GA 129 | How to Apply Lean to Agriculture with Jeff Duarte

You're listening to episode 129 with Jeff Duarte. Welcome to the Gemba Academy Podcast, the show that's focused on helping individuals and companies achieve breakthrough results using the same continuous improvement principles leveraged by companies such as Toyota Del Monte and the U.S. department of Defense. And now, here's your host, Ron Pereira. Hey there. This is Ron Pereira with Gemba Academy and I'd like to welcome you to another edition of the Gemba Academy podcast. As always, thank you so much for coming, for taking time out of your day in your week to listen to the show and for watching our Lean and Six Sigma training videos over at Gembacademy.com, we definitely appreciate each and every one of you. Now today, I'm excited to welcome Jeff Duarte to the show. Now back on episode 125 we had Dalton Prather. And then episode 127 we had Gary Beaudet. And both of those fellows were, are associated with Duarte Nursery. And we got, we've had some really good feedback on those episodes and those guys introduced me to Jeff. And Jeff, as you'll hear, is one of the family members that started the company. So in this episode we really kind of talk, we really dig into kind of how they got started, why they got started, how they kind of fumbled along a little bit, I think in the beginning. As Jeff explained, they learned a lot through those early days and then they brought Gary in and, and really turbocharged the effort. But it's always fun and interesting to hear how different industries and they are a nursery. So it's a very different type of industry than many of the folks probably listening to this podcast work in. So Jeff seems like a really great guy. He really understands the concept of respect for people and you're going to hear that come through again and again during the episode. I do want to give a quick shout out and reminder for everyone to please go to gembapodcast.com survey1 and that's the number one. So gembapodcast.com survey one and help us make the show better. We're going to be making some format changes to the podcast. Again, nothing earth shattering different or anything like that, so don't worry. But we really do want to make the show better and we need your feedback to make that happen. Now show notes for this particular episode can be found over@gembapodcast.com just look for episode 129. All right, enough from me. Let's get to the show. All right, Jeff, well, thanks so much for coming onto the show. Where are you calling in from?

Calling in from Houston, California, which is near Stockton. Between Stockton and Fresno and the Central Valley.

Nice, nice. All right, well, we were talking before we hit record here that this is Duarte Nursery is kind of taking over the podcast here. So it's been a great run with. First it was what, Dalton and then Gary and now the man himself. Thanks for coming on.

Well, thanks for having us. It's been a nice way to kind of look at the different approaches to lean from the different positions. Mine is from the business owner position Dalton was from. Well, he's an employee now. He originally was brought in under the consultant, Gary Beaudet as an intern. Yeah. And he did such a good job when the internship was up, I offered him a position and so he's part of. Part of our company now.

Nice, nice, nice. Well, we're gonna dig a lot into your company, but why don't we kind of kick things off with just talking a little bit about Jeff first, maybe about your background and how you kind of personally came to learn about continuous improvement. And then I definitely want to dig deeper, you know, from company perspective, but we'll save that for a bit.

Sure. Well, my background as far as school studies was in advertising, so I'm in manufacturing now. And we produce starter grapevines and orchard trees for farmers that grow wine grapes, table grapes and nut crops. And we originally had a houseplant nursery in San Diego and came upon tough times. My dad at the age of 55, moved back home up here to Northern California and built a very small grapevine nursery. Our brother John and I joined the company from the early days. And so my mom and my brother John and my dad and I have built this company over the last 27 years. And we've kind of discovered that the family owned business model wasn't working for us as we grew. So we turned to lean and had some really good people to help me out in learning lean. So it's been a lifesaver for our company.

Nice, nice. All right, well, you know the drill. I know you listen to the show and appreciate that for sure. So we like to start with a quote. So do you have one?

I do. We were visited by Ritsu Shingo a few months back and. And we were doing a Gemba walk and we stopped and looked at the truck loading crew and at the end of the load, they put the final load lock down. It's a two by six board and they put it into a clip and then they hammer a Nail into it. And he said, why are you putting the nail into that? I said, well, we have to secure it. He says, but they're stopping their work to get down and find the hammer, find the nail, jump back up on the trailer and put the nail in. So why? Who's responsible for taking that nail out? Is it the truck driver? Is it the customer? And then he says, well, you know, I really don't even care who's responsible for taking the nail out. I want to know if that nail is necessary to begin with. So we got into a conversation about why is the nail necessary? Well, from time to time, the shelves can fall, so we like to secure it with a big nail. He said, well, why do they fall? Well, some roads are bumpy, and some of these farms will. Why are they driving so fast? So he went into this whole concept of, you know, into the five whys, and the quote ended up being, there's nothing more inefficient than doing something efficiently that doesn't need to be done at all. And it's really something I look back on often. It's like, okay, now we're looking at a way to make this task more efficient, but how do we eliminate the task altogether if possible?

