GA 340 | Modernizing TWI with Ryan Weiss

Purpose plus people plus process is what leads to performance. But I went about it backwards in my career. And what I mean by that is when I first started my career, I was very focused on process. I felt that the world's problems can be solved by focusing on process.

Today, I'm excited to welcome Ryan Weiss to the show. I just had a great chat with Ryan, had a lot of fun on this podcast. He's got a lot of energy and we had a lot of fun talking about some different topics. So Ryan is a lean consultant. He's got quite a bit of a interesting background. He's kind of got some chemical engineering background and a math guy and this and that. And so he was all about process early in his career. Then he learned about the importance of people and then eventually he learned the importance of purpose. And so over the years, he's kind of put this all together and that's how he goes about his work. And so that's kind of the evolution of our story, really is his journey and how he's kind of improved himself and the way that he delivers continuous improvements to others. We then got into a really interesting conversation about TWI training within industries. He was approached by a customer who asked him to modernize some of the TWI training. You know, back in the original training, there's some call it interesting case studies that may not be completely, you know, relevant in 2020. And so he worked on that with his team on modernizing certain aspects of it. So we talked a little bit about that and how they went that and yeah, just had a lot of fun talking with Ryan. It was a real pleasure. And I think you're gonna like the. The show. We also talked about learning styles and that just kind of came organically over the conversation. And come to find out on their website. On Ryan's website, which is epszone.com that's got a really. A free tool. It's under their tools menu for learning styles tests and you can go on there and see how you learn. Learn better. I think. You know, when I did it, it came back that you learned that I learned best by watching five to eight minute videos with handsome lean guys. Talking about lean. I'm just kidding. I don't know. Not everybody learns best by video. I get it. But. But it's a really cool tool and that I would encourage you to go check out and see. See what you come up with. Yeah. So show notes for this episode will be over@gembapodcast.com and just look for episode 340 again, gembapodcast.com look for episode 340. Okay, enough from me. Let's get to the show. Ryan, welcome to the show. How are you?

I'm doing great today. Thanks, Ron.

All right, well, thanks for coming on. Hey, so where are you calling in from? Part of the country?

Yeah. So I'm in the Chicagoland area. This is where I've moved back to a couple years ago with my family.

Nice. Where in Chicago?

So we live just west, kind of western suburbs. We live just west of Elgin. We're kind of out in the country. We spent a lot of time living in big cities around the world and. And just wanted to get a few acres and get out of the city, so.

Nice.

I've been enjoying that.

Yeah. My wife's actually from a town called Westchester. Are you familiar with it and.

Oh, absolutely.

Yeah, yeah, yeah. That's where she's from, and she grew up there. And I actually worked at Libertyville, Motorola at Libertyville up there, and for. For. For a few years early in my career. So. Yeah, so I know the area well, man.

Excellent.

Good stuff. So well. Hey, as you know, we like to begin all of our episodes, Ryan, with our guest sharing a quote. So do you have one?

Yeah. So I'd say the one that I've been sort of enjoying the most recently, and we've used it in a number of meetings and just talking with customers is that. Is actually one from Albert Einstein. He said, if you judge a fish by its ability to climb a tree, he'll live his whole life thinking that he is stupid. Right. And I think we focus so much on people and helping people to thrive and grow and develop and understand that different people have different talents. That, to me, that one just. It strikes a chord. It really makes us sit back and think about, you know, how are we identifying those talented individuals and helping those talented individuals to grow and see their potential. And so that one really strikes me.

Nice. I like it. So, you know, right before we hit record, you and I were chatting a little bit, just kind of getting to know each other, and. And all of a sudden, I. I interrupted you. I said, stop. Stop talking. We got to record all this. So. So we were. I. I know we've got some. Some specific areas that we're going to kind of navigate into, but I thought it would open up with. Well, one thing for. Obviously, tell us about your background. I want to jump right back into that story. It's why it's fresh in my mind. So I'm out of order here. Tell us about your background. No, no worries. Who you are, what you do, and how you got into all this continuous improvement stuff. Let's start there, then we'll jump into the story.

