GA 230 | How to Become a Six Sigma Black Belt with Md Hasan

What I have learned is change our mindset, change our views, and develop the Kaizen mindset within ourselves.

Today, I'm really excited to welcome MD Hassan to the show. Now, MD recently completed our black belt certification, which allowed me to get to know him quite well. Now, as you'll hear, Maryland is extremely passionate about continuous improvement. And I think it's safe to say MD Is pretty passionate about life in general. On today's show, MD And I talk about his diverse work experience that started in Bangladesh and eventually led him all the way across the world to Michigan. We also talk about his black belt project, which involved a heavy dose of smed, or quick changeover, as it's sometimes called. The show. Notes for this episode, which will include links to everything MD and I discuss, can be found over@gembapodcast.com just look for episode 230, which is. You can also check out GEMBA Academy's Lean Learning system over@gembaacademy.com with a fully functional trial. Now let's get to the show. All right, MD welcome to the show. How's it going?

No problem. It's going great. Glad to be here, Ron.

Yeah, yeah. We're really excited to have you on and super proud of you for finishing your black belt. You did a great job. And I think it's something we want to do more often is folks that finish a certification with us, we want to have them come tell their story. Like. Like you're going to. So. Yes.

All right.

Thank you.

Thank you. Thank you, Ron.

All right, well, before we. I know you listen to the show, and before we get into you telling us about yourself, let's start with a quote. Do you have a quote that you'd like to share?

Yes, I have. I have a favorite quote from the Winston Churchill. It says, like, success is not final. Failure is not fatal. It is the courage to continue that counts. So the messages here, sometimes we all think, oh, we are successful in the projects and life, but it is not the final things. We are getting success because we are setting another and going for another big success, better success, you can tell. And the failure is not always federal, as long as you learn from that and have the courage to continue for improvement. Right. So that's the whole. And I like that code pretty much.

Yeah. Jocko Willink says. He says, so if you fail, he says, are you still breathing? Yes. Good, you're alive. You can continue to fight, you know?

Yeah, that's what it is. Right. So you gotta continue to. And have that mindset of continuous Improvement and fighting back and figure it out why we fail and what are the things we can fix or you know, improve to make it, make the things going and going in the right direction. So that's what.

Exactly, exactly. All right, so md, tell everybody about yourself, tell us about your background, how you first came to learn about all this continuous improvement stuff and then definitely tell us what you're up to these days.

All right, so basically my home country is in Bangladesh, which is the other part of the world. You can say the other side of the world. But you know, I always tell people that we are all from the same solar system. Right. So we are all from the earth. And I think myself as a global citizen and you know, I came from a very middle class family background back in Bangladesh, born and raised in Decca. The capital of Bangladesh is around like, you know, you can say like, you know, 160 million peoples in a keener country like Nebraska. So I have grown up in the capital and get my bachelor of mechanical engineering. I get two years of experience in a pharmaceutical company there with leading procurement and project management. And then I decided I want to go forward and do some more higher study. So I ended up in United States in 2014 and I do my master's in mechanical engineering. I came to Michigan and from them it's been going great. Well, so I did a couple of internship in automotive in a hydraulics company and in my current role as a process engineer in ALP Lighting Incorporation which is like a manufacturer of lighting components for all major OEMs. One of our brand is lexalight. The role I'm doing here is leading process improvement, lean manufacturing and change management. And the core things is I'm trying to drive the operational excellence throughout the organization. So. Yeah.

Yeah. Awesome. Okay, so I got a really, really important question. I didn't even intend to ask this, but now it just popped in my mind.

Yep.

So what in the heck is this game cricket all about?

Oh, cricket. Do you, do you think like a football in American football? You know you play football with hand? Yeah, I don't know.

Yeah, all right, all right, fair enough, fair enough. Oh, fair enough.

But I get a lot of questions from my colleagues that what is the heck is this? And you know what, what does it mean by cricket? You play like, like 11 peoples and there's like stand and you have a ball and you know, people hit the ball with the bat and it goes along like what is the boundary, what is the success score and all that kind of stuff. It's weird and I said, you know what?

Like, did you play it growing up?

Yes, I do. Like in my high school, like I oftentimes I play that. That cricket games? Yeah.

Oh, that's awesome. I mean, I like watching it. There's some people that get. Get together at some of the parks over here and I'll stand there and watch them and man, they really whip in there, man, you know?

