GA 328 | Lean in Hospitality with Aaron Davidson

People say, well, we can't do that because so and so said we couldn't do it.

The regulator said we couldn't do that.

I forgot who said we can't do that, but we just can't do that. We've never done that before, they said. And it always becomes they.

You come to this realization that they is often us. We've said it, and we've said it to each other for so long that we believe it.

Today, I'm excited to welcome Aaron Davidson to the show. Now, Aaron, as you'll hear, works in the hospitality business, and he's applying lean and continuous improvement to all aspects of their business, whether it's in their casinos or how housekeeping is cleaning rooms and whatnot. So what we do is we just kind of walk through how lean is being used in that industry, and then we get into some specific examples of where Aaron, his colleagues, have been able to make some improvements. One of the fun stories he shared, one of their very first improvements, was how quickly people who, you know, hit the three cherries on the. On the slot machine and hit the jackpot, how quickly they got their money. And so they actually broke that down and analyzed the process and then figured out how to improve that process. So, yeah, lots of really interesting things. And even towards the end, Aaron gives everybody some tips on blackjack. So if you're a blackjack player, you'll want to listen to this one. He gives you some good, good ideas. So show notes for this episode, which will include links to everything Aaron and I talk about, can be found over@gemb podcast.com. just look for episode 328. Again, gembapodcast.com and look for episode 328. Okay, enough for me. Let's get to the show. Aaron, welcome to the show. How are you?

I'm doing great, Ron. Thanks for having me.

Oh, you're welcome. You're welcome. So where are you calling in from?

I'm calling in from Connecticut right now.

Nice. Okay, so, Aaron, I know you've listened to the show and catching up on old episodes, as we were talking about before we hit record, and so you've heard the process, and we like our guests to share a quote at the beginning. So do you have one or two that you want to share?

Yeah, I do have a quote, and it's one of the first things I.

Learned on my lean journey. And it was.

And I'm not sure who to attribute it to, but it's don't let perfect.

Get in the way of better yeah.

That'S a beautiful one. Do you have another one?

I do.

And this one, I've been told, is just an old proverb of lean that.

Goes back quite a ways, but you get what you inspect, not what you expect.

Hmm. What does that mean to you?

That's really about getting out to the Gemba. Getting out and seeing what people are doing and observing for yourself instead of.

Simply telling someone to do something and hoping for the best.

Yeah, for sure. I love it. Awesome. Well, Aaron, tell us a little bit about yourself. Tell us about your background, how you first got introduced to continuous improvement, and then. And then tell us what you're up to these days.

Sure. So I work for Mohegan Gaming and Entertainment. It's a parent company of Mohegan sun.

Which is the second largest casino in the northern hemisphere, really, outside of Macau.

And we manage a handful of casino resorts as well as own a few.

Properties spread throughout North America and slowly expanding into South Korea and Greece.

Right now, I probably have one of the least conventional backgrounds for lean from many of your other participants here on the show, but I started in hospitality.

And our property president at the time.

Was getting hassled or bothered by a sales guy. It must have been for probably two years before he finally gave in and brought in this guy consultant who said, aaron, take this.

Figure out if it makes sense at all.

So we partnered with this outside consultant who started our initial lean journey, where myself, the organization, we had no idea.

Where we were going to go with them, no idea where we were in our journey at that point.

But it really changed our entire organization, changed my direction, my career as an individual, and started our lean transformation for the entire enterprise.

Wow. And when was that again?

That would have been back, I want to say 2014.

So about six years ago.

So let's talk about those early days. Like, talk about what You. I mean, obviously brought a consultant in, probably did some training and, you know, whatever. But did you, like. What was your approach in those early days? Did you run events? Or were you. Was it more, you know, map some value streams? Or what did you guys do in.

Those early days, aside from drinking from the fire hose? Fire hose of knowledge? It was really a shotgun kaizen approach.

Is what we termed it later on, where the initial event was just simply a kaizen that lasted a week with some training, and then we saw the immediate value we were able to create within the organization. And we were fortunate to start our lean journey from a position of strength where we weren't coming in to it at the downturn of the economy, where we were forced to make tough decisions. We were able to look at lean and the tools within the world and say, what can we do to improve as a business instead of just cutting costs?

So I've been fortunate to always have a focus of, well, yes, we want to reduce our expenses, we really want to drive revenue, but at the same.