Yeah. Wow, that's pretty powerful, right? All right, well, let's dig into Duarte Nursery. We covered it a little bit with Dalton and Gary. Sorry, but talk about the nursery business. What's it all about?

Well, there are different types of nurseries. There's a kind of nursery that grow landscape plants that you see in a lot of the box stores. And then there's our type of nursery, which is agriculture nursery. So we supply to farmers rather than to homeowners. And our challenge in our business is, you know, we've got. First of all, we're located in California, so there's some challenges innate there. At peak season, we have about 900 people. They're split up among about 60 crews and spread out over a couple hundred acres. And the facility is both indoor and outdoor. So you've got greenhouse buildings, you've got, you know, metal buildings, you've got fabrication shop offices, and then a lot of outdoor, basically bench space where we do a lot of the irrigation, and we hold the plants outside. So along with loading docks and all the other things, the sight lines are very difficult. You can't really see your workforce all at once. I look at some of these big, clean factories. I'm just jealous at how they can have these vantage points up high and kind of see everything work up on the catwalk. Yeah, we're the opposite of that.

Yeah.

And we're a mix of English speaking, Spanish speaking people. And one of the most difficult things about our company is we have about 30 to 40% new people each year. So we're seasonal. So we do get quite a few people that return every year. But there's always a lot of retraining and rehiring. About 30 to 40% of our workforce.

Okay, well, what's your lean story like? How did you first. I guess let's start. How did you first learn about it?

Well, I have a good friend who is in the auto manufacturing business and he has this. He provides sound dampening mats for a lot of the big auto manufacturers. And he's really hardcore lean and he's got five plants and all of his plants are located near the factory. So he reduces his transportation costs and it's all just in time. And so he came out here and gave us a crash course on lean. And we had about 30 of our employees and he taught us about what the customer really values, how to decide that, determine that. Taught us about problem solving and how to do fish bones and just kind of the five whys and just how the lean process really works. And so we took his advice and we started our first, we called it the Kaizen Committee. And we started on our first project and we're like, okay, we need five whys. Okay, it's not four whys, it's not six whys, it's five whys. So we, I mean since then we've relaxed a little bit and we kind of learned more about it and you know, how do we use each tool? But that's how we came into Lean. And he ended up giving me a copy of the Toyota Way and, and I was bit by the bug. And then I met Gary Beaudet and hired him on as a consultant and he walked in with a copy of the Toyota Way.

Okay.

And so he's taken us to the next level with some more of the tools and sort of the, the hands on approach to lean and he's just done fabulous work for us.

Now when was this? When the, when the automotive friend came in. How long ago was that?

That was about, I'd say two years ago. And then Gary is probably just over a year ago.

Okay, okay. So the first year you guys just kind of kind of hacked away at it, I guess.

Yeah, we did and that helped us a lot, you know.

So I guess let's talk about those early experiences with just on your own Just kind of renegade style. How did you. I know you practiced five. Why? And so forth. You formed a committee, but what did you do?

Well, we started off by trying to measure productivity. Learned a lot. Learned a lot about respect for people in that time.

What do you mean?

Well, so measuring productivity is something that's very important to do, but if you do it like we did it in the early days, you can have some hiccups. So what we were doing is we would say, okay, this person planted 2,000 grapevines today. And we'd put their name up, and then we put the Perrito chart up there and we'd say, okay, well, this person's, you know, slow, and this person's fast. Well, the fast person's having a great day and the slow person isn't. Slow person's embarrassed. So. Well, let's take. Let's take the names off of it and let's put the company, you know, the employee ID numbers on there. Well, that's fine, but they do know each other's employee ID numbers, so even that was embarrassing. So what we've gone to is let's track the whole crew. Let's just set an amount for the whole day for the crew, and let's track the crew and post it together so they can celebrate together. And if we have to counsel an employee, then we'll take them and look at the individual numbers privately, and we'll take them aside and we'll discuss about how we can help them improve their numbers and what we can do. So much of this boils down to respect for people. And we've kind of learned that the thing that's tricky about that for us is you get impatient and you want, you know, something seems intuitive. Hey, we make this change, it's going to be great. They're going to love it. Well, if you don't include them in the change, they don't necessarily love it. Even if it. If it does make the job easier or faster. You can really get hung up if you don't really follow the communication channels all the way through from the managers all the way down to the crew, the crew members.

