GA 279 | The Future of Lean with Olu Amodeni

You know, wherever there's a process, we're there and we would always be in demand. That would always be our core capability to be able to redefine processes and make them more effective and value adding.

Today, I'm excited to welcome Olu Amaldini to the show. Now, Olu, as you'll hear, is from the United Kingdom, which means he has a much cooler accent than I do. But Olu and I, I guess, first interacted one another over LinkedIn. He was quite taken back by our recent podcast episode with Sarah Tilkins, episode 275. And so he reached out to me to thank me for that episode and said it meant a lot to him to hear. Hear the dialogue that Sarah and I had. And so I thanked him for that. And then as I typically do when people message me about the, the podcast, I asked him if he wanted to come onto the show and, and thankfully he agreed. And we, he came on and we had a really fun discussion about some topics that we don't often talk on the show. And in particular Ulu has a phrase he likes to call Lean 2.0. And it's just more about how we could apply the philosophies and tools of Lean to some, maybe so more sophisticated processes such as robotics and RPA as we'll talk about in great detail throughout the show. So we go into that in quite a bit of depth and it was a really interesting conversation and some nice back and forth discussion. So show notes for this episode can be found over@gembapodcast.com just look for episode 279. You can also get a full access trial to Gemba Academy where you can take a basically a test drive. That's what the whole trial is for. It's for folks to log in and, you know, essentially watch as many videos as you'd like to. See all the various learning resources we have, take some quizzes, see how your Lean acumen is doing these days. And for that all you got to do is go over to gembaacademy.com okay, enough from me. Let's get to the show. Olu, welcome to the show. How's it going?

It's going well. Thanks for having me.

Yeah, thanks for coming on. So, hey, where are you calling in from?

I'm calling in from Nottingham and the United Kingdom. It's a little town famous for Robin Hood Tales. Yeah.

Yeah. Well, I couldn't tell if you had English or you were maybe from Tennessee or something like that. I wasn't sure. No, I was Kidding. So who's your favorite football team?

Chelsea Football Club.

Okay, okay.

Supported them from very long time. So, yeah, they are my favorite. My number one team, Chelsea Football Club.

Nice, nice, nice. Now do you play as well?

Yes, I do, I do. I try and get kick about at least once a week with some of my friends. We get on local stadium and just have a kick about.

Yeah, I like it, I like it. All right, very good. Well, hey, I'm excited to have you onto the show. I know you're a frequent listener to the show and it's kind of how we, I guess we crossed paths where you were happy with one of our recent episodes with Sarah and. Yeah. So thanks for listening.

Yes, thanks. Sarah's episode was really refreshing and comforting to kind of hear someone's experience who's. When I say kind of in the maturity stage in terms of lean and to hear how she's built up that experience, it was refreshing to see the, to hear the challenges. I could identify with quite a number of them and it was, yeah, it was really refreshing. I was kind of buoyed by that. To say, you know what, reach out to Ron. Well done for that and well done for getting Sarah on board. I do listen to the other more experienced guys and that's also kind of good. But someone who's kind of in the same, experiencing the same thing as you are, it's always refreshing to hear from them.

Yeah, love it, love it. Very good. All right, well, hey, Olu, you know the drill. As you, you know, we like to begin all of our episodes with our guest sharing a quote. So do you have one?

Yes, I do. Yes, I do. And I'm going to take a leaf out of Skip Stewards book. And this is podcast 269 and skip took a quote from the Bible, so I'm going to take one too. And it's from 2nd Corinthians 12:9. And it talks about my grace is sufficient for you. Although the context might be slightly different. But what I've kind of pulled up from this is that continuous improvement can be challenging, can be challenging for the individual. The consultant can also be challenging for the team. And the whole concept of my grace is sufficient for you is kind of telling us that within us there is that strength to keep going on despite the challenges. We can, we must always continuously improve because we have that inner strength to push on.

That's beautiful. You know, a few days ago I was chatting with my colleague John, John Miller, and we were talking about some of the, some of the, some Dirty Laundry about Gamba Academy Here on the podcast, my business partners ears are perking at what the hell is Ron gonna say now? You know, and here we're this company teaching leans like Sigma and all this, and we do a pretty good job, I think, of trying to practice what we preach, but we're not perfect, you know, and so we have lots of opportunity for improvement even within our own company. And I was talking to John the other day and I was like, man, this lean stuff is hard. And he goes, I know, it's so hard.