Time, more importantly, being in the hospitality world, it's all about the experiences guests have when they're at one of our properties. So that was always first and foremost and we knew that if we made that better, money always followed.

So I guess that was kind of leading in my neck. My next question that might be part of the answer was like. Like, why did you. Like your boss was being pressured or whatever it was, somebody knew this thing existed. But I guess it's good that you didn't have a burning platform, so to speak, right, that you had to fix or you're going to go out of business. But can you think about those early days on. On, you know, because it's not easy, right? Lean's not easy and you hit a lot of roadblocks. And so sometimes you need some, you know, a deeper why for. For why we're going through this suffering and this, you know, these challenges. Like what. What was that like early on, your why?

Yeah, the why was really about competition. We knew that competition was coming. You know, it's heavy in the hospitality world in general, heavy in hospitality, and.

We knew that more competition was coming. So it was really about that preparation of competition coming, knowing that we provide at the time what was a great product, a hard product and a very good experience. But maybe it wasn't always excellent, it wasn't consistently excellent. So our why really became differentiating based on the experiences and doing what we could in the background to be as efficient as possible to deliver those experiences to our guests. And it was tough, right?

Getting data, creating data that we had never had before, merging databases so we could prove out hypotheses that we had testing assumptions. Many times early on, our kaizens became kryzens.

Okay, what was that?

Never necessarily in a bad way, but we had people cry during the events where for the first time in their career, their working life, 20, 30, 40.

Years, they were being empowered to make decisions in the work that they do. And sometimes it came out in tears. And just knowing that we were able to touch so many of our team members along the way to create that culture now of continuous improvement, always looking for something else, we can make just a little bit Better.

Yeah. That's beautiful. I mean, and that's the power of this. You really can. It sounds a little overly dramatic, but you can change people's lives, you know, and really impact them in a super, super positive way. When you, when you go at this with the right spirit and we know that the methods work right, it's just whether or not we can touch the hearts of the people and get them bought into to the whole idea. But yeah, that's beautiful. I wasn't sure what you meant when we say cries in like, oh, this is so painful. But no, the report out in. The powerful testimonies that you often hear are so incredible. Yeah, yeah. So let's talk a little bit about Lean in that whole hospitality world. Like, what's it like? What are some of the things that you're focused on? I mean, you talked about the guests and wanting them to be happy and have a positive environment. But, like, get down to the specifics. Like, if we talk about fix what bugs you or whatever, what bugs you in the hospitality world, what bugs me.

Is inconsistency, interacting with someone at doing.

The same job, doing this in the same position, but receiving a different level of service.

Or can you give us an example? Don't name names or anything like that, obviously, but. And you can speak generally.

So within, I guess, gaming, some of the most knowledgeable people that you'll meet are on the casino floors. And there'll be security officers, it'll be.

Beverage servers, it'll be EVS attendants, the custodians on the property, some of the very smartest, the most knowledgeable people on the property. But sometimes when you talk to one or the other person, it's that delivery of the service.

They know exactly where you need to go. But the difference from one who says, let me take you there, and has a conversation along the way, versus the person who simply points in the direction you need to go. Those are the things that bug me.

So how do you use Lean to address things like that?

So, again, totally different, in my opinion, than many places in manufacturing. But it's about creating that standard work. Understanding, yes, you need to be taken away from your job, responsibility, whatever it is, and building that into how we make schedules, how we provide coaching, how we provide the tools, the training, the standard work, to clean a restroom more.

Efficiently so that we have the same amount of staff at any given time, but knowing that if they can do their job more effectively, more efficiently, that.

They can be pulled away more often to provide those higher levels of service. So really Adding that extra value that may not be a part of their standard, their standard function in one of our competitors. Knowing that if we can do that, it gets us ahead of our competition.

Circling back to when you guys first got started or maybe that first year or so when you were into the journey, can you think of a specific event that you did? Like, what was the problem, how did you go about it, and what was the result?

The very first event that we did, the very first Kaizen event, was with our slot team. So we've done a few since. But that first event that we did was really focused on speed of service, the delivery of service that we provide our guests.

And the initial focus was simply on.

Jackpots, where we thought that if we could pay someone their money faster when.

They won, they would be happier.

So what was the current state like? So, yeah, I mean, not to be. I'm not a real. I'm not a real experienced gambler or anything like that. So when you are talking about, like, literally you pull the handle and like three apples pop up and you win like that. Is that what you're talking about?

