> 99:59:59,999
Shigeo Shingo, who was the creator

388
99:59:59,999 --> 99:59:59,999
of these seven wastes,

389
99:59:59,999 --> 99:59:59,999
or at least the first person

390
99:59:59,999 --> 99:59:59,999
to report them, said --

391
99:59:59,999 --> 99:59:59,999
he said it doesn't matter whether you're

392
99:59:59,999 --> 99:59:59,999
making automobiles or baking bread.

393
99:59:59,999 --> 99:59:59,999
Waste is still the same.

394
99:59:59,999 --> 99:59:59,999
Continuous improvement is not about

395
99:59:59,999 --> 99:59:59,999
the things you do well.

396
99:59:59,999 --> 99:59:59,999
That's work.

397
99:59:59,999 --> 99:59:59,999
That's what your customer is paying for.

398
99:59:59,999 --> 99:59:59,999
Continuous improvement is about

399
99:59:59,999 --> 99:59:59,999
eliminating all of the things that get in

400
99:59:59,999 --> 99:59:59,999
the way of your work every single day.

401
99:59:59,999 --> 99:59:59,999
Regardless of the job you do.

402
99:59:59,999 --> 99:59:59,999
The headaches. The problems.

403
99:59:59,999 --> 99:59:59,999
The things that slow you down.

404
99:59:59,999 --> 99:59:59,999
The things that cause you to say at

405
99:59:59,999 --> 99:59:59,999
the end of the day, I'm very tired,

406
99:59:59,999 --> 99:59:59,999
this has been a hard day.

407
99:59:59,999 --> 99:59:59,999
That's what continuous

408
99:59:59,999 --> 99:59:59,999
improvement is about.

409
99:59:59,999 --> 99:59:59,999
So why don't we stop right here

410
99:59:59,999 --> 99:59:59,999
and try to gather our thoughts

411
99:59:59,999 --> 99:59:59,999
as to what we saw in that process,

412
99:59:59,999 --> 99:59:59,999
that can be improved.

413
99:59:59,999 --> 99:59:59,999
Simple things, is what we're looking for.

414
99:59:59,999 --> 99:59:59,999
Kaizen. We're looking for the things that

415
99:59:59,999 --> 99:59:59,999
can be improved through your experience

416
99:59:59,999 --> 99:59:59,999
and common sense.

417
99:59:59,999 --> 99:59:59,999
No big machines. No innovation.

418
99:59:59,999 --> 99:59:59,999
These are improvements as well but this

419
99:59:59,999 --> 99:59:59,999
is not what we're looking for with Kaizen.

420
99:59:59,999 --> 99:59:59,999
We're looking for many small improvements.

421
99:59:59,999 --> 99:59:59,999
So what are your ideas?

422
99:59:59,999 --> 99:59:59,999
Pause the tape or DVD here to see if

423
99:59:59,999 --> 99:59:59,999
you can identify and suggest ways

424
99:59:59,999 --> 99:59:59,999
to remove the seven types of waste

425
99:59:59,999 --> 99:59:59,999
Bruce defined including motion,

426
99:59:59,999 --> 99:59:59,999
waiting, transportation, storage, defects,

427
99:59:59,999 --> 99:59:59,999
processing, and over-production.

428
99:59:59,999 --> 99:59:59,999
Okay, I'll bet by now,

429
99:59:59,999 --> 99:59:59,999
you've had a lot of ideas as to

430
99:59:59,999 --> 99:59:59,999
what can be improved in what

431
99:59:59,999 --> 99:59:59,999
we call the current condition.

432
99:59:59,999 --> 99:59:59,999
And of course, any process can be improved

433
99:59:59,999 --> 99:59:59,999
if we watch and look for the improvements

434
99:59:59,999 --> 99:59:59,999
that can be made.

435
99:59:59,999 --> 99:59:59,999
Now let's take a look and see

436
99:59:59,999 --> 99:59:59,999
what happened when my wife and I got

437
99:59:59,999 --> 99:59:59,999
together to make a better process

438
99:59:59,999 --> 99:59:59,999
for making toast.