Excellent. Yeah, so, absolutely. So thank you. So thank you for having me on the show. And yeah, so where I originally started, I, I started a small company when I was 16 years old. I, I, I had to, I realized I had to find a way to pay my way through college. And so I was always passionate about, you know, starting something new. And my youngest brother still owns that company today, and he's grown it into quite a significant company here in the Chicagoland area. And so I started, you know, very entrepreneurial at a young age, paid my way through college. And then when I got out, I got into the chemical industry. Spent about 17 years working for a company called National Adhesives. And then they were acquired by Henkel. They moved me and my family seven times in 17 years. Oh, boy. To Asia and back twice. And just had some great experiences. I'm so thankful and kind of blessed to have had a lot of great experiences throughout life. But about four, a little bit over four years ago, I left that organization and kind of went back out on my own. We moved back to Illinois and my father was having some health concerns and so we moved back to Illinois and here we are, so four years later doing. And my focus has always been on continuous improvement. So throughout all those years in the chemical industry and now on my own or, you know, in the consulting world, that's, that's been, our focus is people and process and leading to performance.

So, so what's the name of your consulting company?

So it's called Effective Performance Strategies.

Okay, good, good, good. So before I, so you, you mentioned my first question, official question is going to be purpose plus people plus process leads to performance. And I want to get to that. But before that we were talking just kind of riffing a little bit before we hit record on TWI because that's another topic we're going to kind of explore in a little bit. But we were going, I felt like we were going down a really interesting path. And it kind of got started with, I was kind of, ah, you know, my personal opinion, right, wrong or indifferent is that, you know, JR is actually a pretty good job relations. You know, the kind of the, the people side of the twi, you know, methodology is, is I'm pretty passionate about companies considering starting there even before they get into the more popular ji, job instruction, you know, field of study. And that kind of led you to start talking about you have a gentleman that works in with your organization who I believe you said was a psychologists. Is that right?

That's right. Yeah.

So tell us about what's going on there.

Yeah, so, so, and you know, I think part of our discussion as well, so I had a customer a while back tell me that his, his biggest challenge right now in his plant is just keeping his employees from punching each other. Right. And it's sort of the frustration that's building in society. And so we have a gentleman who works for us, Dr. David Nee Camp. And he is a, he's a psychologist, clinical and. But he also does work in the industrial space. And he actually wrote a white paper back at the beginning of COVID So this was, I don't know exact date, but it was sort of late March, early April. He wrote a white paper that was called Kinetic Anxiety. And he was talking about this, what he was observing sort of building in the emotions of people and the culture in society and the challenges that he was observing going on both, like I said, both in his clinic as well as just in life and in industry. And he wrote this white paper because he said he was observing it six months ago and sort of predicting this civil unrest and the frustration and the division going on in our country, especially here in North America. And I just, I, you know, I think it fits, you know, sort of so well with that, that concept you have around JR that that really is the foundation for a lot of things. Yeah. You know, we want to make sure that people are safe and secure and comfortable. That's. Those are the times when they're, you know, able to have their sort of minds in a place where they can make change and they. Yeah. And they can grow and develop. So.

Yeah, well, yeah, I mean, it's, you know, especially just in a profess. The probability is very high that you're going to be around people who may not agree with you politically or they may not agree with you on, you know, should you wear a mask or not wear a mask? You know, I mean, you just don't know. There's so many hot topics right now, but being able to, you know, find harmony even when there's differences and being able to respect one another and listen to one another and, you know, I mean, that's, that's so, so important these days. Maybe more, more important than anytime I've been alive.

That's right. That's right. I agree with you.

Yeah. So. Well, hey, back to the. To I guess what was going to be my Kind of my official first question on your website, Ryan. And we'll. We'll link to that in the show notes. This is going to be episode. Let's see, episode 340. So people can go to gembapodcast.com look for episode 340. We'll link to. To Ryan's website there. But on there it says people, our purpose. Purpose plus people plus process leads to performance. So talk us a little bit about. I mean, maybe it's kind of common sense to think about all that, but I'm sensing there's something deeper going on with that formula there.