Exactly like that. You know.

Okay.

Not a lot of apples.

More cherries. Cherry.

Sorry. That's what I'm telling you. I don't know.

Okay.

And the games get more complicated, but anytime that someone hits a jackpot, right, the three cherries pop up, they pull the handle, they hit the button, and.

We have to come and pay them out money, right?

It could be $1500, it could be 20,000, it could be $200,000 that we.

Need to pay them.

So you, like, literally walk up to them right there and just hand them the money.

If they want the cash, we will hand them the cash. Wow. So it's a different world for sure.

Okay.

So we were focused on that, believing that if we did that faster, our guests would have a better experience on the property. We had no data to back that up, but that was what we believed. So going into that event, we said, well, we have to have some data. We started. We figured out in our databases how to get better data out of it. We found out that it took less than two minutes from when someone hit a jackpot on average, to when we.

First approached them to congratulate them, take.

Their information, verify that it was in fact a real jackpot, and we could.

Pay them the money.

But from that point to when we went to receive the funds to come back to them was significantly longer. Significantly longer than 2 minutes?

Like hours or days or weeks?

No, I mean, so Again, hospitality, you always want, you know, slightly faster, but we were looking at seven minutes in that range.

Okay.

And we. We didn't find that it was acceptable, that amount of time. Okay? So working in a heavily regulated industry.

We have to verify you are you. Because our tax implications. The IRS wants their money, and we have to track all of the funds that come and go because of a variety of different rules, regulations, laws that we're governed by.

And at certain thresholds, you need a second person to verify the jackpot, that.

We are, in fact paying you the money. So the old process, after we verified who you are, that slot attendant would have to run someplace on property, go to a casino cage, wait for an available cashier, provide a bunch of documentation to that cashier. The cashier would count the money.

They would then have their supervisor come over, recount the money. They would slide that money from their side of the teller window to the slot attendant, who would then count the money. And then they would count the money.

Again a second time, verifying it as they did that with that cage, cashier supervisor, or their own supervisor.

So we've now counted the money four times. They would then grab that money, walk.

It to the guest, and count it back to the guest. So we've now counted the money five times, and it just became a lot of counting. So we said, well, who's a verifier? And we were able to go back.

To our regulatory body and say, could we use cameras for some of this work? What's the appropriate amount of time to count money? If you're telling us it has to be done five times to prevent theft, shouldn't we count it 10 times instead to prevent even more theft?

Not that we actually wanted to count it 10 times, but having those negotiations and having a good relationship with them, understanding that we're not trying to increase the risk to the business, but really looking to deliver a higher level of service, reducing the amount of times we.

Have to recount the money, but then taking that next step and saying, well, do we need a person to count the money? Isn't there a machine that could count the money for us?

Instead.

Looking at ATMs, then that we could repurpose that we already owned into.

ATMs that were for employees to get the money that we were able to then tie back individually to the slot.

Machines, so removing almost five of those seven minutes from the process at the end. So huge savings when we're doing tens of thousands of jackpots across a given year at a single facility. And you Add up, you know, five minutes, tens of thousands of times.

Yeah, we're talking, you know, huge amounts.

Of time saved across a year.

So were you able to validate your hypotheses that faster was indeed better?

So we were able to validate that faster was better, but it didn't move.

The needle like we thought it would.

From a guest experience standpoint. So going from a total cycle time of nine minutes, you know, two minutes on the front end, seven minutes on the end, down to four minutes, didn't.

Really do much for the guests, but.

It helped us being able to then deliver a higher level of service, retraining all of our slot attendants to interact more with the guests, because we now freed up huge amounts of time for them, so that instead of hunting for jackpots, hunting for work, they were able.

To be reassigned into different zones on the floor where their primary focus was to interact with guests and really sell part of our marketing program, making sure that they had their loyalty cards in slot machines because it sped up the slot attendant's job if a jackpot occurred. And it also enabled the guests to receive a variety of marketing offers from us.

Nice.

Nice. You know, before we were. When we were kind of preparing for the episode, you were talking about the whole idea of shifting mindsets, kind of going from thinking about they sometimes might be us. Talk a little bit about what you mean by that.

So more than one Kaizen event we've run, you run into all of the initial obstacles where people say, well, we can't do that, because so and so said we couldn't do it.