I have also, I don't know whether it's to say I've been fortunate, but I've worked in a number of projects that when you walk through the door, the first thing people think is, oh, headcount's going. A lot of people tend to see lean as just about cutting the headcount. And that can make it difficult when you're trying to have a very strong engagement with people because you know that there's that kind of feeling that, oh, you're just coming to find out if my work is value adding or not. But it's more about continuous improvement and getting people to that place where they continuously push themselves to continuously improve. And so, yes, I totally agree that lean can be challenging, but we just got to. We've got the strength within us to continuously improve.

I love it. I love it. All right, so Olu, tell us about your background, tell us about how you got into this continuous improvement thing and then definitely tell us what you're up to these days.

Okay. So I kind of stumbled into Tallinn where I was working for the local health authority and there was a project I was going to look at applying lean principles to waste management, which was interesting in itself. And so I was pulled on the project to see how I could support that. That's where I kind of got the lean vibe and really enjoyed the whole idea of looking how waste was generated from doctor surgeries and how that whole process, from when it's created to when it's disposed of and mapping out the process and then identifying what was value adding what was not value adding and taking out the waste from. I then moved on to supporting a number of small and medium scale enterprises with adopting Lean. So it was pretty simple. 5s in the factory. How do we bring in 5s? How do we improve productivity using 5s and just getting them to adopt lean within their practices. Then I moved on to work with a energy company who one of the big six in the uk, looking at operational excellence. So this is where Lean took on a more jazzed up theme of operational excellence. And a lot of companies started to look at their internal operations and wanted it to perform at maximum and operational excellence became the flavor of the day. So I worked with the energy company looking at operational excellence, looking at back office functions and how we can improve back office functions and improve the processes. And then I did moved on to working with a consulting big five consulting company and moved totally away from the assembly line kind of operations to kind of looking at things like procurement. How do we improve our procurement process? Look at, we've got this procurement process, someone orders something and all the way till it gets to us. And how do we improve that? And bringing technology into the mix. So I looked at it was for a water company, their procurement process for replacement of some of the equipment and how to improve that process with technology. And then currently now working on working with another consulting company looking at how to improve back office service desk functions. So how do we improve service desk and how do we improve the support we give to our customers? Customers. So that's where I am now. And just applying some Lean and seeing how technology can improve what they're currently doing.

I like it. Very good, Very good. So when we were exchanging some messages before we, before we came on, you had some interesting ideas here and I've been. Been really. We haven't explored it before this, so I wanted to save it for the podcast so we could just have a genuine conversation. But you bring up some interesting ideas that I'd like to hear more about. I think you're calling maybe a phrase Lean 2.0 or something like this. Tell us a little bit about this and some of your thoughts and perhaps we could just have a discussion.

Yeah. So Lean is about continuous improvement in itself. So it's more about. Okay, Lean has come to a stage. It's continuously improving processes. The argument is around, should Lean continuously improve itself? So us as Lean practitioners, it's about improving the Lean delivery or the Lean service that we're offering. Lean was birthed on the assembly line. That was where it came out from Toyota factory. And it looked a lot at people and operations. Now we're being ushered into the era of robotics and robotics process automation where we are replacing people with robots. My thinking is that Lean should then start to kind of configure itself to measure up to looking at robots now. So we're going to have to start looking at the actions robots are doing. We're going to have to start to look at how do we Improve the process that robotics are carrying out. I also believe that in configuring itself, there's going to be a slight redefinition of certain things. So traditionally non value adding activities, we looked at people, we looked at what they were doing in a simplistic form. If someone was doing something that wasn't adding value or the customer wasn't going to pay for, then we class that as non value adding activity. Nowadays we're looking at non value adding activities as things that could easily be automated. If someone has to manually push a paper from point A to point B and that could be automated, that is now being tagged as non value adding activity. It's things like that. And looking at this is now ushering us into a new era of lean where we're coming away from the assembly line and we're going into robotics. And so a number of the definitions that we've used, a number of the methodology that we've used might need readaptin for this new era that we're going into.