Yeah. So for me, it's really sort of a foundational thing. Right. I went about this backwards. So the equation has sort of a personal sort of depth for me because it's in that order. It's in the order of purpose plus people plus process is what leads to performance. But I went about it backwards in my career. And what I mean by that is, when I first started my career, I was very focused on process. I felt that the world's problems can be solved by focusing on process. My degrees are in chemistry and finance. Numbers, statistics, you know, whatever, you know, mathematics. I can solve the world's problems with process. And that's where I started my career. I was very passionate about, you know, figuring out, okay, how do I, you know, take, you know, six sigma, for example. Right. I grasped onto that and got very excited about, you know, looking at process and understanding the math behind it and all these things. And what I found as I. As I started my career and started with that, that first equation that I had, process is what gives you performance, is that people have to change. Right? People are part of that process. And people plus process is really habits, right? Those are the habits and behaviors that people have. There's sort of a habit cycle there. I'm a person, I have a process. Every morning I get up and I grab a cup of coffee and I go to work and I do these things and I have a certain sequence. And so people plus process, I started believing, well, that's what gives us performance. Because the habits that people have in whatever role they're in, in their organization, those habits are what drive the performance. And then later in my career, I started sort of thinking about and trying to figure out, okay, so people have these habits, they interact with these processes, and that's what gives performance. But if you want to change performance, what that means is you've got to change the people and you've got to change the process. You got to change A habit. And breaking a habit is incredibly difficult. Yeah, if it, if it was easy, right, I would weigh 20 pounds less and be more physically fit and all those things, but I'm not. So purpose is what leads us to change our habits. And, and so I added on purpose at sort of a later phase of my career and with the recognition that if I want to improve performance beyond what I'm getting today, I need to understand what the purpose is and what the vision is. So that's why the equation for me has such meaning, because I approached it completely opposite for the first 15, 20 years of my career. And it's been so great to have this realization for myself and able to help other people sort of through that and hopefully not make some of the same mistakes that I did.

Yeah, that's really interesting. You know, even thinking about, you know, our TWI conversation earlier, you know, I was just trying to, like, I was trying to think about the J programs in each of these, you know, so like process, you might argue, is jm, you know, your method or whatever, you know, and then people is your junior, you know, and, and, well, I guess purpose is kind of all of it, you know, but, but that's, that, that's actually really many of us, myself included, to kind of engineer by training and also kind of a numbers geek, you know, and would get lost in my minitab many times early in my career, you know. You know, I think for me it was very similar to you in that I finally realized, boy, this, the people side of it's pretty important. And I've always been able to get along with people and all that, but I wasn't, I didn't always really understand how important it was. But then I wasn't saying until it was my kind of Gemba Academy years that the whole idea of purpose, or maybe Simon Sinek's why your. Why, you know, like, why are we doing this? You know, this is, that's, that's the true power. But you can't have just one of the three. You know, you might have your purpose, your purpose completely dialed in and you might have a good process, but your people size. So if any of those three are out of whack, you're probably going to suffer, I think. Would you agree?

Oh, absolutely, absolutely. And I think, and that's exactly why we look at this and see the world kind of through this lens today, is that all three of those need to be going in the right direction for you to really be successful. Absolutely.

Yeah. So you were mentioning also this customer Approaching you out of the blue to modernize twi, which is an interesting topic. There's some purists out there who would say you don't modernize twi, it is what it is. And he would have some, he would argue, no, you should never use a Japanese word and you should always make everything in a vernacular and all that. So, you know, depends on the camp that you're in on, on your feelings on this. But I'm curious, I mean, obviously you want to please the customer, so it sounds like you went about it. So, so tell us about the project and, and some of the things that you, that you did and, and, and how it worked out.

Sure. So, yeah, and I think it was sort of an interesting thing. As you mentioned, they kind of approached me out of the blue and said, you know, we'd like to do something with twi, but you know, it needs some modernization. And when you sort of look at the original twi, you know, documents and stuff, there's, you know, there's examples in there of, you know, that Bob got called into his manager's office and told a woman's going to join your team and, and the resistance there. Right. And obviously that, that type of thing doesn't fly in 2020.

Right.