The regulator said we couldn't do that. Our. Our mix, our minimum internal control standards.

Say we can't do that. I forgot who said we can't do that, but we just can't do that.

They've never done that before, they said.

And it always becomes they. And you come to this realization in.

After a couple days that they is often us. We've said it, and we've said it to each other for so long that we believe it, but when we trace it back, no one ever said it. And we ask the people, I say, well, if you go and ask that.

Person, they'll tell you there's no way.

We can do it.

We can't do it. And you go and ask that person, they'll tell you, I never said that. I don't remember ever saying that.

That's something I've never thought about. I've never even cared about that. And you create this tribal knowledge that just. It can't be done until you challenge it and you realize that they was us for the last 20 years, 30 years. That's the way it's always been done. So it's the only way it can be done. You know, there's only one way to clean a hotel room. It's this one way. We have to turn the showers on for as hot as they can go and leave them on for 10 minutes while we clean the rest of the room, because that's the way we're supposed to do it.

Oh, wow. I never knew that was a thing.

It's not a thing, but it's something that gets handed down over the years from.

Why would that even have been a thing? I don't even get it. Like, what would be the steam or something is going to help steam to.

Maybe break down grime.

But you're cleaning hotel showers every single day. And if you read the MSDs for the chemicals, it doesn't say to do that dwell time. It's supposed to sit there for 30.

Seconds, especially if I'm in the room before that. Because my little secret, my little travel secret is just taking my wrinkled shirt, hanging them in the thing, turn the shower on for five minutes, and boom, all the wrinkles are gone. It works really well. So obviously I'm helping housekeeping.

Yes.

That's great. That's great. You mentioned several times now about the whole idea of regulation, and that's got to be challenging as it relates to lean. So talk a little bit about working in this in a very heavily regulated industry.

For sure, there are challenges that we.

Face where we've had hard nose. So working at one property where we had security involved, we had. They have a local police force where most of the officers are assigned to that property and have been assigned to that property for 10 or 15 years and know the property inside and out. And we wanted to remove security officers from escorting the police so the security.

Officers don't get into fights.

They don't have batons, they have no security.

Devices on themselves.

No pepper spray, no handcuffs. But they were one of three people doing an escort. And we wanted to remove them and redeploy them as part of a larger.

Project we were working on and security was on board. We went back to the regulators, they said, no problem. And the last group we went to were the actual police officers, where we thought they would be on board with that. And the police said, nope, we need that person there. And effectively the police said, no, we want them there.

And as a shield in case we have to Perform our duties where we've. In 15, 20 years, the police have never been involved in any sort of altercations. They've never had to draw a weapon, but they just felt more comfortable. And that was one of the fights. You just didn't necessarily want to have other things where you've gone. You know, there's. Casinos are regulated both at the state.

Level and the national level for a variety of different topics or just different.

Regulations. And when you start thinking about some.

Of these regulations, they were written at.

A point in time for when casinos only existed in Las Vegas, or only existed in Las Vegas and Atlantic City, which are both not totally unionized environments, but almost universally unionized environments. And the unions were heavy in delineation of duties and helping to write a lot of the regulation. So it used to be that you.

Had cashiers that were gaming cashiers and then cashiers that were non gaming cashiers, meaning that I could count this pile of money, but I was not allowed.

To count this other pile of money. At the end of the day, the money went into the same vaults, went into the same bank accounts, but they were just not able to count that pile of money. So you could have a cashier or five cashiers sitting around with nothing to do as one other cashier counted funds.

And just fighting against some of those has been challenging because they were. You know, those rules were designed simply to protect jobs, you know, decades ago, where it's no longer good for any person in the business.

Yeah, yeah. It always comes back to, like, why are we doing that? Right. Just that whole concept of why, you know, and getting people to let their guard down a little bit or, you know, be open to being wrong.

Right.

So, yeah.

And another great example of a regulation.

We were able to actually fight against.

Was who opens decks of cards? And you would think, decks of cards come in, and it used to require.

A supervisor to open the deck. They didn't then verify the deck or take the cards out of the deck.

But they were the ones who had to take the cellophane off a deck of cards and split the sticker on.

There under a camera.

We said, well, why can't the dealer do that? The dealer can't start their job until that's done.

And you, as one person, have to go and do that at eight different tables. It could be four decks, six decks.

At each table, and that dealer sits there.

And that was something we were able.