Yeah, I know. And they're like, especially in, in South Asian parts, like, you know, India, Pakistan, Bangladesh, Sri Lanka, we have a large amount of fans for cricket. You couldn't believe that people. How people are crazy for cricket there now.

The best. The best are the people. India, right? It's the best. Aren't they the guys in India?

I don't remember who is the champion right now, you know, but I think the last one I remember is India.

Y. Yeah. Yeah. Okay, good stuff. All right, enough cricket talk. But I. All right, so. So, so obviously you've got a really diverse background MD So I don't. Can you maybe talk about some of the different types of work experiences that you've had over your. Your career?

I work as a engineers in procurement department and leading like project management and launching of phase of the engineering project management and the procurement of all mechanical machineries and utility systems. You know, the big like boilers, you know, turbines, you know, all the, all the mixing chambers, all mechanical equipments. So yeah, I have the experience there and you know, when I work as a procurement guy, I used to do a lot of supplier customer relationship, right? I used to. I still have a lot of vendor communications and meetings with different kind of vendors. And my cultural diversity is having work with the different vendors is very great. Like you know, when I work with some Chinese vendors and you know, when I work with Japanese, Indians, Koreans and on the other side of the side of the coin like Italy, Spain, you know, Germany, the United States, all these, all these stores. And when I communicate with them through a requirement of purchasing, there's been a great experience of how people react, how people understand the problem and then what are the solution they can offer. That just boggles my mind. So that's where my cultural experience start from.

What do you make of us crazy Americans?

You guys are awesome. I can tell based on the, based on the needs and the values in the society community. And the other thing is America has a large opportunity for the technical mindset, people, professional people and the continuous improvement of the whole community. Right? So we are so diverse. I love the American population that we're so diverse that there are A lot of opportunities for learning from that diversity and getting these, getting these into action for continuous improvement of the community, for the society, for the organizations. Right. Because as a whole, we all, as a human. Humankind. Right. We're human. So we all want to grow and develop. So I think diversity will is helping us to get that ball rolling for the future development and continuous improvement.

Yeah. So you're, you know, I got to know you pretty well, M.D. as we, as we talked a lot through your certification and you're really, really one of the thing I enjoyed about working with you and just knowing you is you're very passionate, you know, about continuous improvement. It will always upbeat. Even if you had a bad week or something wasn't going well, you were always positive. So my, I guess my question is, what is your what's your why for continuous improvement? Like, what is it that's driving this passion?

I think when I started learning from different thought process of different cultural background of people. I work throughout my career and internship and educations. I learn a lot of ethnic values. I learn a lot of religious values as well. I know I come to a lot of diverse team working experience and I do learn a lot of leadership perspective too. Right. So different kind of leadership, different source of mindset. So I learn from all of different things and I find out my why is I want to serve the community for a better future. That's my why. Okay. So I want to serve the community for a better future. But community, I mean, as a global citizen, I want to serve the art community for a better future. This is my whole why now in terms of lean and continuous improvement, how it happens is lean and continuous improvement is giving me the opportunity to create the value for the community by contributing to change for the better. The continuous improvement efforts that we are doing in the organization is ultimately helping the community to do better. If you look at that purpose, I found my why is serve the community for a better future. That's going to be my why.

I love it. I love it. Let's talk about. And I want you to brag a little bit because you did a fantastic job about your black belt project. Tell everybody about it.

Oh, you want me to tell everything?

Let's start with how great your coach was. You know.

What? That's terrible. You know what I mean? Yeah.

We won't use this as a testimonial. Right? Right.

Okay. So the blackmail project I do is based on the lean principle. And one of the lean tools we have is the smed single minutes of exchange of DICE and the principles and we do a project of the SMED and to reduce the changeover times in one of our machines, which is creating a lot of value for the organizations. We want to reduce the change over time for the machine. And then we go through the DMAIC and PDCA fluid approach. I want to call it DMAIC and PDCA blended approach. Before I even get to that point, we are going to really do the projects. I started with something really simple, questions to my team. So I gather folks from the production floor quality and the management side of that and say, hey, why we need to reduce the change over time? Can you guys tell me why? Then people talking about why we need to do that before even get started, right? And then I said, okay, how does it impact the business KPIs and the performance of that? So then we come up, oh, the changeover times will improve our on time delivery performance. We change over time. Reducing the change over time will always improve the efficiency. It will give us more freedom to production leveling. Right. And all these kind of whys. And then we find that, oh, we need really business values to go forward with these projects. And as I said, the whole process is very fluid and blended in my project. And I go through the process formally, obviously I go through the process and steps of data stratification, project selection, measure phase, countermeasure phase, improve phase, analyze phase of all these. But I want to make sure that my team is aligned with the vision. Is why we are doing that now.