Yeah, that's interesting. I guess I have not thought of it that way, but yeah, I mean, I think it's definitely an interesting discussion. I guess my counterpoint would be, you know, if. Forget, forget. I guess the way I look at value added, non value added is I try to become the thing, right? But the thing being worked on, whether it's a piece of paper or a piece of metal or a person in a hospital, something like that, right. The item, I don't want to call a person a thing, but you know what I mean, the thing that we're focused on is value being added to that thing. So. So to me, I guess it would be if something's non value added, for example, pushing a patient across the hospital, right. Because we got to go from one area to the next. To me, this is waste. Now, it doesn't matter if it's a robot pushing an automated conveyor system or whatever the patient on it. The fact that the patient is moving is still waste. So. So to your point, I think that maybe there's an opportunity to. What we always try to say is, let's make sure that we identify the waste and we remove the waste, so we don't automate the waste because that could be a dangerous slippery slope where people rely on robotics and things like that. But in essence they're just finding.

Just hiding the waste.

Yeah, they're finding more efficient ways to do wasteful things. Right. No, I think you're right. I mean, robotics can and have obviously go walk into a Toyota factory. Right. I mean there's robots everywhere. Right. But I would say they're doing extremely value added work. You know, I wouldn't see many robots in a Toyota factory doing non value added work per se. So. But no, it's a really interesting point that you know, we will need to kind of transition from, away from always focused on the work people are doing. And there might be equipment. I mean it's just like maybe it's like similar to OEE and things like that when we're looking at equipment and you know how available it is it and what kind of quality is a machine producing stoppages and things like that. So yeah, it's really interesting topic though. Yeah.

What would you say would happen to things like TWI job instructions when traditionally they've probably been designed for people to operate machinery. Now it's going to be just for machinery to operate on itself.

Well in the end, no matter what, unless we get one day perhaps, perhaps we're already there. You know, if you listen to some of these conspiracy theorists, they say that, you know Scott Adams, you know the Dilbert guy, he's convinced that we're all robots and we're all, we're one big AI experiment. You know. Okay, this is going to blow my mind here. I don't like it. This is too big. But you know, right now people are still required to do things, right? So now will the job instruction breakdown be, will they look differently or they be of different things? I think so because I think people are always going to be needed for something. Now it might not be screwing the bolt on like it was, but someone's got to program the robot, someone's got to repair the robot, someone's got to maintain the robot. And this is where I would see things like JI JM jr. Just, just anything continuous improvement related still being very applicable because there's never going to be a time at least I don't want to say never, that's too, that's too big. Maybe there will be, maybe we'll all be AI will be running the world in, in the next hundred years or something. But, but at least for right now people are still going to be required for, for different jobs. Now it might be higher level jobs. You know I'm, I just read an article, I guess it's Amazon, you know, he was going through and retraining a bunch of their workers, right? As, as, as the jobs are changing they say, you know what, thank you Mr. Mrs. Such and Such for your service and of this job. In the warehouse. But we are, to your point, are automating this or whatever it is, but now we want you to teach, teach you how to code, we want to teach you how to do other jobs, hire, you know, things that take more education than perhaps the person has, but good on Amazon. They're at least trying to make an effort and, and give that training.

Right?

So, so maybe that's what's going to happen, is that the job instruction and things like that will I think, will still be there and still be needed, but it'll be perhaps of a different focus. A different focus? Yeah, yeah, yeah, yeah.

That's. I mean, that's really. It's in the same kind of thinking I have that, you know, it will come to a time when we will. It would be more about upskilling rather than just changing the process and just removing waste. But there'll be more, a lot more emphasis on upskilling people so that they can do this new level of work within the operation, new level of capability that will be required.

Well, and the world seems to move in cycles. You know what's really interesting, you know, watching the cord cutting world, right? Everybody's canceling their cable tv, at least here in America. I don't know how it is in the uk, but I'm guessing it's the same. You know, people here are, you know, going to Netflix into Amazon Prime Video and all these various other ways of watching tv. But, but now I'm hearing, you know, Netflix's subscribers have just went down and so. Whoa, what's going on? You know, and so I'm wondering, you know, eventually, will we have, will we have a situation where we have this very streamlined, you know, maybe even lean way of viewing TV or your favorite show? But eventually then I got to have a. Now I got to have a Netflix. But I love that show on Hulu and now I love that show on Amazon. And oh my, the HBO one, I gotta get that one. Game of Thrones came back, you know, so now I've got four. So I'm wondering if it's what we're gonna see in the world of robotics and automation, whether we'll get to a point in 50 years where it's like, oh my gosh, somebody's gonna say, you know, what's amazing is you can get this person and this person can actually go over there and twist the bolt on. It's amazing. No, the person could twist the bolt on. Yeah, the person could twist the bolt on, you know, and like, well, we get into such A craze, you know, crazy environment of all this automation that it just gets out of control. And we're trying to, you know, I don't know, you know, the return of the blockbuster, something like that. Right. You know, so I'm be really curious to. It probably won't even happen in our lifetime, you. But maybe our children or our children's lifetime. What will the world of the assembly line if you will look like? Or will there even be such a thing?