439
99:59:59,999 --> 99:59:59,999
What type of toast would you like?

440
99:59:59,999 --> 99:59:59,999
Wheat.

441
99:59:59,999 --> 99:59:59,999
Okay. How many slices?

442
99:59:59,999 --> 99:59:59,999
Just one please.

443
99:59:59,999 --> 99:59:59,999
Very good.

444
99:59:59,999 --> 99:59:59,999
[Rustling noises.]

445
99:59:59,999 --> 99:59:59,999
Hmmm.

446
99:59:59,999 --> 99:59:59,999
[Whistling]

447
99:59:59,999 --> 99:59:59,999
[Clears throat.]

448
99:59:59,999 --> 99:59:59,999
That oughta do it.

449
99:59:59,999 --> 99:59:59,999
[Running water sounds]

450
99:59:59,999 --> 99:59:59,999
All set!

451
99:59:59,999 --> 99:59:59,999
Thanks dear.

452
99:59:59,999 --> 99:59:59,999
So now you see what we mean by Kaizen.

453
99:59:59,999 --> 99:59:59,999
Simple improvements with big benefits.

454
99:59:59,999 --> 99:59:59,999
And simple improvements which come from

455
99:59:59,999 --> 99:59:59,999
direct observation and from the thinking

456
99:59:59,999 --> 99:59:59,999
and knowledge of people that do the work.

457
99:59:59,999 --> 99:59:59,999
For example,

458
99:59:59,999 --> 99:59:59,999
moving the toaster closer to the bread.

459
99:59:59,999 --> 99:59:59,999
How many times have you

460
99:59:59,999 --> 99:59:59,999
experienced this condition?

461
99:59:59,999 --> 99:59:59,999
The work you need to do is done on

462
99:59:59,999 --> 99:59:59,999
a machine which is far away from you.

463
99:59:59,999 --> 99:59:59,999
Why is the machine there?

464
99:59:59,999 --> 99:59:59,999
Maybe that was the spot that --

465
99:59:59,999 --> 99:59:59,999
there was space on the day that

466
99:59:59,999 --> 99:59:59,999
the machine arrived.

467
99:59:59,999 --> 99:59:59,999
Or maybe that's where

468
99:59:59,999 --> 99:59:59,999
the telephone line is.

469
99:59:59,999 --> 99:59:59,999
Or where the power is.

470
99:59:59,999 --> 99:59:59,999
But does it make it easy for you to do

471
99:59:59,999 --> 99:59:59,999
the work or is it causing you to walk long

472
99:59:59,999 --> 99:59:59,999
distances back and forth between

473
99:59:59,999 --> 99:59:59,999
the two processes?

474
99:59:59,999 --> 99:59:59,999
So we focused on a simple improvement.

475
99:59:59,999 --> 99:59:59,999
We moved the machine.

476
99:59:59,999 --> 99:59:59,999
Another improvement that we made

477
99:59:59,999 --> 99:59:59,999
was to the butter.

478
99:59:59,999 --> 99:59:59,999
I know that it's necessary to butter toast

479
99:59:59,999 --> 99:59:59,999
but nobody said that

480
99:59:59,999 --> 99:59:59,999
the butter needs to be hard as a rock.

481
99:59:59,999 --> 99:59:59,999
So we softened the butter and we put the

482
99:59:59,999 --> 99:59:59,999
butter right at the point of use as well.

483
99:59:59,999 --> 99:59:59,999
No more searching; since we don't

484
99:59:59,999 --> 99:59:59,999
need it in the refrigerator,

485
99:59:59,999 --> 99:59:59,999
we can put it right at the point of use.

486
99:59:59,999 --> 99:59:59,999
While buttering the toast is real work

487
99:59:59,999 --> 99:59:59,999
because the customer has asked for it,

488
99:59:59,999 --> 99:59:59,999
we can eliminate the Muda,

489
99:59:59,999 --> 99:59:59,999
or waste of over-processing.

490
99:59:59,999 --> 99:59:59,999
That is, putting too much

491
99:59:59,999 --> 99:59:59,999
butter on the bread.