Sorry to interrupt. How important was it that, that you did that? Do you think that getting that, why that buy in? Because a lot of people skip this part, you know, they just jump right in.

Yes, I know. And then I think that's a huge, huge part of that process. Because when I dig into that process and I find out the whys and I share these and we all dig into that, say okay, we need to do that when everybody is aligned, right? I see the people is creating a movement and people are going through that, through that process and participating and be more engaged. I believe that if I didn't do that, why we're doing that, I wouldn't get that kind of engagement from my team to accomplish the PDC cycle and the make cycle of this project. So I would say this is great. And this is something that every organizations and lean practitioners ask before even try to deploy or even implement lean throughout the organization. You know what I mean?

Yeah.

That why we need lean, right? So why we need need, what are the vision? What do we want to achieve with Lean? So this is going to be a fundamental question I think we should always ask in our project phase in our everyday life and in our organizational perspective. So basically I go through the process of data stratification, project selection, then we go to the current state analysis of video analysis. We do the team brainstorming of what are the root cause, find the root causes and develop some countermeasures, Implement the countermeasures and analyze the after changeover videos to find out how much improvement we're getting. So once we get some improvement, we make these as a standard and then we are going through the second cycle of that project right now to go over again and find out what are the major opportunities we are still having to improve. So for the first run of the PDCA and approach of this project, we were able to reduce 24% of change over time. And now we are creating standards, that's as a standards and going from there. So we are still digging into that. I mean I can tell you like yesterday I was having that conversation and the team meetings with that projects continue to be going on and we are going to replicate that ideas of Smith to the other machines which will create a lot of value for the organizations and on the other plans too. So all these things come into the places and it originated from the why we are doing it. Right.

Well, what I love about it is you guys did this pretty quickly as well. You got 24, 30% whatever it was improvement pretty fast. Which we satisfied the requirements if you will for the certification because you followed the process and met your goal, but you didn't stop. And again a lot of people unfortunately see this. That's why sometimes these certifications get a bad name. It's just some people go after them for like one and done and want to line on their resume, whatever, that's cool. But. But then they just don't, they don't, they don't keep going, you know. And it's not like you got your piece of paper but you didn't care, you just kept going. And that's what I love about you is that you, you really do believe in this stuff. And it's not just for a line on your resume.

Yes, I know. And you know what? Like I, I don't want to even mention that I'm a black belt in my resume, you know what I mean? Because that doesn't make anything makes sense to anything for me unless I am a real world problem solver. So if I'm a real world problem Solver, those certifications and all these things doesn't actually matter if you are solving problem, if you are motivating people to be a problem solver. And that's what you do and that's what you are creating value for. Beautiful.

Beautiful. Hey, so what about some, you know, lessons, reflections on the journey? You know, what did you learn?

Oh, I think, I think I can share some of the points about my. So far, my lessons learned from, from the continuous improvement journey I'm having right now is first of all, we have to, if we want to do a great and the sustained way of continuous improvement, the first thing we have to do as a whole, what I have learned is change our mindset, change our views and develop the Kaizen mindset within ourselves. So if you do develop the Kaizen mindset within yourself first, then you are getting rid of all status queue and egos and find a really, really fresh outlook of things that you never seen before. So that's the one thing. First one, the first, you know, you can say recipe, right?

Yeah, yeah.