So from a, I don't know, practical, tactical perspective, how was the productivity once you started measuring? It's been my experience that just the simple act of. Of kind of measuring and monitoring something almost makes it improve without even doing anything. Did you guys see anything like that?

We saw exactly that, Ron. We saw, you know, before we made any changes, we said, let's just take a look at, you know, just to benchmark things. Let's just take a look at, you know, how we're doing now. So we said, okay, we're going to record how many. How many vines we graft a day, and we're just gonna post it on the end of each cruise table. And we saw about a 20% increase. Just knowing that somebody was watching them and paying attention and it mattered how many they made had a pretty significant increase in productivity.

Yeah, well. And I think it almost gamifies the work a little bit. It makes it more fun. It's a challenge. Like, they know what they did yesterday. Can we do more today? Right?

That's right.

It just makes it more fun. So instead of a Big brother kind of attitude, it's kind of.

We see a lot. Sure. We saw a lot of competition between the crews. You know, we did this many, did that many. Well, we have a new person on our crew. You have all the veterans on your. So they really got into it.

Yeah, yeah, yeah, yeah, yeah. So, okay, well, give us some more stories, some examples of how you guys have applied. Applied Lane, even since Gary's come on.

Let's see. Well, we've applied lean through four basic tools, I would say that have taken us 80% of the way through our journey this far. And to date, it's only been a little over a year. Our headcount is about 30% lower than it was year to date in 2015. And we've been able to redistribute the labor. So I mentioned we've got a lot of attrition, so we don't have to send people home when we find deficiencies. We can redistribute the labor and keep the people working. But the four things. First thing we want to do is establish work standards. So people need to know what good looks like. And so we did a lot of work on getting good photographs, making good descriptions that are simple enough and detailed enough to communicate what good looks like. The next thing was establishing a good quality control system so we can go through and say, okay, you're doing it right. You need to work on this. You need to work on that. And behind that is defect measurement. So not only are we saying, hey, it's not up to quality, but this is the particular defect that we're seeing. And then we can go through and counsel an individual employee on an individual aspect of the work rather than saying, hey, everything needs to be changed. Everybody gather around. We don't have to do that and stop everybody. We can just say, hey, you need to work on this one thing, and then we'll track it again and we'll talk again tomorrow or the next day. So that was really helpful.

So, work standards, QC system.

Work standards, QC system defects. Oh, then just the countermeasures part of it. Just being able to say, okay, now that we know that the defect is there, let's talk about the reason it's there and what we're going to do to. To eliminate it.

Let's circle back to the work standards. I'm curious, like, how did you go about that?

Well, start with observing the work, and when it's being done right, you want to time it. You want to take pictures of it and say, okay, this is how long it should take. This is basically how fast we should be able to accomplish this. Looking at the safety, safety facts, factors, and making sure the ergonomics are correct. But then just taking. A lot of our work is very dexterous hand grafting and sorting plants. And so we want to say, okay, this is exactly what things should look like when we're done. And the trick to it is just making sure you have good photographs and that they're big and that they're very simple. And then if you take somebody from another department and bring them over and say, can you do this job based upon this description? And they can, then you're successful.

Yeah.

A lot of times you take pictures that are too far away, and we know what the picture is supposed to be telling the person, but the picture really doesn't tell it until you take it just the right way. So the photography is key to doing work standards in this company.

Interesting. Interesting. Very cool. So I'm curious if you could go back and let's say, well, I guess you've been on a journey for, what, two years, Right? Something thereabouts. If you could go back and spend, I don't know, five minutes with yourself, Jeff of today could go back and speak to Jeff two years years ago, and you could give yourself one piece of advice as it relates to your lean journey. What would it be?