But I also think it's also having an impact as lean consultants. Now you go to apply for a job as a lean consultant. Some of the things they're looking for is your experience with rpa. And there's a lot more emphasis around that, that you have worked with RPA and works with embedding RPA into existing processes. Because there's that great shift. People are moving away from the traditional structure to bringing in rpa. Lean organizations are touting themselves as being able to bring rpa. The question is, then what next? If you then become an RPA expert as RPA lean expert, what's next after that? Being able to improve the processes within rpa, what that will look like is we still have. I mean, I've been in some projects where you traditionally go with your stopwatch. You know, you sit and time the process from point A to point B. Will that still look like the same, you know, within rpa, would you have to start to time, you know, one robot doing one process? Even though, you know, with AI robot supposed to be continuously learning and improve, how do we start to measure that? And the question is, you know, tak time might still be relevant, but would some of the metrics still be relevant? Do we need to invent new metrics to kind of, you know, align ourselves to rpa?

Yeah, well, I mean, I think as long as, I think as long as there's a customer, right, There's a person that, that wants something from us, from our company, from. From our. The service that we provide then. And there's a certain amount of time that we as a company can produce that product. Then to your point, there will always be attack time, right? And so, so then it's just I still see it as a matter of balancing your cycle time, whatever creates your cycle times, whether that's robots, people, combination of the two. We're still going to have to balance our cycle time to the taktime, right? And I mean, I remember back in my old days at Nokia and Motorola and we were building these cell phones, you know, and we had the These SMT surface mount technology machines, you know, these, that would place the electronic components, you know, on the circuit board and these machines, I'm sure they're just crazy fast now but back then, you know, they, they were, oh gosh, I can't. It was, Fuji was the big brand that we had in one of our factories. And you know, these machines, it looked like a, like a machine gun, right, Going out, you know, just putting these parts down. And I remember we would, we would study these programs and the machine itself would try to optimize the, the way, the placement of the parts on the, on the board. Right. But, but it still wasn't perfect. And if we could shave like a half a second or something like that off of these things or it was huge, right. Because it would add up over the course of a days and weeks and months and years, it would be a massive productivity improvement. So yeah, I still see, I see wasted motion in robots. I see it all the time go through a factory like why is it doing it that way? That's stupid. You know, so until AI completely takes over, right. And learns to minimize, you know, the waste of motion, it's still going to be there. You know, if you're moving apart from point A to point B on some fancy thing, that's still the waste of conveyance. I don't care how automated it is. Right. So yeah, so yeah, but, but, but yeah, I think to your point, we do, we do need to, to not ignore it because it's not going away and to think that it is, is, is very foolish. Hey, so let's talk a little bit about maybe some of the projects that you've worked on that, that you know, I guess are a shift away from traditional assembly line type of project. What have you worked on? On?

So I worked with a water company in the UK and they had a procurement process where you would have a site operator would order for an equipment equipment replacement and it will go through multiple touch off and handoff points before the equipment got to them. And the cost of the whole process or the cost of the people within the process and the whole process was really huge. And they wanted us to kind of look at it and say how can we simplify, take out the waste out non value adding activity and just make this process as simple as possible. And also what they wanted to bring in was some form of technology to enable the process go quickly and smoothly. So it was looking at, okay, what was what they were buying and how long it was taking from when that equipment is ordered to when it gets through to delivery. And that was taken sometimes a month or over a month because they had to go through so many approval levels before it was finally being approved. A lot of it was down to just trying to make sure that there was no kind of theft in the system. But what I realized from working on that project was I kind of came up with a few telltale signs with processes. So I said the first thing is if you can't explain a process at a very low level in five to seven steps steps, then that process is complicated. If it's complicated, it's hiding a lot of waste. So if you met a client and said, okay, tell me your procurement process and if they can't kind of tell you at that sort of cypoc level, this is where it starts from and this is where it ends in about five to seven steps. That process is just hiding so much waste. That kind of became like a litmus test to some of our engagements when they call us in to say, okay, we have this process, tell me about the process. And if they kind of, okay, it starts from here and then it goes to here and here. And then if, you know, if it graduates beyond that seventh step, it's just hiding so much waste. So, and that kind of became, you know, my mantra in my conversations on my engagements. Tell me about your process. If it's over seven steps, that's it. And I suggest, okay, fine, we need to redesign this straight away. And that's kind of it. And then I've kind of moved on away from that. Looking at a support operations for an ICT firm. They're supporting the clients with basic ICT support and they have several lines of support. So they've got a first line, a second line and a third line. And it's looking at where the waste is within the process. Now with them, the process was very simple, not a lot of handoffs, but it's then identifying what activities within that process are non value adding. I guess the challenge for me with these kind of projects is that the push down from the top is always for headcount. So you would have people who understand operational excellence or have a feel for operational excellence, but only see it as a view of we've got to reduce headcount. And sometimes it's not just about reducing headcount. You go and you remove the non value add in activity and you increase the value adding activity. And by increasing the value adding activity, you can improve the capability of the people, improve the kind of things that they're doing. It's not necessarily about headcount. And so that's kind of challenges. One of the challenges I faced in some of my current projects where people employ you to just. They see lean as. You've got to make this lean mean. And so come in, make it lean. By making it lean, you're getting rid of headcounts.