To proactively rally against and prove out with cameras that. That it didn't make sense to have that One person doing that job where the dealer could do it and we.

Could open tables, react to business demand, flexing tables up, opening them as guests required, faster.

Are they only allowed to use the deck of cards for so long, then you got to get rid of them for some reason?

Yeah. So we generally use the decks of cards. It depends on the time of the.

Year because they start to get sticky over time.

So during the summer, you get rid of the decks a lot quicker.

What do you do with them? Like, just throw them away or donate them or.

Yeah, so it's a good question.

Right.

So we go through. Every casino goes through many thousands of decks of cards a year. So after they're used, they're generally taken.

To a secured room where they are checked or verified to make sure there hasn't been any tampering done with them.

They're then drilled so they can't be put back into circulation, sold through gift shops, but most of the cards get donated. We donate thousands of decks to the military every year. You know, ship them out around the world as different people write in and say, hey, you know, I've just been deployed here. I used to go to your casino. Is there any way you can send us a couple decks of cards?

Yeah.

Thinking that they're going to get a couple decks of cards, we end up shipping them 100 decks or 200 decks.

And they are able to give them out to everyone. Yeah.

Where do you drill the hole? Like, down the middle or.

Yeah, generally center.

Ish.

Yeah. Yeah. That's really cool, though, that you. That you do that. Is there. And this is probably. Don't worry if you can't answer this. I totally understand. But you always see in the movies all these card shark guys who go in there and playing blackjack or whatever, and they're like, there are teeth. They're counting, figuring it all out. Is that really a thing?

Yeah.

So card counting is a real thing. So this is one big insider tip for blackjack. If anyone likes playing blackjack, and that's their thing, basic blackjack strategy is the.

Best way to play.

It's available everywhere on the Internet. It's a known thing. It's just the rules of the game. If you follow basic blackjack strategy, you'll maximize your money for the longest period.

Of time, and the house has the lowest advantage. The problem is when people start playing, they think that they're smarter. Sometimes they come up with their own.

Strategies or they had too many drinks and now they really are in trouble. Yeah.

But, yeah, they started coming up with their own strategies, thinking they're smarter. But if you just play basic blackjack strategy, that's the way to beat the house. The advantage in our favor is less than 2% at that point.

So that's the best way people can do it. And people count cards. It's very difficult to count cards because casinos don't use. There's almost no single deck blackjack anymore. You look at two decks, four decks, six decks, eight decks that are all shuffled together. So it becomes far more difficult to count. Card counting is not illegal.

Oh, it's not? I thought it was.

It's not illegal if you're just card counting in your. In your head. But if you're using some sort of device, then it becomes illegal.

Or if you're a team, a team's gotta be illegal, Right. Like giving a signal across the table or something.

That's all right.

There's people who watch people, cameras that watch people.

Have you done any continuous improvement on this area?

So that is the one area we have been prohibited from. And that's just like a straight delineation. At most casinos, the people that work in surveillance, no one knows who they are. And they're sort of segmented out from the general population.

Yeah, I gotcha.

They just come and go. Okay.

Yeah.

But you know, in, you know, in hospitality, when you start thinking about lean too, I think if you look at housekeeping and compare it to manufacturing is probably one of the closest examples that we have outside of a kitchen. You know, in housekeeping, when we look at how we clean rooms and you.

Just look at the workload for the housekeepers day in and day out, many.

Properties are cleaning between 12 and 16 rooms in a given shift. So that's a normal eight hour shift for most of them.

And many. Right.

Depending on where they work, will sometimes start cutting corners.

But if you can get in there and start helping those housekeepers be able to clean the rooms more efficiently so that you're not giving them more rooms to do, but they can leave the day feeling a little bit better. They're a little less beat down, they feel happier. As they leave, they come back to happy. They come back with new ideas. We found that we were able, from one housekeeper's idea, when we were watching them clean rooms and they were looking.

For a clean pillowcase, it took them eight different pillowcases to find one that was clean. And it's not that the pillowcases were not clean, but they had been stained.

And no one was catching that through the process. And as the Housekeeper was going through all of these stained pillowcases. They were throwing them back in with all of the dirty linen that had come from the room.

So it was recirculating the problem, Just.

Recirculating and then exacerbating it.

Because you outsource. Many places will outsource that.

Some have their own cleaning teams, laundry facilities on site.

But when you start outsourcing that, it.

Goes out and no one at those.