So the first one is this and the second one is as I mentioned again that we have been talking that why we are doing the lean as organization and what are the purpose. So we want to create organizations and the community which is purpose driven, right? So we want to create, we want to find the reason why we are doing the lean. So that's the second part of that. So the third recipe I think is very, very critical is we have to involve the leadership and leadership involvement in this continuous improvement journey is a very, very, very critical. And I again saying what Barry, very, very critical. And I'm saying that the involvement is not the delegation because if you delegate lean to somebody else will do for you. We are not gonna get there. So leadership involvement doesn't mean the delegation. Involvement means hands on involvement, participating in lean and believe in lean. So that's a crucial part. And when I do the leadership part of that and I think leadership part of these part is very important in lean journey. And when I lead the projects and I go through the project phases, I feel that, oh, I want to develop something, some skill I call like push leadership versus pull leadership. You know what I mean? So when you create a pool leadership, the problems, the opportunities are coming out of your shop floor and they're signaling you as a pool that we got a problem, we got opportunities here to improve, right? So but if you create that environment of pool leadership, then you create a followers of change. So when you create a followers of change, it's A matter of like, my favorite one is like the leadership principle is from John Maxwell is now people follow you because they want to before people follow you because they have to. So we want to shift that. People are following me because they have to. People are following me because they want to. So this is the things we have to really deeply understanding about that. And we always. And the leaderships and the people, the management teams in organization should always, always listen to the voice of Gamba. Right? I said listen to the voice of Gamba. What is that telling us? I think this is something that I can share. I learned from my continuous improvement journey. The other thing is people always think continuous improvement is all we have lean, we have six sigmas and all these things, you know, oh, we gotta do these, you know, pool, we gotta do Kanban, we're gonna, we gotta do like smead, we gotta do go for 5s. We gotta do value stream mapping. All these things. Right? It's not about the tools. It's not about the tools. It's about the right tools at the right time. And also it's about the philosophy behind that. So people think, oh, tools. We have toolbox and we gotta go with the toolbox and apply the tools in the shop floor and magic will happen. But this is not the reality magic will happen. Only you have the right philosophy and you apply the right tools on the right time. So I think the timing is also important. I have seen, I have go through a lot of the blogs and the articles and videos and conferences events and all these things and people talk about like tools and the right tools and I go back and stand and I see isn't that the timing is also important, the right timing. So I think it is important so that's I can share the other things I want to see and I want to believe in that. Understanding the people physics is also important. So I call this people physics because you want to create a momentum. You want to get to the velocity and create a momentum and create excitement and make all continuous improvement pretty simple and create more engagement and always show respect to the people so that people physics is really the driving force behind every successful projects and go on. Yeah, right.

People physics. I love it. People physics. I never heard that. That's so good. Yeah, it sounds like something Elia Gold Rat would say, you know, from the goal.

Yeah. So we gotta, we gotta create that people physics and we're gonna, we gotta understand people physics and we gotta know how to create a momentum. Right. So you got velocity, you gotta create the velocity. You Gotta be very passionate about that and you got to be able to create the momentum to do successful projects. And lean journey. The other things is pretty interesting. I think I learned it and I think is my self reflection kind of thing is continuous improvement doesn't mean only lean. Because people think lean is continuous improvement. We gotta go with lean. That's the way to go. I stand back with that idea and take a fresh look. And I think the continuous improvement doesn't mean only lean. It depends on what business values, what value you want to create and what does it take to create the values. It might be lean. In some cases you have to go through back and apply the theory of constraint. In some cases it's a blending of theory of constraints, six sigma lean or in some cases you just don't need anything, you just do it right. You know what I mean? It's an open minded approach. I guess rather than sticking to one philosophy of continuous improvement. Continuous improvement is a more, more larger situation than just lean. So that's my understanding and my lesson and there are a couple of lessons I want to share. I think this is more in line with the people physics is always take the time to celebrate success or failures because I think even I learned that when I do the projects and I do the brainstorming, I do the countermeasure phases, we go ahead and in the plan shop we apply the countermeasures to reduce the change over time. All this happens and after that everybody is like oh, what to go and oh, I don't know, oh, I'm going back to my older project work. So I'm going to do work. No, I take the time to celebrate that success so that everybody understand that what we have done so far and it creates footprint of the project in their mind that oh, we celebrate that, that means it's really something good.

Yeah.

And they're happy about that. They go to home thinking about oh we did something very well today.

Yeah.

What I mean which is really important that you want to, you want us as a project leader, as a, as a, as a lean practitioner. I want my team go, go to the home every day with a happy mind. Yeah, right. So that's my. Yes. And the other thing is it is very important to celebrate failures too because I think this is more important to celebrate failures too. Because if you celebrate the failures you gonna learn better and better every day. I think I'm all for that and I'm trying to celebrate failures in my company right now. You know what I mean? Like if we fail in somewhere we can celebrate and say, hey, why we are failing. Right.

Yeah.

And what are the things we can do? So we did something. Oh, okay. That's not the way it should be. Okay. We have to go back and figure it out, what to do. But if you do that in a celebration way, that will give your team members better feelings about. No, they don't do something wrong.

Well, yeah, it drives out fear. Right. Drive out fear of the organization and Deming. Right. And. And I think it's also appropriate to thank people for having the courage to try something that was maybe on the edge and they probably weren't sure if it was going to work, but they still followed through because we learned from that. Right. So, yeah, celebrate and thank people for having the courage to try things. Right?