It's sad that that, my goodness, this movement of ours is not. I mean, it's still relatively new in a grand scheme of the world, but it's not so new that people should be thinking about lean and headcount reduction. But sadly, it's still the case. And I remember, was it James Womack long time ago said, that's not lean manufacturing, that's mean manufacturing, you know.

Very true. I think I need to use that. I need to use that mean manufacturing thing.

Yeah, yeah, yeah, yeah, yeah. No, exactly, exactly. So, hey, so I'm curious to hear as we, as we wrap things up here, Olu, like, what's the, what's the state of lean in the, in the, in the UK and in. I don't, I don't know if you get around other parts of, of the world over there and in various parts of Europe and whatnot, but what's the, what's the state of, of lean where you, where you're at at?

If I think of it as a maturity curve, I'll say lean. Lean is pretty much mature, whereas it's kind of taken on, you know, with, like I mentioned earlier, with the advent of rpa, there's a lot more people, you know, there's a lot more emphasis on lean. Lean is really blossoming under the umbrella of operational excellence. So a lot of people are looking at their operations and they're looking at, you know, how to, we, how do we improve our operations. Let's bring in lean experts to kind of look at that. So there is, there is lean. There are a lot of people embracing lean, particularly organizations that have some form of assembly line. Well, organizations that have a process. You know, any organization that has a process and they have legacy processes. So sometimes organizations have had processes since they've started. They've never reviewed the process, they've got no metrics. And, and it just makes it ripe for lean. And there are quite a number of organizations like that. The advent of technology is making markets competitive. And because markets are competitive regardless of the industry, people are looking to lean experts to come in and try and improve their internal operations so they can remain competitive in the market space. So from my own kind of point of view, I see Lean as. As being mature, but it's constantly growing as a cautery. It's constantly growing as a group and with emphasis on operational excellence and also emphasis on lean experts who can flex into the world of rpa.

So I mean, we've talked a lot already about Lean and its role in RPA and robotics and various things, but what are your other other kind of predictions of the future of Lean beyond that, Anything?

Well, I would. This is not really a prediction. I think I'll come to the prediction. I would hope that one day organizations stop seeing Lean as mean and stop seeing it as just a headcount reduction and see it as bringing value and more about people and customers, going back to that house of Lean and embracing that house of Lean even more. But my prediction is that like I kind of mentioned to you, we will get into this lean 2.0 phase where we would become experts in robotics and a slight shift away from assembly line as people start to embrace AI more. We will flex into that field and we will kind of become Lean 2.0. Some of the principles will still be there because these are the guiding principles. This is the rather that has guided Lean as a movement and will still be there. But it's just. We'll just kind of start to know, have different hats. So one of one of the new hats that, you know, that has come up is Agile Lean or Lean Project Management. I mean, Lean is a form of, you know, embodies, you know, agile principles. But now, you know, organizations are looking for agile Lean project managers. So there might be a time when, you know, organizations will start to advertise for RPA Lean project managers, you know, not just looking at, you know, what is the core of their principle. And because again, lean experts can work across wherever there's a process where there. I can't remember the catchphrase. There's a catchphrase. Wherever there's a crime, he's there. Maybe it was Spider Man, I really can't remember. But so we will be. Wherever there's a process, we're there and we will always be in demand. That would always be our core capability to be able to redefine processes and make them more effective and value our adding. So we'll still always be. The world will never grow out of lean experts. It is a challenging field to get into because not just that you're trying to be evangelical about continuous improvement as an individual. You also have to continuously improve. And this is where things like this podcast and the engagements that we're having with one another help us to continuously improve. And because of that, we will always remain relevant to the market space.

