GA 348 | Communicating Respect in Lean with Tejas Munot

Lean is a way of life. It's a way of living. So, you know, once you embrace it, once you understand it, make sure you implement it. And share those wins. It's really important to share, to celebrate those wins, share those wins with people so that you get others on board as well.

Today, I'm excited to welcome Tejas Muno to the show. Now, a few weeks ago, I put a thing out on LinkedIn about looking for folks who had been practicing lean for a couple years and wanted to maybe see, get some of those folks to come onto the podcast to share their story. It's always fun to hear from folks who are, you know, kind of getting into this whole Lean movement and what they're learning and how things are going. And so Tejas is one of the guys who responded, and we had a lot of fun. Boy, he may be newer to Lean, but, boy, he's had a lot of experience. He did a lot of work with an intern at Vibeco with Carl and the team over there, and he learned a lot there. And so what we talk about on the show is just really his journey and how he's. How he always learned about various aspects of lean. And you'll start to hear that he's really picked up on the importance of having this learning approach, like constantly learning, and then also the importance of human relationships and making sure that everybody's kind of on the same page and working together. And so, yeah, we had a lot of fun talking about those things. And then what's interesting is Tejas actually turned the tables, and he asked me a few questions. That was a lot of fun. Fun. He asked me about some of my early mentors and, you know, if I could go back in time, anything I would do differently. And it was really interesting to kind of reflect on some old stories from. From my past. So that was a lot of fun as well. So. So show notes for this episode will be found over@gembapodcast.com this is going to be episode 348 again, gembapodcast.com and look for episode 348. Okay, enough for me. Let's get to the show. Hey, Joss. Welcome to the show. How are you?

Good. How are you, Ron?

I'm good, man. I'm doing really well, thank you. Well, listen, I'm excited for this podcast. You know, we put a thing out on LinkedIn a few weeks ago about folks who have been maybe practicing lean for a few years and really excited to talk to them, you know, because, you know, sometimes a lot of People listening to the show are newer to Lean, but we also have a lot of experienced folks as well. But I think always kind of coming back to that. To that beginning place and. And where. Where everything is new and you're learning so much, you know, it's exciting for everyone to listen, so. And I think maybe we'll even let you turn tables on me later in the podcast if you promise not to ask too hard of questions.

I promise to do that.

Okay. Okay. All right. Well, hey, Tejas, you know, we like to. To begin all of our episodes with our guests sharing a quote. So do you have one?

Absolutely, I do. So this is something that I learned first from Carl Wattstein, who is the president and CEO of ICO Vibrators. The code is as follows. Fix what bugs. You know, it's so simple and yet so powerful. And I feel that it's sort of a job description of anyone who's working in the field of continuous improvement.

Yeah.

All that he or she does is fix what bugs them.

I love it. I love it. Now, depending on who's listening to this, somebody going to say, I'm going to argue on the originator of that quote, whether it's Carl or Paul Akers. So we'll let those guys fight it out on who said it first. I don't know, but I know they're both passionate about saying that. But I also like it. Fix what bugs you. That's a great motto for all continuous improvement practitioners, so. Absolutely. So, hey, listen, tell us about your background. Tay. Josh, tell us about how you first got exposed to continuous improvement and lean and. And then tell us about what you're up to these days.

Sure. So, Ron, my journey starts back in India. So I come from India, and I was always sort of interested in the mechanics, so how things run, etc. So naturally, my progression was towards getting my bachelor's in mechanical. So I have a mechanical degree. Right after that, I joined General Motors. So I worked with them in the manufacturing engineering department, and I sort of settled in really quickly with gm, so it was. It was sort of really easy to pick up. And right after a year, I started feeling a bit complacent. You know, I was doing same things over and over, which I got really good at, but I sort of started feeling a little bit complacent, so I decided just to get out of my comfort zone. And the way I tried to do it was to get a master's degree in a completely different part of the world. So coming from India to the United States, was a whole new journey. You know, it was. I had no friends that were in the US no family. So, you know, building those relationships with the people in a. Building the relationships you had with your roommates and during your Masters, it was a journey. It was awesome. And I learned so much because you're with yourself, right? You have your own thoughts that accompany you, so that makes you get out of your comfort zone and then really know you as your person. So that was a good journey. I also got to intern with. With Wipe Co vibrators as a part of my master's degree. And that was when I was first introduced to the concept of Lean and Six Sigma. You know, Carl really took me under his wing and showed me the path, basically showed me the beautiful world of lean, and I was on board immediately. So that's been the journey. And to the person I am today, I owe it to Karl Waddenstein. Today I work as a Kaizen leader at a plastics injection molding company, and I get to do the work I love the most is fixing what bucks people.