So, so I, I initially I was looking at some of those things saying, okay, can we just modernize some stories. Examples. Yeah, and, and stories and things like that. But then, you know, we started, it started taking on a life of its own where we, we actually have created some fidget spinners. They're like gear sets that of how the needs of a supervisor work together. And in the original five needs of a supervisor, they really didn't talk as much about safety. Right. JS kind of was, I'll call it more of a sort of an add on. Right. Job safety and sort of more of an add on and. But looking at the way organizations are today, and I believe the right thing for organizations is to have a foundation of safety and security and, and health and environment and sustainability. There's all those parts of that. So we actually created this gear set, it's a 3D printed fidget spinner that we use and articulate how these things work together. Because a supervisor really needs all of those things to be working if their gears are going to be working well and going to be effective and, and if their team's going to be sort of spinning in the right direction. Sometimes supervisors get promoted because they have knowledge of work, for example, but if that's what they focus on and that's what they build their foundation on. Then they really kind of get out of whack with their team because they're like, well, I know how to do this. That doesn't mean you know how to lead, it doesn't mean you know how to instruct, it doesn't mean. Right, that your team is going to work effectively. And so we really put a lot of effort into that piece of it and understanding how those elements, how those gears fit together, if you will. And then we created a series of videos, introductory videos about each of the concepts. But the bigger things were really around things like learning styles. And we created a learning style assessment with Dr. Dave and, and some of these things that, you know, sort of get people thinking. One of the, you know, one of the customers, when we, when we first launched this, they actually were sort of challenged by a lot of turnover in one of their plants. And, and they were struggling with this. And we, we did the first, first session with, with the folks in a plant and, and one of the people said, you know, oh, I get it. You got these different learning styles. The people that I'm training may learn differently than I do. And, and they said, you know what, you know what would be really cool is if the new employees in our plant would get a notepad and a pen. And, and that just made me pause. Right. So even being in continuous improvement for decades, it made me pause because if something so simple, right, that we have people coming into our plant that don't have a pen and paper, they can't take notes. And, but some of those people learn by writing and they learn by, you know, thinking and being able to take notes and come back to it and reading their notes. And so it's such a simple change that has had a significant impact on their onboarding process. And so, you know, I love the TWI concepts because they are, they're simple and they're clean and they're, you know, but that doesn't make them easy. Right, but, but yes, we've put a lot of effort and energy into this modernization and, but try and not to go too far away from that simple and easy, simple concept that the TWI was, was founded on. Yeah, yeah, Certainly not easy, but, but simple and clean because there's so much power in it, I think.

Yeah, no, for sure, for sure. Now, did you work on JI Jr and JM or did you focus on one more than the other, or.

Yes, we really, we really worked on all three of them and, and put them together in, in something we, we call It. The plant performance package. And it's. It's really encompassing of all three of those modules. And most of our clients, most of my background, most of my history has been in manufacturing, but I've also spent more and more time in the service side. So whether it's trucking or a rental business I work with or different types of service industries, I was sort of nervous calling it a plant performance package. But. But the customer, you know, my customers have been able to sort of get past that, that it's not just about manufacturing, because even manufacturing is in many ways about communication and. And transactions. So, you know, one of my roles at Henkel years ago was managing a shared service center in the Philippines for three years. And it was all computers and people looking at processes. There was no manufacturing going on. And. And so some light bulbs went off for me about just how similar manufacturing and service are. But also there's slight differences that you have to be aware of and be able to work through.

Hey, I'm curious. You mentioned early in the show that you moved. You were all over the world, really, with your various jobs, over your corporate career there. And now sounds like you're still interacting with people all over the world. What do you make of cultural differences and implementing continuous improvement or practicing continuous improvement? Do you. Do you see it playing a role depending on where you are in the world?

Yeah, absolutely. I think the cultural differences for me, absolutely fascinate me. And boy, it's not so easy as just saying a certain country or certain region of the world has a certain culture that makes it this way or that way.

Yeah.

What I've found is, I mean, for example, when I lived in Singapore, I would travel all over Asia and, And do training. And some of my training classes had, you know, people from Vietnam and Thailand and Indonesia and China and, you know, and those different cultures make it. Make the job so absolutely fascinating. That's when I started to really realize that it was not just process, but it was also people and the cultures that they come from. Their backgrounds, their perspectives, their worldviews. All of those things play a role in what motivates them and how they find acceptance with their colleagues. What things are they willing to be bold about? What things are they sort of nervous about and not willing to. To talk about? And I'll just give one quick example. When I was in Asia, I had a manager that reported to me, and she came up to me one day. I was only at the job about a month and a half, two months, and she asked a question. She said, do you not trust me? And that made me sit back in my seat, right? Because I thought this person is. Why are they asking this, right. I've been here for a couple of months and they're asking me, don't you trust me? And, and especially in the culture that she was in, for her to say that was, you know, seemed very confrontational to her. And fortunately I recognized it, right, Because I had a great conversation with her and. And I was able to step back and let her run her team the way she needed to. And. And she came to me years later, you know, a couple of years later to, you know, she's like, I thought you were going to fire me or something when I asked that question. And I thought, you know, in. In American culture, right? We. We can be kind of very confrontational. You know, I would never have any trouble calling my boss and say, don't you trust me? What are you doing here?

