1 00:00:00,000 --> 00:00:19,960 Hi and welcome to Be The Flagship with our podcast host Jeff Parsons. 2 00:00:19,960 --> 00:00:24,240 This is where we tackle the day-to-day talent management challenges you face, particularly 3 00:00:24,240 --> 00:00:26,900 in hospice and small healthcare organizations. 4 00:00:26,900 --> 00:00:28,640 And now over to our host. 5 00:00:28,640 --> 00:00:30,360 Take it away Jeff. 6 00:00:30,360 --> 00:00:31,560 Hello. 7 00:00:31,560 --> 00:00:36,480 I'm Jeff Parsons, your podcast host for Be The Flagship. 8 00:00:36,480 --> 00:00:42,720 To refresh your memory, this month is Healthcare Process Improvement Month, or at least as 9 00:00:42,720 --> 00:00:45,120 far as I'm concerned. 10 00:00:45,120 --> 00:00:50,040 So all of our episodes in January are focused on how to improve your processes, how to be 11 00:00:50,040 --> 00:00:54,060 more effective and efficient within your healthcare organization. 12 00:00:54,060 --> 00:00:58,680 And to help me accomplish that, I have Terry Norris, a Lean Healthcare Expert. 13 00:00:58,680 --> 00:01:01,480 He's been with me this month for our episodes. 14 00:01:01,480 --> 00:01:07,920 Our first episode focused on what Lean Healthcare is, and then the second episode on why it 15 00:01:07,920 --> 00:01:14,440 fails and it does fail and what we can do to prevent failure and achieve success. 16 00:01:14,440 --> 00:01:19,640 And for the remainder of the month, we're going to focus on specific tools you can use 17 00:01:19,640 --> 00:01:22,360 to improve your processes in healthcare. 18 00:01:22,360 --> 00:01:30,040 So Terry Norris, but first, a commercial break. 19 00:01:30,040 --> 00:01:34,960 At Flagship Talent, we work with our clients to find and place the right talent. 20 00:01:34,960 --> 00:01:36,800 What do we mean by the right talent? 21 00:01:36,800 --> 00:01:41,440 We mean we find talent who will commit to your organizational goals and align with your 22 00:01:41,440 --> 00:01:44,120 values and behavior expectations. 23 00:01:44,120 --> 00:01:46,680 Talent who will perform to your expectations. 24 00:01:46,680 --> 00:01:50,200 Talent who will stay and grow with your organization. 25 00:01:50,200 --> 00:01:52,200 How are we different from our competitors? 26 00:01:52,200 --> 00:01:55,040 We offer the lowest fee structure in the industry. 27 00:01:55,040 --> 00:01:57,860 We offer the best talent guarantee in the industry. 28 00:01:57,860 --> 00:02:02,700 We provide selection and interviewing support to our clients at no additional fee. 29 00:02:02,700 --> 00:02:08,080 We want to save you money, deliver high quality talent, become an extension of your organization, 30 00:02:08,080 --> 00:02:11,640 and be your preferred provider of talent acquisition solutions. 31 00:02:11,640 --> 00:02:17,400 To learn more, contact Jeff Parsons by email at jeff at flagshiptalent.com or by phone 32 00:02:17,400 --> 00:02:23,120 at 1-800-530-4189, extension 101. 33 00:02:23,120 --> 00:02:25,020 Okay. 34 00:02:25,020 --> 00:02:28,720 So Terry, thank you for joining us again. 35 00:02:28,720 --> 00:02:30,480 We're glad to have you. 36 00:02:30,480 --> 00:02:31,480 Thank you. 37 00:02:31,480 --> 00:02:32,480 Yes, my pleasure. 38 00:02:32,480 --> 00:02:33,560 Good. 39 00:02:33,560 --> 00:02:39,120 And just to recap where we've been on this Lean Healthcare journey to this point, the 40 00:02:39,120 --> 00:02:45,120 first episode of this month focused on what Lean Healthcare is, what it looks like, and 41 00:02:45,120 --> 00:02:48,520 you did a great job describing Lean Healthcare. 42 00:02:48,520 --> 00:02:54,200 The second episode, last week's episode, focused on why Lean initiatives fail, and they often 43 00:02:54,200 --> 00:02:55,480 do fail. 44 00:02:55,480 --> 00:03:00,360 So you focused on that and what organizations can do to prevent failure. 45 00:03:00,360 --> 00:03:02,400 So that was a great episode. 46 00:03:02,400 --> 00:03:05,360 This week, we're going to get into some of the meat of Lean. 47 00:03:05,360 --> 00:03:11,760 We're going to get into the tools so that when you're ready to make a process improvement, 48 00:03:11,760 --> 00:03:14,760 Lean tools, I envision a toolbox, right? 