Thanks for sharing your experience 🙏 to all you lean all stars 🎉🎉

Love it! More time for fun.

This is a fantastic example of how to do 2 Second Lean with examples and you can see the benefits

Definitely taking notes while watching through this. Thanks for the ideas!

@trafficsafetysupplycompany9643 Jeff - you, your dad and your team just blew me away! Really emotional watching you - it seems like I can feel the joy, gratitude and relief at finding a way that resonates on a human level. Winning as a team AND for the customer - what's not to love about that? I think that your wise words about being grateful and patient at the beginning are well timed for me as I am there right now so thanks for that. Its amazing how all the lean fundamentals apply everywhere you look: even doing lean is a process and so its being continuously improved by sharing these amazing experiences: the joy your team shows gives courage and encouragement to leaders and teammates starting on their journey so THANK YOU 😍

Amazing! Inspiring lessons, thank you!

Inspiring to watch and so informative. Thank you and your team for taking time to take us on your journey and teach us all the great values!

Outrageous Jeff!!

Jeff and team, next level

Williams Anthony Williams Robert Lee Jason

Great session guys

This is great.

Hello Guys! Great people you are! Giving your time and knowledge without expecting anything in return. My takeaway from this podcast is make video of the 3S done for the day and play next morning meeting.

Uoww 12 min in, my head cant stop... what an amazing and profund discution. Thank tô all participant for dedicating your time to make us better

This a fantastic tour! When "2 Second Lean" is driven and believed in at the top...amazing things can happen. Keep up the great work and thank you for sharing your progress. Love it.

What an awesome tour, thanks Nick!

You guys are doing an amazing job reducing cost and improving processes. Great job.

Thank you for the opportunity! It was a pleasure to have Richard, Paul, and Tom hosting the tour with us!

Question: How do you perform the morning meeting when there's a language barrier w/ 5 languages represented among the employees? Easy: Don't speak. Make it visual → Kindergarten level 2SL.

Thanks Adam and team. Z

What a value packed 1hr. I really enjoyed being part of this.

Thanks Pablo what a great insite

You guys are incredible!

Request to the admins of this channel; Consider uploading your future videos in 1080p resolution. /Thanks in advance.

Love this Bernard! Standard of housekeeping for your industry is world class, great engagement, clearly the values are very well reinforced. Love how you focus efforts on important numbers to target activities. Great stuff!!!

Hi 👋🏻 what is requested to enter signal group 😊? How can I do it?

fantastic tour, Thank you Leo and team for sharing, the before photos offered great contrast, your team should be so proud!

An honour to participate in the tour guys. Well done Leo!

@56:22 - This is the most genuine reaction I have every seen about good leadership. Well done Mark. Well done Paul.

Hey How can we become members on Lean Manaics? It would be great fuel for our Lean Team! Thanks in advance

Excellent video! Traditional (mechanistic) companies hire industrial engineers to improve front (assembly) line work. This goes back to Frederick Taylor and Scientific Management. This is very comfortable for management, and they feel in control. In traditional companies, assembly line works have the domain knowledge of how to do the work. They have responsibility for getting the work done. They have very little authority to make changes. Anyone above them in the chain of command has authority to change work but is unlikely to have the domain knowledge to do so. Domain knowledge has a half-life of 3-5 years. So even if the manager was promoted from within 10 years ago, he is probably not very current on the details of the work being done. Then again, he may never have done the job he is supervising. As you go up the chain of command, the work and knowledge become more and more abstract. By the time you get up 3 or 4 levels there is little reality to it at all. Just symbols on paper to be processed. So, you have the split between domain knowledge and authority. Lean pushes authority down to the level where there is domain knowledge and skills. Assembly line workers are the first line of problem solvers for assembly line problems. Every level of management has legitimate work to do and legitimate problem solving to do. The Toyota Business Practices 8 Step Problem Solving Method is taught at every level. The boss does not order you to implement the solution he has determined; he supports you in determining the solution yourself. This is a huge culture shock for traditional management. If you do work repeatedly, you should have standard work. Standard work should improve over time. You cannot improve standard work without standard work. The higher you go in management the more flexibility is needed. The environment is always changing, and you don’t want to go extinct. So, your advice to stick to lean tools at the beginning is excellent. Lean consultants are very similar to industrial engineers. Some of the lean tools you can implement are : 5S, Eliminate the 7 wastes, Autonomation (automation with error detection and stopping), Single Minute Exchange of Dies, Shadowboards (tool racks) and Visual Management (target and actual). Make sure to get fast, early wins. One Piece-Flow and Just-In-Time are there to BREAK THE SYSTEM if it has any weaknesses. Do this LAST. You can reduce work-in-progress inventory little by little until you get down to the minimum. Fixing all the problems revealed along the way. Just-In-Time is the exact opposite of a fault tolerant, redundant system. It is a fault intolerant system. It is amazing that you managed to implement lean without starting at the top. Practically every improvement system demands senior management buy in as the entrance fee. You will need senior management buy in, by the time you implement Just-In-Time. Everybody needs to be onboard.

Schade das dies unter der Feder von Stellantis nicht expandiert, und für alle Marken des Konzerns genutzt wird.

Смешарики. Пвпврврыпы араррая, Смешарики

Wow, this is so helpful to see!!!

Is there a recording of the speech? I've heard a lot about it.

What’s the difference between “raving fans” & the “Thanks” section - love the appreciation & culture but seems to be a duplication?

I see this plywood “pegboard’s” in a lot of lean shops Brad what did you call it again?? Yt boards? Btw Brad I’ve watched all you videos! Very inspiring!

Paul Akers is still a quack.

Interesting talk, hearing issues and possible solutions to them.

Great tour, appreciate the be early and not late comments.

Great tour and setup of stations. Thanks for sharing.

Great tour, material handling and work flow fantastic.

Great video Paul.

Wow a company that invests this kind of time and personal growth is amazing.

Cool tour, thanks for sharing.

Material handling, assembly table are killer. Thanks for sharing.

Interruptions and product ambiguity hit it on the head. Thanks for sharing.

Good stuff, great labeling. Thanks for sharing.

Great info, thanks for sharing.

Enjoyed the meeting, thanks for sharing.