Right?

But for her, she thought she was going to get fired or something by asking this question. And it turned out she turned out to be one of my, you know, just greatest leaders. And she got promoted and moved to Europe and all these other things and just flourished because. But we have to recognize those cultural norms and cultural standards and be able to adapt to it, right? And I think that's absolutely important.

And I'm real big on really recognizing or understanding the critical impact you can have on people. You never know, like, that one moment in time, that one conversation with that young lady that, you know, you could have destroyed her career, right. Like. Or you could have ruined her confidence or whatever it is in the way that you interacted with her. But sounds like you handled it like a champ, you know, and things went on well. But I'm just real big on the words that we use and the way that we treat each other can have. You're like an indelible impact on someone, you know, if you're not.

That's right.

If you don't handle it correctly. So, yeah, that's a great story. That's a great story. What are you seeing these days out there? And obviously, we're in the 2020. What else can you say? Right? Just 2020. That's all you need to say. So when we talk about challenges that organizations are having, I mean, obviously 2020 brings all kinds of challenges on their own, but what are you seeing out there as far, as, I don't know, issues and things that organizations are trying to overcome?

Yeah, I think it falls into a couple of buckets. I think one is the cultural and person. And I'll speak more, maybe North American here for a moment, that I think there are, you know, whether it's politics or culture or race or, you know, whether or not to wear a mask. I think the. That anxiety that we kind of talked about earlier and the. And the frustrations and. And things that have built within people. I think that's one thing that a lot of organizations, a lot of my customers have been talking about, the challenges around that. There are. I have some smaller companies, smaller customers that I think have, you know, sort of found a very clear alignment. They're all on the same page, and they're all just kind of moving forward. But you also don't want them to move forward blindly, you know, just because you have a team that's all aligned and all agrees that that's not really what's happening in our bigger society right now. And so I think that's a challenge for organizations to not be blindsided by. By, you know, sort of a group think, if you will, about a certain way of doing things. So I think that's one. A second one, I would say, is sort of this leadership and transparency. So I think it's maybe more difficult than ever to be a leader today and to know the right things to say and the right things to do. And so I think that leadership, sort of transparency and vulnerability is, you know, is probably as important today as ever. You know, being able to lead, being able to, you know, create a vision and. And get people rallied behind it is. It, I think, is so important today. And. And. But I think people are really challenged with that, you know, knowing the right things to say and the right ways to say them without sort of getting one side or the other upset on whatever issue it is that you can pick.

Yeah.

So I think those are a couple of things that the organizations are really struggling with. And then the third sort of one I see is there are some organizations that have absolutely thrived in this that are busting at the seams, that are, you know, they've. They're busier than they've ever been. And there are other organizations that have just the, you know, Covid. And all this has just killed them, and they're hanging on by a thread trying to figure out how to survive. And. And there aren't as many people sort of in that middle space who are just kind of plugging along like they were in 2019. So, you know, I think we're seeing, you know, sort of these, you know, companies who have been winners or losers Maybe not even because of something they've done, but just because of the cultural environment and Covid and all these other things that, that put them in one of those places. Yeah, so. So those are certainly all, you know, like you said, 2020 there. Nothing else needs to be said.

Yeah, no, for sure, for sure. Hey, last question I have for you, Ryan, is I always like to kind of throw nuggets out. There's a lot of folks that listen to the show who are also just getting started with Lean and continuous improvement in general. Do you have any advice for those folks as they kind of just get going with this whole thing?