Yes. No, I think that that is, that is, I think, very important. Well, that's, that's kind of like in a nutshell, what I have learned so far.

Hey, so the last thing that I want to. I want to ask you here in this section, Maryland, I got a couple reflection questions I want to ask you and it's going to sound like this is a sales pitch for our program and all that. But what I'm more curious to ask you is I'm going to send this link out to everyone that's currently in our green belt, black belt master black belt program right now. And I want them to listen to this and I want you to really maybe speak to those people and maybe give them some advice, you know, some tips for maybe some things that you learned from your experience going through this same program.

Okay. So I think what I have learned with the Gemba Academy certification program is I think is a very realistic approach for coaching and mentoring. The goal is to develop the real world problem solvers. And I like the ideas of Lean, Six Sigma, DMAIC and pdca. Don't be stick to that process always and think that, oh, this is my bible. No, because this is the fluid approach and the fluid dynamics approach. We gotta have to go through that journey and figure it out. What is the philosophy best suited for our situation, for our cases and how we gonna approach that? How we gonna engage peoples in the journey? How are we gonna develop our people to be a real world problem solver? I think in that perspective, Gemba Academy's certification program has a lot to offer. And the other things I want to mention, it's not something like, I'm just going forward, Ron, you don't suck. You are excellent mentor. So, yep, you are an extra excellent mentor. And I enjoyed our conversations. You know, when we go through the project phases and even the launching phases, even after that. Right. So this is great. And the other thing is, like, I wanna. I wanna just be, you know, be really realistic. Right. No one is perfect in the world. Right.

Yeah.

So Gemba Academy is not perfect. You can claim the Gemba Academy is not perfect, but I would say that Gemba Academy has the Kaizen mindset.

Yeah.

To go forward and make improvement for the future.

Yep.

So.

Well, just so everybody knows, I mean, you may not want to say it, but I'll say it. MD at the very end, he sends me this, another report, and I was, what the hell is this? You know, it's another report and I open it up and it's all the things that get the Academy can improve. I'm like, my gosh, as I love this guy, you know, so, so thank you for that. I've already sent it off. We started working on it. I mean, how cool is that? You know, one of your customers who's happy comes back and says, here's how you can be even better. So thank you.

Yes. I think we always think out of the box and always say, no, we are not in a saturation limit. We will always room for the improvement. So I think this is the most important learning from my whole journey. And the other things is I really like you guys Gamble live videos. I think this is. This is a great. This is of great values because, you know, I can literally go to the Gamba live videos and watch something in the health industry is working. They're trying to do that. And with all videos and all the, you know, interviews and events, I think this is really good. And this is. This is a lot. This is the things that has a lot to offer to the lean and continuous improvement community.

Yeah, no, we're really proud of the Gemba Academy live. You know, this is, you know, like you said, you can go travel to Indianapolis and go to a hospital or go see Paul at FastCap or whatever, you know, so. Yeah, good stuff. Well, hey, listen, time's getting away from us, so I wanna. I wanna. I definitely wanna ask you a couple questions here on a reflection section. I guess the first one I want to ask you is where do you see this whole movement of. Of continuous improvement going? Let's say in the world. Right. Not just in the west, but in the entire world. Where do you think this movement is going?

I think it's going. I would say it's going slow, but it's going in the Right direction. That the more time we're getting and the more time we're having, everybody involved in this process, they are getting that. And then people are motivated by good lean examples. But I want to tell you that that oftentimes we are misleaded by something called fake lean, right? Oftentimes we are misleaded by the fake leans that distracted us, say, hey, oh no, this is not good. This is not the way we want to go. Okay, Go back to the zero phase, right? So this is something very important. We want to identify what is good and what is a bad approach to do the continuous improvement. So that's very important. Otherwise, I think with the technological immersion, day by day, we are having like AIs, we're deep mind, we're getting through the wireless technologies, we're getting through the wearable technologies. So all these integrations with the lean philosophy will drive the world for a better future. The more we are getting that and the more we can share, which is important that sometimes we forget to share, right? So like I do my projects, I did a great job, then that's all. This project goes to my document folder and I forget about that, right. But you know, all these important findings and you know, the opportunities we have to share across the board, I think, I think we have to share across the countries and across the, you know, different societies and different communities say, hey, here, here is our finding. What's your finding? And how do you learn from you guys? And how do you guys can learn from us? So all these things go forward and create a better movement for the world, for a better future, I guess, I guess lean and continuous improvement is the right philosophy to do that.