I love it. Well, what a wonderful mentor and teacher to have. And Carl, you're very, very lucky to have someone like that.

Definitely. Definitely.

Yeah. Fantastic. Fantastic. And Vibo is an amazing company as well, doing some great, great work. For a long time, they've been in the lean part of the lean. Lean movement, you know, so, yeah, one of the originators, I would think, in the. In America. So. Fantastic. All right, well, let's jump into really more, I guess, some. I don't know. I'm interested in just hearing some of the lessons that you've learned about Lean, especially with Carl and all those folks there at Viveco who are living and breathing, you know, all these things that we're teaching. So tell us about some of the things that you've been learning.

Shut up, Ron. It's funny that you bring it up, and I want to share this story that actually happened in White Coat. So Carl has been a big influence in my life, and this was something that happened when I was working with him. It was late in the evening, and a customer called in to change a few things on his order. So he wanted some things to be added to this. And I happened to be in the office with Carl, and as soon as I knew that, I said to Carl, karl, don't worry. We are on this. I'll just go back, run to the painting department and ask the painter to add a few things for us, and we should be ready to go. And in his. And his response was in his dusky voice, you know, called tj. He called me TJ is tj. You're not going to do that. You are not going to ask him. You're going to request him to do this for you. And I was speechless. You know that for me was when I know that even if you mean all the respect from within, your words need to do the justice that. That you feel your feelings from, right? So it's also not just the. The feeling that you have from within, but also the words that make a great impact on any person's life. So the things that I took away from it was, you know, if you are in the. In a position that can influence other people, you need to make sure that the words that you use deploy the respect for people. And that's what is Lean is all about. Right?

So I'm curious, talk a little bit more about that asking versus Requesting or whatever it is. Why do you think that matters so much?

The feeling I had from that was, say if a CEO of a company comes and asks you to do something, you will probably do it, right? But if the CEO of the company comes in, speaks to you, requests you to do something, you'll do it probably with a smile on your face. And that's important, right? So that's what I take away from, from the lesson is, is requesting because it's. It's a different word. You know, the connotation to it. The things that you say all mean different things for people with. Because they come from various backgrounds. So it's really important to focus on, on the words that you use to address people, especially to show that they are valued, to show that they are an important part of and you love working with them.

Give me your favorite Carl story.

Carl's story. He is a character that you absolutely love. One of the things that I think I remember is there's a company that came in from different sort of of background and he turned the tables on us. Basically what happened was because Wipe Co is doing Lean for such a long time that people from various parts of the world came in and looked at the organization. So Carl was one of the founding members of Lean in the company, and he had turned the people that worked for him from not people who do not believe in Lean, into people who are at the forefront of Lean for his journey. So the stories that he had were amazing.

I love it. I love it. So you mentioned Kaizen events, and I know Viveko is fantastic at running events and just practicing just Lean in general, but let's maybe hone in a little bit about Kaizen events. Do you have a process or an outline that you use there at Viveko?

Sure. So this is something that I read recently and it's inspired from a book called Reduced Effort Changeover and it's written by Ron Highskill. He's a brilliant lean thinker and he gives you all the details step by step that how a Kaizen event should look like. So I tried to take a page from his book and I'll share a story with you on this. So I recently led a Kaizen event for reducing the changeover that we had at our plastics injection molding company. So currently it took us about two hours to complete the changeover. But at the end of the event we were able to reduce it by 61% and the journey was beautiful. What generally I try to do is once we have that problem identified, I'll go out and I videotape the people doing the changeover. And the way that I try to do it is I'll try and get the people who actually do the job onto the screen. So if it's a two or a three person job like we have right now, it's a three person job for a changeover. So I'll get those three different videos not just focusing on the activity but also the person. Because I feel a lot of the motion aspect of the waist doesn't get a lot of attention just because it's natural for a person to walk. So if he's walking back and forth to get those tools, that's something that sometimes goes by just because it's natural. So video really helps you identify how much of walking is done. We also try to do a spaghetti diagram and the results, you should have seen those people, they were in awe. Just to understand that I walk about 95 different, 95 different times just to do a one single changeover. So that was astonishing for people just to sit back and watch themselves. That's a powerful thing that they they can see. You know, I also in my team I'll try and get people from non manufacturing background also just because they giving a different perspective, say people from sales or accounting. Now the reason why I have those people is because they would ask questions that probably you and I won't because we know certain assumptions of a manufacturer. How does manufacturing work? Right. But these people having no prior background would probably question those very assumptions. And once you have that questioning going on, you get two things. One is you really understand why it is that way. Or second is you you get on board is like, yeah, that makes sense. Why do we do it this way? So that drives a completely different. And a sort of questioning, sort of brainstorming, and then it's just fun to watch.