49 00:03:14,760 --> 00:03:18,000 You might have in your garage or that sort of thing. 50 00:03:18,000 --> 00:03:22,840 And when you have a job to do, you open up toolbox and hopefully you use the right tool. 51 00:03:22,840 --> 00:03:29,160 Now, oftentimes I'll pull out a screwdriver to do a hammer's work, but you want to use 52 00:03:29,160 --> 00:03:32,120 the right tool to accomplish your objective. 53 00:03:32,120 --> 00:03:37,760 And so these next episodes, I believe we're going to talk about the various Lean tools 54 00:03:37,760 --> 00:03:43,600 you can use and why they're appropriate and how you can use them. 55 00:03:43,600 --> 00:03:47,760 So again, thank you for your time today, Terry. 56 00:03:47,760 --> 00:03:55,400 So let's start with the concept of a rapid improvement event. 57 00:03:55,400 --> 00:03:59,440 So what is a rapid improvement event? 58 00:03:59,440 --> 00:04:00,440 Okay. 59 00:04:00,440 --> 00:04:02,400 Thanks, Jeff. 60 00:04:02,400 --> 00:04:07,120 So the general idea of a rapid improvement event is to make, you know, it's kind of implied 61 00:04:07,120 --> 00:04:11,840 in how you say it, it's to make an improvement quickly that if you did it through traditional 62 00:04:11,840 --> 00:04:16,240 project management or just not even a really good project management, but the way things 63 00:04:16,240 --> 00:04:21,040 normally work, it may take six or seven or eight or nine months to do something that 64 00:04:21,040 --> 00:04:25,560 you could do in a week or 30 days with a rapid improvement event. 65 00:04:25,560 --> 00:04:29,840 So they're designed to turn things around quickly. 66 00:04:29,840 --> 00:04:33,560 And I may have mentioned in some of the previous, or talking about, you know, Lean takes some 67 00:04:33,560 --> 00:04:38,760 time to build a culture for sure, but you can make some really, really big improvements 68 00:04:38,760 --> 00:04:42,040 quickly using a rapid improvement event. 69 00:04:42,040 --> 00:04:43,040 Okay. 70 00:04:43,040 --> 00:04:49,480 So is a rapid improvement event the same thing as a Kaizen event? 71 00:04:49,480 --> 00:04:50,800 Yes. 72 00:04:50,800 --> 00:04:55,120 And I thought about mentioning that because one of the things I've got away from, I mean, 73 00:04:55,120 --> 00:04:58,440 early on in my Lean journey was using Japanese words. 74 00:04:58,440 --> 00:05:02,280 However, there are a few that you just can't get away from and that's one of them, you 75 00:05:02,280 --> 00:05:03,720 know, Gimba and Kaizen. 76 00:05:03,720 --> 00:05:09,600 But Kaizen is a Japanese word, if you break it down, it just means good change. 77 00:05:09,600 --> 00:05:14,240 So it's continuous improvement, more loosely interpreted, but yes, it is the same thing. 78 00:05:14,240 --> 00:05:15,240 Okay. 79 00:05:15,240 --> 00:05:19,280 We're just using a little more modern wording for it then. 80 00:05:19,280 --> 00:05:22,160 English, yes. 81 00:05:22,160 --> 00:05:23,900 Excellent. 82 00:05:23,900 --> 00:05:26,360 So we're talking about Kaizen events. 83 00:05:26,360 --> 00:05:30,000 Again, they're rapid improvement events. 84 00:05:30,000 --> 00:05:37,800 And so there are various tools that you can use when you begin a rapid improvement event. 85 00:05:37,800 --> 00:05:42,540 And one of those is value stream mapping. 86 00:05:42,540 --> 00:05:45,980 So can you first give us an overview of what that is? 87 00:05:45,980 --> 00:05:49,360 And then I have a question or two for you before you break it down into detail. 88 00:05:49,360 --> 00:05:50,360 Okay, for sure. 89 00:05:50,360 --> 00:05:55,680 So the overall idea is to capture all the steps in a process. 90 00:05:55,680 --> 00:06:00,280 So you have to know what your first step is and what your last step is and then what are 91 00:06:00,280 --> 00:06:02,640 the steps in between. 92 00:06:02,640 --> 00:06:08,400 And almost everything, you know, everything is a process or there's processes within a 93 00:06:08,400 --> 00:06:10,920 bigger process. 94 00:06:10,920 --> 00:06:15,160 But a lot of times people don't recognize it that, you know, that is a process that 95 00:06:15,160 --> 00:06:16,160 could be improved. 