Yeah. Hey, what's the best advice you've ever received in your life?

Oh, I think, I think that's from my dad. Oh my God. That's, that's in the childhood, you know. So what, what my dad used to do is always, I think this is what he's, he's doing, he was doing is just mad. Okay. So let's put it. Okay, so when he always, you know, go to office in the morning, My father was a bank manager, so he was going to in the morning every day to wake up. He gets his all clothes, you know, shoes and everything's like lined up perfect for the, for ready to go, right? So he always tells me that always keep your tools and everything's prepared the night before you go to somewhere, right? So I remember that and I always try to do that. So when I relate that philosophy and that Telling. And to the MI project, I said, oh, that's actually Smith. Right. Because you were getting like internal setup, reduction to external. Right?

Yes.

So that you were ready to go. You have your. All bills watch. Yeah. You have your pants and clothes and, you know, shoes ready. Rock and roll. You go. So I think, I think that's, that's something. Best advice I get.

You know what I, you know, I love about umd, every time I talk to you over the years, you may. I'm smiling. Half the time I'm talking to you. So it doesn't make me smile, man. You make me happy. So, hey, last question. What are you most proud of as it relates to this whole journey of continuous improvement that you've been on?

I think the most important things or the things I'm proud of is. I can build a relationship with the people. Having no idea what is lean about, but still trusting about the philosophy and aligned with the visions. I feel this is something that, you know, integrates me all the time. Say, hey, my team members, I can create that momentum. I can go with them. And without any knowledge about what is continuous improvement, what is lean about, they're still doing that. And I am a kind of. I'm working as a catalyst to do that, which makes me so proud that, oh, there's some movement going on, there's some viscosity, there's some turbulent flow going on inside that I'm very proud of. And that's the things I'm very proud of.

Ron, so good. So good. Well, Maryland, it's been great. I knew it was going to be an awesome podcast. So thanks for coming on. I know it's. I know it's. You're busy, so really appreciate that. Let's go ahead and wrap things up, Maryland, with maybe you telling everyone just some final words of wisdom and be sure to tell folks how they can best connect with you. Maybe LinkedIn, something like that.

Okay. So, yeah, I think to the community, lean community, and the continuous community of the world, my word of wisdom is going to be we have to be the culture change agent. So we have to be the culture change agent to create more value for the organizations we are working on to create a best business growth and serve community and the world for a better future.

Yes. Yes. And what's the best way to connect with you?

Sure, everybody can connect with me via LinkedIn. So I think you already have my LinkedIn profiles. You can post in the Gamba Academy website and they can search me around LinkedIn with MD Rakibal Hassan. And, you know, go ahead and spell.

It out just in case people are only listening right now.

Oh, okay. So there's going to be MD Rakibul Hassan. Yep.

Okay. Yeah. And we'll link to this in the show notes. So this will be episode 330. So GembaPodcast.com look for episode 330 will link to MD and yeah, thank you again, MD. It was great to, you know, I'm trying to, I'm not going to quit recruiting you to come into our master black belt program because you're ready. So I'm putting the pressure on you in a public podcast. So, you know.

But we'll, we'll talk about that and we'll think that how much value you can create.

Yes, yes, yes.

Okay.

Hey, we'll do our best, but no, thank you again, md it's so, so fun to talk to you. Keep up the great work. Definitely stay in touch with me and let me know when you get this smid down by, you know, 70, 80% from the original current state.

Sure.

All right.

It's been a very pleasure to work with you, Ron. And Gemba Academy. I want to thank you everybody from the Gemba Academies, which who are working from the backstage and make these all great podcast and everything and which who are the backbone of force. Right. So they're the driving force. I want to thank you everybody from Gemba Academy.

Yeah, yeah, I'm, I'm the one that most people see in here. But yeah, you're right. I mean, by far, I am not the most important one. The whole team is, is the, is what's making this happen. So, yeah, thank you. All right, my friend, I'm sure we'll talk again soon. Keep up the great work and, and have a great day.

All right, thank you, Rob.

Bye bye. Thanks for listening to the Gemba Academy podcast. Now we invite you to take a no strings attached, fully functional Test drive of GembaCademy.com Gain immediate access to more than a ousand Lean and Six Sigma learning resources, all free of charge@gembacademy.com.