Yeah.

So, you know, that's something that I try to do.

Hey, talk a little bit about the video camera, because I totally agree. You know, filming what's going on is. It's the most effective way. There's just no other way that's better. Right. Because you can go back and you don't have to worry about time studies right then and there because you can do the time study from the video. Right. But with that said, there's one potential downside or pitfall that I have personally experienced over the years, and that is when the engineer comes running out with his video camera or her video camera and sets it up and it tells everybody, oh, just. Just ignore the camera. You know, Meanwhile, they're like up in the person's face and filming, you know, like. So how do you deal with any potential anxiety that the person being filmed might experience?

One of the things that I really try to use is a GoPro, right. So if I have two cameras, one is really outside, so they can't see the camera at all. So one of the things that I do is use a DSLR setup in some sort of a balcony, zoomed in into the person so that it actually captures his activity and also the movement. And the second thing I have is a GoPro on the person itself. You know, so if he. He doesn't have someone who is looking over his shoulder.

Yeah.

You. You feel that he is more at ease. So that's how I try to do.

You mount it on their head or like a strap or something, or how do they hold it?

Usually I do it on a. On that chest. There's a. There's a chest belt that you can.

That's really cool because you could have that perspective of. Of the outside looking at it, but then also flip to the camera on their. What they're seeing. Right. So that's great.

Exactly. So whatever you. The things you miss because the camera is so far behind, you can see through the first person perspective that this was the activity that was in hand. And then we can break it down into simple tasks.

I like it.

It's a huge game changer.

That's a great tip. That's a great tip. All right, well, listen, we can. We can keep going on and on about Viveko, but I know you might have a few questions for me. I'm a little bit nervous. You know, I don't normally have people asking questions on the show, but let's see what I can do. What's on your mind?

Sure. I. One of the things that, you know, it's a really cliched question, but I love to ask it is what are the. Some of the things that you find yourself thinking if only I knew this earlier in my career, right?

Oh, if only I knew this earlier in my career. I mean, I think the most common answer people would say when they something like this is oh, that it wasn't all about the tools and it's about the people. You know, I think this is the. Probably the most canned response that, that you hear. And I suppose there is some truth to that even for me. But I'll tell you what I don't regret, you know, my journey. I don't regret being a so called tool head early on, you know, as a young engineer running around building cell phones. All the rest of it, you know, because, because, you know, it formed me and who I am now, you know. Sure. Could I have been more respectful of people around me? Definitely. You know, I mean, I mean I wasn't. I was always a pretty nice guy and all that kind of thing, but, but, but I could have for sure, you know, involved others. But I, I think maybe the way that I'll answer this question, Tejas, is I would say that I used to put a lot of pressure on myself early on in my career with feeling like every, every project that I ran or every event that I was a part of needed to be a smashing. We needed to save all this money and all the rest of it. And part of it was some of the companies that I worked at over my corporate career. Unfortunately, some of them were pretty. How much money did you save this year, Mr. Or Mrs. Continuous Improvement Person? And we almost had to justify your existence. Some of it was because I had to do it to say, you should keep paying me a paycheck because I'm helping the company. But that really drove a lot of bad behavior. I think if I could go back, I would probably take some pressure off to say that, you know what, you know, we might go 5s this area or we might remove some, you know, walking waste as you described earlier. And it might not immediately roll down to the profit and loss statement. Right. But it's still the right thing to do. Right. And you know, you know, I know Vibe Co and companies like FastCap and some of these other lean, lean exemplars out there. They're not, they're not ever really worried about how much money are you saving me. They're just, they fix what bug you. And when you do this enough, the success comes, the money comes, the profits come as a result of all those things. So that might be one of the things that I wish I could have gone back and counseled myself on a little bit, was that, yeah, not everything's got to save a million bucks. Sometimes you just need to do things because they're the right things to do. So, yeah, awesome.