96 00:06:16,160 --> 00:06:19,320 So that's why I always sort of emphasize, you know, there's what is the first step of 97 00:06:19,320 --> 00:06:23,800 this thing we're looking at in the last step and then we want to map out a flow chart, 98 00:06:23,800 --> 00:06:28,360 almost kind of that idea, capture all the steps in between. 99 00:06:28,360 --> 00:06:33,560 So you capture all the steps, but this is different than a process flow chart, right? 100 00:06:33,560 --> 00:06:39,160 I mean, I can take a process and I can take an eight and a half by 11 piece of paper and 101 00:06:39,160 --> 00:06:43,720 I can sort of document, well, this process feeds into this process, which feeds into 102 00:06:43,720 --> 00:06:45,200 that process. 103 00:06:45,200 --> 00:06:47,720 Here are your inputs and here are your outputs to the process. 104 00:06:47,720 --> 00:06:48,920 I can do that. 105 00:06:48,920 --> 00:06:54,800 But I do recall in some of the rapid improvement events I've been a part of in the past, we 106 00:06:54,800 --> 00:07:03,200 would have an entire conference room wallpapered with the large flip chart paper. 107 00:07:03,200 --> 00:07:07,840 So it goes in a lot more detail than just what you can write down on an eight and a 108 00:07:07,840 --> 00:07:10,120 half by 11 slip of paper. 109 00:07:10,120 --> 00:07:11,120 Is that right? 110 00:07:11,120 --> 00:07:12,120 Yes. 111 00:07:12,120 --> 00:07:14,800 And you nailed it when you said it, it provides more information. 112 00:07:14,800 --> 00:07:21,040 So the biggest difference between a flow chart and a value stream map is information. 113 00:07:21,040 --> 00:07:27,160 So a good value stream map will show how the supplies are entered, if there are supplies 114 00:07:27,160 --> 00:07:29,680 involved, show the communication. 115 00:07:29,680 --> 00:07:33,240 It will show barriers to flow. 116 00:07:33,240 --> 00:07:37,760 Different maps have different data, but it may have your manual touch time for each step, 117 00:07:37,760 --> 00:07:39,600 your flow time for each step. 118 00:07:39,600 --> 00:07:45,560 But the big point is that it does provide a lot more information than just a flow chart. 119 00:07:45,560 --> 00:07:53,600 So there are various types of value stream maps, correct? 120 00:07:53,600 --> 00:07:55,260 Yes. 121 00:07:55,260 --> 00:07:58,440 So what are those types, Terry? 122 00:07:58,440 --> 00:08:02,320 Well there's three primary, there's really two primary. 123 00:08:02,320 --> 00:08:08,200 I have a practice of using three and really four, but not to make this confusing, but 124 00:08:08,200 --> 00:08:11,200 there's this current state mapping, what's your current state, right? 125 00:08:11,200 --> 00:08:13,200 How are you doing things now? 126 00:08:13,200 --> 00:08:17,040 And your future state map, what do you want it to look like in the future once you've 127 00:08:17,040 --> 00:08:19,180 incorporated some improvement? 128 00:08:19,180 --> 00:08:21,960 Those are really the two main ones. 129 00:08:21,960 --> 00:08:25,960 I use something called a site clock, which I can explain in a little bit if you'd like, 130 00:08:25,960 --> 00:08:28,240 but that's sort of a pre-work. 131 00:08:28,240 --> 00:08:32,600 And then occasionally, most of the time actually in my work, I do an ideal state map before 132 00:08:32,600 --> 00:08:33,600 the future state. 133 00:08:33,600 --> 00:08:38,360 But honestly, that I've seen anyway, almost nobody uses that one. 134 00:08:38,360 --> 00:08:42,200 However, it can be wildly beneficial, it can be super helpful. 135 00:08:42,200 --> 00:08:43,200 Okay. 136 00:08:43,200 --> 00:08:50,800 So when you're putting together a value stream map, that's more of a team exercise, isn't 137 00:08:50,800 --> 00:08:51,800 it? 138 00:08:51,800 --> 00:08:52,800 Yes, it should be. 139 00:08:52,800 --> 00:08:55,320 And it should be done by the people that are actually doing the work. 140 00:08:55,320 --> 00:09:00,140 And I always recommend having more than one person, like a specialty. 