Facilities is then checking it either. It goes through giant washing machines and then goes through machines that dry the fabric, pull the fabric and automatically fold the fabric so no one gets to check that. So if there's not a good quality control step in there, where people are randomly checking the linen, it just gets recirculated.

Yeah.

So we had them. Simple thing for them was to start pulling that out and throwing it into.

A separate bag and we started weighing that and it was thousands of pounds a week of stained linen that just kept going through and being circulated and back. And for us, that was a simple way to start saving money because we took that immediately out. If we couldn't get the stain out.

We just got rid of it and.

We put new linen on.

And for most housekeepers, that was almost an extra room. They got back a day that, you.

Know, 30 minutes a day where they.

Didn'T have to go through all that.

Stained linen as they look for something that was perfect that a guest would find acceptable now.

So when you go, I know you're really passionate about relationships and using, you know, really letting process unlock value and things like that. So when you, when you're talking about a situation where housekeepers are going through these opportunities for improvement, you know, are you literally involving the folks that are actually doing the cleaning or how does that work?

Yeah, so I'm not sure how Kaizen, we run a lot of Kaizen events. We do larger scale projects as well.

But we found in hospitality Kaizen events.

Where we can come in, provide some training, spend time with the team, and.

We'Re out after a week. And I say out meaning it's up to them after that first week to really be the most impactful for us. So the way we generally run the.

Events is providing some training to the team where they're confused. It's a long day and a half.

And they're not really sure what's going on. But then we get out to wherever they work and we start. We work hand in hand with them.

Doing time observations so that they're exposed to a lot of the basic tools where they can start looking for improvements, too. So doing time, observations of how they.

Do work, how their colleagues do work, documenting the current state, which is always different from what we think it is. As you start mapping out the process.

We like to map out the process, what it's supposed to be, then what it actually is, and then our desired future state. But involving those housekeepers, involving housemen, involving whoever it is that does the work.

So that they're the ones developing the solutions. Because if they're engaged in the process, they're going to be the person, day in, day out, selling the new process.

To their co workers, their fellow team members, and getting them engaged and excited.

That, you know, it wasn't some guy who came in, some woman who came in and told us to do something different. It was us designing this to make our own lives better.

Yeah, absolutely. Beautiful. Wow, Aaron, this has been fun, man. Here, here and about. I just love hearing how lead and continuous improvement is being used in so many different industries. Over the last few episodes, we've had everything from people in the legal industry. I had a guy recently in the NGO world going into Somalia and helping people using Lean. So now here we are in hospitality. So it really is unlimited what we can accomplish with this methodology of ours. So maybe to wrap things up, Aaron, why don't you maybe just share some final words of wisdom and then definitely tell folks how they can connect with you.

Sure.

Ron.

I would say if you're new and.

You'Re passionate about Lean. I'm five years, six years into my.

Journey now, and I still feel like.

Some days I'm just barely scratching the surface, really look out, seek out mentors within the industry, people you can talk.

To, get involved with and observe how they do work.

But at the end of the day.

It really has to come down to being engaged with your team, making sure that they understand you're there for them.

You'Re there to support them and spend.

Time with the frontline folks.

Because no change is going to stick.

If it's being forced at someone. But if they can come up with the ideas, if they're engaged in the.

Process, engaged in the changes and the.

Solutions to big problems you're trying to solve, or even sometimes the small problems, that change is going to stick.

And if people want to find me, you know, LinkedIn's probably the best way.

It's Aaron Davidson. A A R O N Davidson D A V I D S O N.

I'm on LinkedIn, and that's probably the best way for people to find me.

Cool.

Yeah. And we'll link to the to your LinkedIn there in our show notes so that folks just go to GembaPodcast.com, this is going to be episode 328. So yeah, Aaron, well thanks for coming on and keep up the great work. Maybe we can connect down the road again and hear about some of the new improvements you guys have made.

All right. Thanks Ryan. Appreciate the time.

Take care. Thanks for listening. Whether you've been on the continuous improvement journey for many years or perhaps you're just getting started, Gemba Academy is here to support you. And while we're best known for our more than 1500 Lean and Six Sigma teaching and virtual tour videos, we also have a team of experienced Lean and Six Sigma practitioners available for one on one coaching as well as a variety of Lean and Six Sigma certification options. To learn more and to schedule a demo, head on over to gembaacademy. Com.