492
99:59:59,999 --> 99:59:59,999
And at the same time,

493
99:59:59,999 --> 99:59:59,999
eliminate the strain or Muri,

494
99:59:59,999 --> 99:59:59,999
of buttering by softening the butter.

495
99:59:59,999 --> 99:59:59,999
Finally we can reduce the Mura,

496
99:59:59,999 --> 99:59:59,999
or inconsistency of the buttering process

497
99:59:59,999 --> 99:59:59,999
by making it easier to apply a standard

498
99:59:59,999 --> 99:59:59,999
and even amount of butter to the toast.

499
99:59:59,999 --> 99:59:59,999
We chose to keep the flatware where it was

500
99:59:59,999 --> 99:59:59,999
Because that was a good location for it

501
99:59:59,999 --> 99:59:59,999
for other things.

502
99:59:59,999 --> 99:59:59,999
But notice that I picked the piece of

503
99:59:59,999 --> 99:59:59,999
flatware up on the way to the process

504
99:59:59,999 --> 99:59:59,999
while asking my wife what she needed.

505
99:59:59,999 --> 99:59:59,999
I was very careful in the order of

506
99:59:59,999 --> 99:59:59,999
the process because sometimes changing

507
99:59:59,999 --> 99:59:59,999
the order of the process can make

508
99:59:59,999 --> 99:59:59,999
a big difference.

509
99:59:59,999 --> 99:59:59,999
In the first video,

510
99:59:59,999 --> 99:59:59,999
I waited a long time to start the toaster.

511
99:59:59,999 --> 99:59:59,999
In the second video, I started the toaster

512
99:59:59,999 --> 99:59:59,999
as soon as I knew what the customer wanted

513
99:59:59,999 --> 99:59:59,999
And very importantly,

514
99:59:59,999 --> 99:59:59,999
I knew what the customer wanted.

515
99:59:59,999 --> 99:59:59,999
I knew what she wanted and

516
99:59:59,999 --> 99:59:59,999
I knew how many she wanted.

517
99:59:59,999 --> 99:59:59,999
And therefore I was able to make

518
99:59:59,999 --> 99:59:59,999
exactly what was needed.

519
99:59:59,999 --> 99:59:59,999
No over-production.

520
99:59:59,999 --> 99:59:59,999
In fact, I preheated the toaster

521
99:59:59,999 --> 99:59:59,999
so there would be less waiting

522
99:59:59,999 --> 99:59:59,999
for the customer.

523
99:59:59,999 --> 99:59:59,999
Now the process was long,

524
99:59:59,999 --> 99:59:59,999
it was still long, but I found a way

525
99:59:59,999 --> 99:59:59,999
to make good, productive use of my time

526
99:59:59,999 --> 99:59:59,999
that was balanced against

527
99:59:59,999 --> 99:59:59,999
the machine time.

528
99:59:59,999 --> 99:59:59,999
Too often we think that a person's time

529
99:59:59,999 --> 99:59:59,999
is the same as the machine's.

530
99:59:59,999 --> 99:59:59,999
But it's not.

531
99:59:59,999 --> 99:59:59,999
A person can do other things.

532
99:59:59,999 --> 99:59:59,999
And once I realized this,

533
99:59:59,999 --> 99:59:59,999
I was able to load the toast,

534
99:59:59,999 --> 99:59:59,999
get that toaster process going,

535
99:59:59,999 --> 99:59:59,999
and then load the dishwasher and clean up.

536
99:59:59,999 --> 99:59:59,999
And I had plenty of time.

537
99:59:59,999 --> 99:59:59,999
In fact, I was still waiting.

538
99:59:59,999 --> 99:59:59,999
I had extra time.

539
99:59:59,999 --> 99:59:59,999
So these are simple improvements

540
99:59:59,999 --> 99:59:59,999
that were made.

541
99:59:59,999 --> 99:59:59,999
You probably thought of all these as well.

542
99:59:59,999 --> 99:59:59,999
Here's an interesting aside.