Yeah. Very good. Very good. Olu, it's been awesome talking with you. I just realized it's 138 here in Texas right now. And so that makes it about what, 7:30? 7:38 for you on a Friday night. We're recording this, no less. So you have true dedication to our movement, man. So thank you, thank you, thank you.

Thank you once again for having me. Yeah.

Hey, what's the best way for folks to connect with you?

So I've got a LinkedIn page, so that will be the best way you can contact me.

Spell your name in case people don't go to the show. Not Paige.

Okay, so it's Olu, which is O, L, U. That's my first name. And last name is Amodini, which is a M O, D E, N, I. And so you can connect with me on LinkedIn. And I would love to connect with people who are new in their experience or kind of, you know, maturity stage or, you know, they're way up there. It'd be nice to connect with people and just, you know, continue supporting this movement.

Did you shoot Sarah a note over LinkedIn?

No, I haven't yet.

You need to. So, Sarah, if you're listening, you got a fan. And Olu, so you know all about networking.

I know that definitely I'll definitely show into. And I think I also need to kind of connect with Skip. Stu.

Oh, yeah, I know he's listening. I know he's listening. He's probably on a treadmill right now. You gotta go faster, Skip. Come on. Don't stop. You can do it. Breathe though.

Breathe.

Keep breathing.

I enjoyed his talk on what he's doing in the Baptist.

Oh, my gosh. Skip's the best. Oh, he's amazing.

Those two episodes were really, really, really refreshing.

Have you listened to any of the older ones with Brandon Burn Brown?

No, I haven't.

Yeah, go back. I'll put them in the show notes now that I mentioned it, but yeah, Brandon Brown actually is. He works closely with Skip. He's a consultant and he's done a lot of work with Skip and the team over there at Baptist. And Brandon is. And Skip talks a lot about Brandon, you know, and in our episodes. But his episodes are really, really great too. I think you'll like them. So, yeah, he's awesome. So, yeah, very good. Well, again, thank you for coming on. Thanks for all you're doing. And let's Stay in touch. Do you ever get to the States for any conferences or anything like that?

I was looking to. I think I heard the cat con really late. So this year's gone, but I'll definitely be looking forward to getting on to next year's catacomb.

Yeah, that's a great one. Ame, obviously, is a big one. Yeah, yeah, yeah.

So, yeah, so I do have am. I haven't been to the States in a while. I used to come regularly before, but yeah, definitely looking on to next year's Caricom and ame. I think we might have an AME in the uk. I'm not sure. I tried to Google it. I wasn't too sure if it was the same one, but I'll definitely be to the AME1.

Yeah, yeah, yeah. Good stuff. Hey, I just realized, too football related. I don't mean to rub it in or anything, but us women, you know, and all that. Yeah, I guess when the window one. What's her name, the forward does her little cup of tea thing. I'm like, oh, yeah, that's classy, you know. It's classy, you know.

Yeah.

Way to represent our country, you know.

Well, the us. Us, US women are very strong in football. It was, it was written for them. You know, I watched the matches, you know, this is their cup and I was really happy for them. They really deserve. And it's doing a lot of good for, for women football. It's, it's. It's kind of been in the backdrop for so long.

Yeah.

And it's really doing a lot of good bringing it out to the front four and getting people enthused about football, cross sexes. It's really good stuff.

Yeah, awesome. All right, well, Olu, it's Friday. Go, go have a. Some fish and chips or whatever you're gonna do. You know, you probably don't even eat that. That's what I. First thing I get when I go to England. I had a friend of mine, he lives there and he brought me to this little greasy place and it was like wrapped in this newspaper. Oh, my gosh. I still remember. It's like the best thing I've ever eaten in my life.

Chips on the Friday night is fantastic. That's the feel.

Good food.

Soul food.

There you go. There you go. Great. Great. All right, well, thanks a lot, Olu. Have a great night and a good weekend and appreciate you.

All right, thanks so much, Ron.

All right, cheers. Thanks for listening to the Gemba Academy podcast. Now we invite you to take a no strings attached, fully functional Test drive of Gembaacademy.com Gain immediate access to more than a ,Thousand Lean and Six Sigma learning resources, all free of charge at Gemba Academy. Combination.