It would be. There's a lot of things I would say. One of the most important ones was lean has shown me kind of how off base I was when I was selecting leaders and supervisors. And often I would look who's the fastest guy and let's make them a supervisor. The thinking is that if they're fast, they'll teach everybody else how to be fast. Well, in lean, you don't necessarily need the fastest person to teach the crew. You need the person that's the best teacher to teach the crew. So if the workers have good work standards and a good QC program that identifies defects in a forum to discuss the five S's and problem solve, they'll be successful. So if I'm picking a person who's essentially going to be a change agent for the company, I'm looking for a different personality type under lean, where it used to be. Like, if I pick that person because they're maybe a type a person, they're very confident. Well, I can go over here and do this, and I can be confident that that department's running itself. But now I've got lean, so I know that the system runs the department. I don't need a personality to run the department. So if I give myself advice, I would say look at the personalities that lend themselves more to teaching and listening, rather than just the people who are the ones that immediately jump out at you as the most confident.

No, I love that. I mean, I saw that when I was in industry. Just, you know, the best hotshot engineer didn't necessarily mean that you're going to be a good leader of people. You know, some people just have different talents. Right. And. Yeah, that's awesome. Very good. Very good. So, last question for this section. What are you most proud of as it relates to your lean journey?

I'm most proud of, you know, people look at lean, and it can be scary, you know, when employees look at it and they say, you know, you're asking us to do these things and we're gonna be more efficient. And that's good for you, but what's in it for us? I mean, as far as we know, you know, we're gonna maybe lose our jobs if we're too efficient. And so we have to take time to stop and talk to them, you know, on the Gemba and say, you know, answer these questions, you know, because that is one of the most common ones, is like, look, we want to do this, but why? So the answer we give is, you know, we have to stay competitive. And it gets into a conversation about we have to be better. Excuse me, better than the next nursery down the road. Because they're doing this stuff, too. Everyone's doing this stuff now. So we have to be competitive so that we have. So that we have jobs for you, and that the more competitive we are, the better those jobs will pay. Hopefully our company will continue to grow and create more jobs. But I think the thing I'm most proud of is the ability to do that. You know, we've become more efficient Our costs are down. The company's much healthier now that it's taken on a Lean approach, and ultimately that's better for our employees. So what can be perceived as a negative in some aspects by employees if they're not communicated to, is actually a huge benefit to them.

Yeah, I think that whole aspect that Lean's gonna make me lose my job is probably the most common just across any industry. In fact, it's just the total opposite that if we do this properly, not only are you not going to lose your job, you should never lose your job because of Lean, obviously. Right. Or it'll kill the program dead in its tracks. But we can grow the company. Right. We can hire more people and, and, and so forth.

And, and that. That all really does resonate if, if you really. If you take the time and go out there and answer the questions because you get so, so caught up in. In, you know, time studies, motion studies, let's 5s this. And let's, you know, you get so caught up in the tools.

Yeah.

Half of this, I mean, half of this, in my experience, is psychological.

Oh, yeah. I would say more. More than half, probably more.

And, you know, people say, you know, why. Why am I doing this? I'm doing the same thing every day. And you have to stop and say, okay, let's talk about why you're doing that. You know, we're a nursery, and we grow little tiny trees and little tiny grapevines for people to plant and grow out. And they grow out the food that feeds the world. So we're the first step in that. We're the first step in being able to provide protein to third world countries that they don't have a cold chain and refriger. They can't have meat and chicken and eggs and things that we have, we take for granted. They have to have things like nuts. And we're part of providing that for them. And you can take it on down. It helps prevent disease, all kinds of things. But we're the first step in the process of what's feeding a lot of people out there. So usually when you put it in that kind of light, they smile and they understand. Okay. That's why we come to work every day. And it's important for them to know that that's our purpose here.

That's pretty powerful. Love it. All right, very good. Well, let's go ahead and transition into the reflection section. And the first question is, you know, we speak about continuous improvement and respect for people, kind of those two pillars. What does respect for People mean to you, Jeff?