543
99:59:59,999 --> 99:59:59,999
At this point, it's important to realize

544
99:59:59,999 --> 99:59:59,999
that Kaizen is small, stepwise improvement

545
99:59:59,999 --> 99:59:59,999
We're not aiming for perfection

546
99:59:59,999 --> 99:59:59,999
in the first try.

547
99:59:59,999 --> 99:59:59,999
But for something better than we have.

548
99:59:59,999 --> 99:59:59,999
And when we get there,

549
99:59:59,999 --> 99:59:59,999
it's likely that we'll notice

550
99:59:59,999 --> 99:59:59,999
something more we can do now to

551
99:59:59,999 --> 99:59:59,999
make things even better.

552
99:59:59,999 --> 99:59:59,999
In that sense, every target condition

553
99:59:59,999 --> 99:59:59,999
immediately becomes our

554
99:59:59,999 --> 99:59:59,999
new current condition.

555
99:59:59,999 --> 99:59:59,999
As you viewed the improved condition,

556
99:59:59,999 --> 99:59:59,999
your direct observation may have uncovered

557
99:59:59,999 --> 99:59:59,999
further opportunities to reduce waste.

558
99:59:59,999 --> 99:59:59,999
What did you see?

559
99:59:59,999 --> 99:59:59,999
Did you notice a potential safety hazard

560
99:59:59,999 --> 99:59:59,999
with the location of the toaster?

561
99:59:59,999 --> 99:59:59,999
Or were you waiting for

562
99:59:59,999 --> 99:59:59,999
Bruce to wash his hands?

563
99:59:59,999 --> 99:59:59,999
Why were the dishes in the sink

564
99:59:59,999 --> 99:59:59,999
in the first place, you might ask?

565
99:59:59,999 --> 99:59:59,999
And did you observe that an operation

566
99:59:59,999 --> 99:59:59,999
was missing in the target condition?

567
99:59:59,999 --> 99:59:59,999
With Kaizen, we are always watching for

568
99:59:59,999 --> 99:59:59,999
additional improvement

569
99:59:59,999 --> 99:59:59,999
and the more eyes watching,

570
99:59:59,999 --> 99:59:59,999
the more we'll see.

571
99:59:59,999 --> 99:59:59,999
Now we've switched on that part of us

572
99:59:59,999 --> 99:59:59,999
that is going to notice waste

573
99:59:59,999 --> 99:59:59,999
and come up with small changes

574
99:59:59,999 --> 99:59:59,999
for the better. Everybody every day.

575
99:59:59,999 --> 99:59:59,999
And the most important part of this was

576
99:59:59,999 --> 99:59:59,999
that the customer was happy.

577
99:59:59,999 --> 99:59:59,999
I produced what the customer wanted.

578
99:59:59,999 --> 99:59:59,999
I made the part move faster.

579
99:59:59,999 --> 99:59:59,999
I made the job easier.

580
99:59:59,999 --> 99:59:59,999
I reduced the time between paying

581
99:59:59,999 --> 99:59:59,999
and getting paid. I reduced scrap.

582
99:59:59,999 --> 99:59:59,999
I reduced the number of steps

583
99:59:59,999 --> 99:59:59,999
that I had to take. I reduced searching.

584
99:59:59,999 --> 99:59:59,999
I made it a good day for me.

585
99:59:59,999 --> 99:59:59,999
And for the customer.

586
99:59:59,999 --> 99:59:59,999
This is what continuous

587
99:59:59,999 --> 99:59:59,999
improvement is all about.

588
99:59:59,999 --> 99:59:59,999
So this is my challenge to you.

589
99:59:59,999 --> 99:59:59,999
Yeah, toast is simple to make.

590
99:59:59,999 --> 99:59:59,999
Go take a look at another process.

591
99:59:59,999 --> 99:59:59,999
Go take a look at your job.

592
99:59:59,999 --> 99:59:59,999
But this time, watch

593
99:59:59,999 --> 99:59:59,999
with an eye for improvement.

594
99:59:59,999 --> 99:59:59,999
And see how many of these wastes

595
99:59:59,999 --> 99:59:59,999
you can identify and remove.

596
99:59:59,999 --> 99:59:59,999
[Music.]