Yeah, I think that's a great question and I think. So I talked a little bit about learning styles earlier, and this is something that Dr. Dave really challenged me on early in our relationship was he asked me how did I learn best? And I asked him, what do you mean? And I asked him for some clarification and he started talking about the senses, our body's senses that we can listen, we can talk, we can read, we can write, we can, you know, we can do things, we can observe. And just thinking about those senses and thinking about the way that you learn best is probably the best advice that I could give to someone starting out is to think about how you learn and to think about how other people around you learn. Because continuous improvement is about continuously learning. I love learning about cultures, about, you know, about processes, about, you know, manufacturing equipment and technology. And I just love learning about what people do and how they do it. And I think that's a really important part of continuous improvement is being open to learning and then also thinking about how the other people around you learn to make sure that you're aligning and you're learning together. Because just because you find something fascinating doesn't mean the next person over. Well, yeah, and, and I think that there's sort of that, that part of it. So, so we've, we've actually put on our, on our website we've got a, a learning assessment that we've put up that we don't charge people for. Just. Very cool.

I'm going to go take use and look at.

Yeah, absolutely. So we can, we can provide you a link and you can put that in there. Yeah. For people to think about how do they learn? And they can even share it with their employees and think about how their employees learn.

We just need to hack it so all the answers come back. Lean videos about eight to 10 minutes long. You know, how you learn. Oh, my gosh, I gotta Go to Gemba Academy.

That's right.

It's really interesting that you say that because we, you know, we have folks that go through kind of our certification programs or whatever. So we've got, you know, obviously we, we got videos, right? I miss our, our core product. So. But we have, we, we also have PDF overview documents, if you will, about every video. So essentially a written version of the video, right? And then we might have quizzes for that same video. So I always tell people who are going through like our black belt program, it's been really interesting. I had this guy, Scott Young on Back in Gosh, I'm looking it up here. Episode 285. This guy, he, he's not a lean guy or anything like that. He, he, he, he, he, he's what he calls himself an ultra learner. And, and he actually learned. Him and his buddy learned four languages in one year. He did, what was it, he did this MIT challenge where he took the entire MIT computer science undergrad program. Four year program and one year he did all this crazy stuff, right? And so he, they talk about how they go about learning things quickly. And one of the things that they do that was really interesting and we've since implemented it here at Gemba Academy. Or we, we at least throw it out as an option is they'll do things like, you know, for us, it's like we talk about a one, two, three punch. You get a video, an overview and a quiz. That might be the traditional order that you'd go. You watch the video, then you read the overview, then you take the quiz. But what this alternate learners will say is, you know what? Well, I'm going to try. I'm going to take that quiz first. I know I'm going to bomb it. I don't know anything about this topic, but it's okay. I'm going to start planting in my brain some important things I need to know and look out for then. And they might watch the video, read the overview, then take the quiz again. This time they're gonna try to do better. But then there's another version and a lot of people have, to your point about learning styles, they've actually said, hey, your videos are great and I like them and all, but you know what? I'm a voracious reader. And so for them, they'll take the quiz, they'll read the overview, then they'll watch the video, then they'll take the quiz. So there's, it's so interesting to your point on the different learning styles, and I Just tell people you gotta experiment and see what works for you because everyone's different. Right? What works for me? Like my business partner Kevin, probably kill me for saying this, but he's not a huge fan of watching videos. I'm like, you're in a video business, man, you know, but he likes to read, you know, so for Kevin, reading a little bit and then watching the video is a great way for him to go about that, you know, so it's really, it is interesting how folks learn differently.

Absolutely.

So, well, good stuff. So again, what's the best way for folks to connect with you? I mean, you mentioned your website. Let me see, did we get. Give the URL?

Yeah, yeah, it's epszone.com so epszone.com is our, is our website and they can certainly fill out the contact form there or they can send me an email, ryan@epszone.com. so it's just R Y a N at p s zone.com. welcome to send me an email and be happy to chat. And you know, one of the things I've been enjoying this year is just networking and getting to know other people, even if it's been virtual for the most part. And so it's always great to connect and, you know, I'm always liking to learn what other people are doing and how they're finding success.

Okay, so I'm on your website under Tools Learning Style test. Bam. Now I just opened it up, so I got my homework. As soon as we get off the phone here or off the off the call, I'm gonna do my learning styles assessment. That's awesome. So, yeah, man, it's been fun. Thanks for coming onto the show.

Absolutely. Thanks for having me, Ron.

Okay. All right, well, we'll catch up again maybe down the road and hear some more stories.

Excellent. Thanks so much, Ron.

All right, 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.