Well, like we said earlier, it's a lot of psychology, and it's important to include the entire management supervisor staff in the lean initiatives, not just problem solving. When something seems intuitive or obvious and you say, hey, I want to give this person this tool, if you don't go through the right channels and respect the manager, respect the supervisor, they'll become offended. Because people that are good supervisors, good managers, are very proud of the system that they have. They're proud that they're not working overtime. They're proud that they're not working on Saturdays. They're proud that their quality is good. So when you step in and you give their crew a tool or something with good intentions and you haven't told them that's what you're doing, it's offensive to them. So just including the staff in decisions and helping them take ownership of the decisions, because once they take the ownership of the change, whatever it is, then they'll work tirelessly to see it through and make it successful. But if it's somebody else's change in their department, a lot of times they'll reject it. Yeah. So. And going out to the gambit, it's. It's more than just about, you know, flash meetings and time studies and stuff. It's about meeting with the people and answer the questions like we just talked about, why am I doing this? And they may have a question, you know, who's the guy with the stopwatch over there? And, you know, yeah, want to make sure my job is safe.

So, yeah, yeah, got it.

Just communication. And it sort of sometimes becomes the last thing on your list of priorities is communicating, but it needs to be the first thing.

Yeah. What's the best advice you've ever received?

The best advice is actually just recently here, it ties into respect for people because we had a manager here who had been with us, has been with us for 24 years, and we were implementing this push cart system. We go up and down these benches of plants, and a lot of times the people have to carry heavy trays of plants around. It's like, oh, it's such a stress on their back and tires them out. So, hey, we said, hey, let's get some push carts. And they can just run the carts up and down and save their back and they'll love it. So we implemented in a couple of crews and they did love it. So we came across this other crew and they didn't have the push carts. And I said, hey, let's get the push carts over here. These guys don't have them yet, so we just dropped them off without telling the manager that we were doing that. So he comes in, and he's one of these great managers, doesn't work the overtime and doesn't do the Saturdays. And he's done everything we've asked him to. And here I am coming in, you know, rearranging his furniture, you know. And so he says. He actually. He says, I want to quit. I said, what's going on? He said, well, I'm not being, you know, I'm not being let in on what's going on in my department, and I'm working hard. And he says, I want to quit. I said, well, I said, look, don't quit. Why don't you take some time off? He says, okay, let me take three months off. And so we said, okay. So my dad came in and he gave me some advice. He said, I hear Jaime wants to quit. And I said, yeah. He said, well. I said, but actually, he's not going to quit now. He's going to take three months off. He said, well, make sure that you don't make him go file for unemployment. He said, keep sending him his check every week just as if he was working. Show him the respect of that. And so I said, that's great advice. And so we did that, and two weeks later, he came back.

Wow.

So that was great advice. My dad, I mean, he's. He's not completely into the whole lean thing, but he's into the respect for people thing for sure.

Yeah, That's.

And he. He and my mom are both in their. Their early 80s, and they're still here at work every day. And it's nice that the foundation is. Is built on respect for people.

Wow. What a great story. What a great story. All right. Do you have a personal productivity habit that others might benefit from?

Yeah, it's probably one that a lot of people are doing already, but we take advantage of the Apple TV technology, and a lot of times you walk through the nursery and you see this or that, and we have our staff meetings on Tuesdays, and it's really helpful to snap pictures and videos. It might be something regarding safety or productivity or something, but you just bring it into the meeting and you stick it up on the TV through Apple tv, and you can enlarge things and talk about specific work habits or. Or quality things, and you can all just kind of talk about it, and then somebody else can pull out their phone and put stuff up on the Apple TV and talk about it. So I Found that's been extremely helpful just as a communication tool.

Nice. I never heard that. That's great. I mean, I know about Apple tv, but I never thought about using it that way. That's great. All right, so is there anything over this last year or so, as you guys have been on this journey, that surprised you?

Well, yeah, a few things have been surprising. One thing is just how quickly lean tools can affect things. Like I mentioned before, we've increased our labor efficiency by about 30% in the last year. And I credit a lot of lean tools, as well as the fact that just a lean culture provides a form for creative thought that, you know, normally results in easier and simpler processes. Once you get people to understand the lean, you've gone through all those questions and answers, and they're on board now. They're just giving you everything they've got. You know, we have classes where we teach them about how to do fish bones, and everyone wants to do five fishbones, and you just get inundated with all this stuff. So if we wanted, like. And we have tools, Gary's brought in some tools. Like, time architecture has been a big tool that, you know, if someone says, hey, I need some help over here, the first thing we'll do is we'll say, okay, we'll fill out this time architecture, and let's see how much time you're spending in transit. Let's see how much time you're spending. You know, your safety meetings. Have them do that for a couple of days, and we'll say, okay, now we've got your time architecture. Now we've got a tool to see where exactly the help is needed or if you're doing something that somebody else can help you with. Maybe we need to add another body there, maybe we don't. But just how fast the lean tools can affect your company and the health of it and the cost of running it has been huge surprise to me. Pleasant surprise.