Thank you so much for sharing that. Actually, I do struggle with it myself is I want every project of mine to be the best, you know, to be a showcase for, for everything, you know, sort of follow. But I completely understand your point that it's, it's, it's all about those small wins, you know, just the moments that you have with, with the team that, that are remarkable and, and not just a dollar amount at the end of it.

Man, you're pretty good podcast host, man. You should like, you know, start one up. What else you got?

I actually have a YouTube channel. Do you really start with? So I do. I just started last month. It's called Simply Lean and it just has one video now, but I'm sort of working my way onto some other videos, so.

Well, yeah, we'll link to it in show notes. Everybody needs to go and follow Simply Lean YouTube channel and give them subscribe and hit the bell. Right? That's what you're supposed to say on YouTube.

I think it is exactly the way you think. Thank you so much. So speaking of Carl and Paul Akers, right. They have been huge influence on my life and they've been my mentors. So I'm interested to know something, some memorable experiences that you learned from your mentors.

Oh my gosh, that's a good one. Well, let's see, what can I think of? You know, there's one actually that I'll never forget forever. And this is. Well, one of my business partners, John Miller, you know, John. And Kevin Meyer is the other partner of Gemma Academy. So me, John and Kevin. So the first time I, I think the first time that I met John in person, I was working at a cell phone company and Texas, you can look at my LinkedIn and figure out who it is. And we brought John's consulting company in to teach us how to do value stream mapping. This is around the time Learning to See had just come out. You know, the famous value stream mapping book. So everybody was all about value stream mapping. And so one of John's consultants came in to teach us. And John, you know, his consulting company, it was called Gemba Research back then. And they, they were, they were trying to win the, you know, a big account with this company. It was a, this is a huge company that I worked at. And so he, so he came on the, the last day of the report out so that, you know, this, this, this consultant for his company came in and they did a training. It's a traditional Kaizen event, right? We, we did some training, we created a current state map, a future state map, and we made a lot of improvements and we actually made things better that week. I mean we still had things couldn't get done that week, but we made significant improvements that week. And I remember being, I felt a lot of pressure because I'm the one who kind of vouched to bring these folks in. And so back to that whole thing of wanting to have a home run, right? But it was, I would say it was a home run. And we made significant improvements in just a few days. And so I was excited for the report out. And we had this big room full of people. I mean there must have been, I don't know, 20, 30 people in there, including the general manager of the facility and all the senior leadership of the facility. They were all in there. And so we go through the report out, just your traditional kinds of event style report out. The operators got up and did their part and I got up and said a few words about our part and this and that. Everybody was all happy and smiles and handshakes and pumpkin pats on the back. And then the plant manager or the general manager, he said, Derek, it was a gentleman's name. He says, what do you think? And Derek was on our team. Derek was one of the senior industrial engineers at this facility that we were working in. And he was smart guy, man, don't get me wrong. I mean he was really, really good at his job. Industrial engineer and really, really dialed in him. But so we wanted him on, on the team. Obviously. Strangely enough, throughout the week he was very quiet. He didn't say much. He didn't really, you know, didn't. Honestly, he didn't, didn't do. He didn't help a lot. But he definitely didn't get in our way or anything like that. You know, he just, he just kind of was a. I don't know, a bystander really. And so I didn't think anything of it. I just, I was quiet guy and everything's fine. Well, during the report out the, the, the gentleman, I said, Derek, what do you think about this whole thing? Thing? And he stood up and he said, well, I think it's all fuzzy math. And I was like, fuzzy math? And, and then he commenced to basically just bash almost everything that we did. And I was just sitting there with my jaw like open. Like I couldn't even find words, you know, like what are you talking about? You know, like he didn't. And again, he didn't. The whole week he never gave any, you know, idea that he wasn't on board with what we were doing. And it was clearly better what we were doing. We, again, we improved all sorts of things. Motion transportation productivity was going up and it was all good. The operators were happy. We removed a lot of struggle, right, from the operators and so it was all good. So anyhow, he says this and I'm just sitting there again, my mouth wide open. And then John, who is now, he is really one of, one of the main mentors of my life, he stood up and. No, this is many years ago, right? Me and John are about the same age. John's a couple years older. So we were probably, you know, in our, honestly we were in our upper 20s at that point. So John's a pretty young guy, right? He's up guys in upper 20s and, and he, he stood up and really calm. He, he then basically kind of, he didn't, I don't know how to explain it. He didn't like say, Derek, you're wrong or whatever. But he basically, he voiced his justification or his defense, if you will, of what we did in this very calm and very eloquent and very non emotional way. And that's John style. He's a pretty laid back guy anyhow, right? But he said all these things in such an eloquent way that I was like, yeah, yeah, yeah. And then all of a sudden, basically in my non eloquent way, I'll just say it, shut Derek right up, right? He just sat back down and didn't say another word essentially. And you know, and then the event ended. So I think what I learned from that was sometimes you get into these really heated situations, right? Or these really maybe intense situations and sometimes the best way to handle it is just through calm and to be calm and be eloquent and not to, you know, because it would have been easy to just attack that guy, right? And so what are you talking about? You were here all week, you didn't say anything, you know, and made it into a big argument. But that wouldn't have helped. Right. So I don't know, I learned a lot from John that day on just on the importance of maintaining your cool, maintaining your composure when things kind of aren't going your way. Right. And so, I mean, that's not necessarily like anything to do with value stream mapping or anything like that, but it's just in general, like the importance of controlling your emotions. And I don't know. So I'll never forget that. And just the calm. And I remember thinking, who is this guy, you know, John. I didn't know him at the time all that well, you know, and that's, you know, obviously we've become great friends and he's been one of my main mentors as it relates to lean and business in general. So I don't know if that's the. That's one. That's one story.