Yeah. Yeah. Nice. So let's say that you're going through your week and things just aren't going like you'd like them to, and you're a little bit in a rut. Do you have a routine or ritual that you follow to kind of dig out?

Yeah. And it kind of goes back to respect for people. When we talk about respect for people, we're not just talking about employees. We're talking about respect for people. And that includes. That includes your family, includes your friends, includes your, you know, your business relationships upstream and downstream. So what I like to do, I wish I could do more of it is get out with our sales reps and visit customers. And while I'm out there, you know, back to the Apple tv, I just take pictures of quality issues and big, beautiful vineyards and, you know, things that are going right, things that aren't going right, things we can improve on. And then I bring it back, and we all sit in the conference room and put it up on the TV and we talk about it. And they can kind of see it's kind of like a class that graduates when you send out a crop of trees and they get planted and they all sit there and they're growing well, and they're doing everything you wanted them to be doing. So I find that to be pretty inspiring. So I like to get out and visit customers to recharge.

Yeah. Nice. All right, last question. Is there a knowledge or skill area that you feel you need to focus on maybe in the short term to become a better lean thinker?

You know, I think employee evaluation is something that lean has changed the rules on. You know, we talked a little bit about it earlier, but, you know, the personality types of people that you want leading your lean crews have to be the personality types that bring the best out of all of the people in the crew, you know, because ultimately, you want. You want the feedback to come from. From the crew. You know, hey, I need a different set of clippers. I need to walk, you know, shorter distance to get my supplies. The best advice and the best, you know, the best improvements come from. Come from there. So just to be able to choose supervisors that bring that out in people, that can motivate people and that can listen to people. Yeah, got it, Got it.

All right, well, Jeff, I really appreciate you taking time. I know you're very busy. It's been great chatting with you. How close are you guys to Morro Bay? Up and, you know, Morro Bay, we're probably two hours. Okay, well, my business partner, Kevin Meyer, that's where he lives, and we've got a few other sales folks that are out your way, so we'll try to link you guys up. And next time I'm out there, I'd love to swing by and say hello.

Yeah, absolutely. That'd be great. It'd be nice to meet you.

Yeah, yeah, yeah. All right. Do you ever get to any conferences or anything like that?

You know, I. I want to get to the ame, and I haven't yet, and I'm not going to be available this year, but I know next year is in Boston, so I'm Thinking that might be the one we stick on the calendar. And we'll take a contingent out there. Yeah. And attend that.

Yeah, that'd be great. That'd be great. All right.

I got a kick. Speaking of lean, I got a kick. I was in my daughter's kindergarten class the other day, and. And essentially, a lot of the visuals that you think of as lean are in that classroom. You know, it's like when you go in the bathroom, flip the sign to red. When you come out, flip it to green. And then all, you know, group A sit on the yellow stripe, group B, sit on the blue stripe. And all the cubbyholes have their little pictures above, and it's like, this is lean.

Yeah, yeah, yeah, yeah. And somehow we unlearn that right. As we get older. I don't know.

Absolutely.

Want to learn lean, Go to kindergarten. That's great. All right, well, hey, how can people connect with you?

Well, it's jeffuartenursery.com and that's usually the best way. Just send me an email and spell your last name. Duarte. D U, A, R, T E. Nursery is N U R, S E R, Y.

All right, very good. And we'll link that up on the. On the show. Are you on LinkedIn or anything like that?

I am not on LinkedIn yet. I need to get that set up.

Okay. All right. All right, well, thanks again. And I don't know if there's anybody else over there that wants go to come onto the podcast, but, you know, come on if you do.

Okay.

Love to talk to you. All right, you take care. Thanks for listening to the Gemba Academy podcast. Now it's time to take a free, no strings attached, fully functional test drive of Gemba Academy's School of Lean and Six Sigma over at Gembaacademy.com gain immediate access to more than 500 Lean and Six Sigma training videos free of charge at Gembaacademy.Com Sam.