It's a great story. And the thing I take away from that story is if John had bashed at Derek, probably people like Derek wouldn't have voiced their opinions next time. Right?

Yeah.

Because they felt a hostile environment next to them, so they won't share what they actually feel.

Yeah.

And that's something that you don't want in any teams, right?

Exactly.

To know where the other person is at, so.

Yeah, exactly.

Wow. That's a good, good, good lesson to learn.

Yeah.

Thank you so much for sharing.

Yeah. I mean, I've had a lot of other. I have. I mean, there's a lot of other. I feel bad only talking about John, but, like, I want one just other quick, quick thing that I, That I, that I've always remembered is I had a. When I was going through, I went through sort of a traditional kind of green belt, black belt, master black belt before I got onto all the lean stuff. And I remember in my master black belt training, there was a trainer, his name was Chris, Chris Koshinsky. And he since, unfortunately tragically passed away. Oh, a year or so ago. Young guy, you know, it's just a dev. Devastating death, but oh, my gosh, he was such an amazing trainer and a mentor and a coach. And a thing that I learned from him was. And he was super smart, right. You know, really, really brilliant master black belt. I mean, he knew everything there was to know about the things that we were teaching. But he never made you feel small, you know, And I had some trainers when I was going through my master black belt, you know, the PhD guy up there in statistics, and he's wowing you all this stuff and how smart he is. And I remember thinking, like, they would from time to time, kind of make you feel dumb. Like if you didn't know everything that they were talking about, you know, you would feel. You wouldn't dare ask a question because you didn't want to feel stupid or anything like that. But then a guy like Chris would get up and Chris was equally as smart, if not smarter than the PhD guy, but he would never, ever make you feel small or make you feel dumb. And so I've really tried to take that on throughout my career is to when I know I'm someone struggling to really kind of meet them where they're at and try to lift them up and build them up instead of trying to show them that. How smart I am, you know. And so I learned that from Chris, you know, the, the importance of, of, of, you know, just really deeply respecting people and honoring them from where they're at and not trying to show off how smart you are.

Awesome.

Yeah.

I think those are one of the things that differentiate a true expert versus a person who just, you know, has the book of book knowledge and claims to be an expert. Right?

Yeah, exactly.

What do you think are the other qualities that differentiate a true expert versus, you know, just a person who claims to be one?

A true expert would never, first of all, would never claim to be one, number one. Right? So the minute you hear someone stand up and say, I'm a leader, Lean sensei, you'd be like, oh, and a little bit arrogant too, you know. You know, so I think that's your first, that's your first sign of someone who probably, you know, I'm not saying they don't know what they're talking about or they're, they're not an expert at lean, but I think the true expert is the, is the humble leader, right? The one who gets up and, and there's a, there's this book, it's more on finances and all that's called the Millionaire Next Door. I don't know if you've ever heard of it, but it's a really good book. And they always talks about the people who are really millionaires are. They're very successful financially. You know, they drive the old beat up pickup truck or the old car and you know, they don't have the biggest house and all that, you know, because they don't, you know, they're not trying to show off, right. So those are the ones who are truly successful. So I think sometimes within leadership, you see that as well. It's the person who is, you know, not afraid to get out there and you know, mix it. That's what I appreciate. Guys like Carl and, and, and Paul and these guys, you know, yeah, they're the, they're the top guys. But you know, if you were just walked in and you didn't know it, you may not understand, you may not recognize that they're the top guys because they're out there mixing it up with everybody, right see, working on the floor right alongside everybody else. So I think those are, those are qualities that are really important.

Thank you so much for sharing that. A last question that I have for you Ron, is, is based on your journey, you know, it's been 20 plus your journey, what does future look like, future of Lean look like to you?

Video based learning. I'm just kidding. Oh my gosh. What does the future look like? Like, you know, that's an interesting question and I don't know for sure. I'm not going to pretend to have a crystal ball. You know, I think there's a lot of talk about, you know, things like artificial intelligence and all this sophisticated learning and machines and this and that. And I do think that's going to play a role in just not just Lean, but just the business world in general. I mean, there's going to be different levels of intelligence that are going to, to, you know, potentially, you know, help companies, but it could also potentially hurt companies if they forget about the most important asset right now, that is people. Right in our brains. But I, you know, I don't, I honestly don't see, I see a lot of the same things kind of carrying on and maybe accelerating a little bit more. Things like, things like scientific thinking. You know, we spent a lot of time on the show as you know, talking about like Toyota Kata and thinking your way through, through a problem and iterating and it's nothing new, right? Toyota Cod is not new. It's just kind of sort of repackaging some of the things that some of these Lean exemplars have done for many, many years. So I see more of that happening is people really understanding that being able to think, being able to learn quickly and adapt and iterate, that those are going to be the companies that are the most successful down the road, not necessarily the ones who create the, the, you know, the most amazing product or anything like that. Because products come and go, right? But, but the ability to innovate, to learn and adapt, those seem to be secrets to, to long, long term success, I would say. So, yeah, I don't know. But it'll be interesting. It'll be fun to. To be a part of it, I can tell you that.

Definitely.

Good.

All right.

Well, I wasn't too bad, you know, I don't feel too beat up. That was fun. It was fun. Well, let me take it back and ask you just maybe one more question or maybe two more questions. So if there's someone listening to this right now, Tee Jossett, that is new to Lean, or maybe they're newer, maybe they're a couple years into it, something like that. What advice do you have for them?

I'm not sure if I am able to give them advice, but just to share my experience with it is. It's so much fun and it makes so much sense. You know, Lean is a way of life, right. As Paul Aker says that it's a way of living. So, you know, once you embrace it, once you understand it, make sure you implement it and share those wins. You know, it's really important to share, to celebrate those wins. Share those wins with people so that you get others on board as well. It's not something that one person in one particular company could do, but it's all about the teamwork and then getting everyone on board. Imagine having the entire workforce believing that they can fix what bugs them. That's going to be a game changer for any company. Right. So a don't give up. There's always going to be challenges such as, you're so young, you haven't seen the world yet. There's going to be comments like that, but you just have to. To power through them, you know, help them, partner with them, you know, understand where they're coming from and just be patient and again, not lose your cool like John did. Not lose your cool and just power through it and be always open to learn. Yeah, that's one of the things that would make sure that, you know, you achieve the success you want. Want.

Fantastic. And last question. What's the best way for folks to connect with you?

I'd say the best way apart from the YouTube channel.

Yeah. Yeah. Say the name again.

It's called simply Lean.

Simply Lean.

Yep. And other way to get in contact with me is via LinkedIn. So. Search ages Municipality Note.

J A S yeah. T E J A S M U N O T. Right.

Perfect. That's it. Yep.

Okay.

And I'll be happy to connect with people. I love connecting with people, so. And then learning from that, experiences. So. Yep. Beautiful.

Well, and this is episode 348. Link to it. Everything that we've been talking about. So GembaPodcast.com go to episode 348 everybody go right now and go to YouTube and subscribe to Simply Lean and Hit the Bell. And then Tejas, he's gonna make some videos for us and yeah, that'll be fun to watch you on on YouTube.

Thank you so much. Thank you so much for having me on the show.

All right. Okay. You take care. All right. Appreciate it.

Yep, take care. Bye bye.

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