141 00:09:00,140 --> 00:09:04,860 So for example, if you're doing something in the operating room, the OR, you would have 142 00:09:04,860 --> 00:09:06,720 two OR nurses, not just one. 143 00:09:06,720 --> 00:09:12,560 That way you get the different perspectives of how that actually is happening. 144 00:09:12,560 --> 00:09:13,560 Okay. 145 00:09:13,560 --> 00:09:23,200 And when you're pulling together a current state map, isn't it important to try to understand 146 00:09:23,200 --> 00:09:28,560 where the obstacles are in the process or the bottlenecks or that sort of thing? 147 00:09:28,560 --> 00:09:34,960 Yes, and that's really one of the overall primary reason of doing a map is so you can 148 00:09:34,960 --> 00:09:38,480 build a better future, have some improvement. 149 00:09:38,480 --> 00:09:44,120 But the reason to help you get to that with the current state map, yes, you want to identify 150 00:09:44,120 --> 00:09:49,280 barriers to flow, things that slow down the process, where's the waste, things like that 151 00:09:49,280 --> 00:09:50,280 we want to identify. 152 00:09:50,280 --> 00:09:55,760 I refer to them as barriers to flow, things that slow things down. 153 00:09:55,760 --> 00:09:58,680 And that helps us understand what we need to work on to make it better. 154 00:09:58,680 --> 00:10:02,480 And you need to do that before you can get to the future state. 155 00:10:02,480 --> 00:10:03,480 Right? 156 00:10:03,480 --> 00:10:10,720 I mean, I can envision having a wall covered with this map with all the barriers and you 157 00:10:10,720 --> 00:10:17,080 really can't even envision what the future state would look like until you understand 158 00:10:17,080 --> 00:10:19,100 really where you are today, right? 159 00:10:19,100 --> 00:10:21,360 And what needs to improve. 160 00:10:21,360 --> 00:10:23,000 For sure, for sure. 161 00:10:23,000 --> 00:10:24,600 And there's a quote by Einstein. 162 00:10:24,600 --> 00:10:27,080 Hopefully I'll get it right here, but I use it frequently. 163 00:10:27,080 --> 00:10:32,960 But he said basically, if I had an hour to solve a problem, I would spend 55 minutes 164 00:10:32,960 --> 00:10:37,440 thinking about the problem and five minutes thinking about the solution. 165 00:10:37,440 --> 00:10:41,760 And that's so counterintuitive to have most of us, including me, before I got into this, 166 00:10:41,760 --> 00:10:46,000 how we think, where we usually what's the problem and then we spend the rest of the 167 00:10:46,000 --> 00:10:47,000 time. 168 00:10:47,000 --> 00:10:51,160 But to really get your to you get your really good improvements, you need to understand, 169 00:10:51,160 --> 00:10:53,360 really understand the current state. 170 00:10:53,360 --> 00:10:57,800 And not always, but most of the time, once you understand the current state, really understand 171 00:10:57,800 --> 00:11:02,800 it, it starts, it starts becoming quite obvious on the things that need to be improved. 172 00:11:02,800 --> 00:11:03,800 Yeah. 173 00:11:03,800 --> 00:11:08,720 And it really helps you, as you mentioned, you know, understand your process. 174 00:11:08,720 --> 00:11:11,480 And oftentimes we make assumptions about it, right? 175 00:11:11,480 --> 00:11:14,560 Or we say, well, this worked last time we had a problem. 176 00:11:14,560 --> 00:11:15,720 So let's just do this again. 177 00:11:15,720 --> 00:11:16,720 Right. 178 00:11:16,720 --> 00:11:21,280 And you find yourself using the shotgun approach, you know, hoping that, you know, you'll hit 179 00:11:21,280 --> 00:11:28,080 a target at some point, at some point in time, or using your intuitiveness rather than really 180 00:11:28,080 --> 00:11:32,240 understanding the process and what the true barriers are. 181 00:11:32,240 --> 00:11:37,560 And then, and then having that shorter discussion, I guess, on what you can do to get rid of 182 00:11:37,560 --> 00:11:38,560 those barriers. 183 00:11:38,560 --> 00:11:39,560 Right. 184 00:11:39,560 --> 00:11:40,560 Yeah. 185 00:11:40,560 --> 00:11:41,560 Oh, that happens frequently. 186 00:11:41,560 --> 00:11:42,560 Yes, sir. 187 00:11:42,560 --> 00:11:43,560 For sure. 188 00:11:43,560 --> 00:11:50,960 So the overall idea of value stream mapping is if you were talking to someone about, we 189 00:11:50,960 --> 00:11:53,960 really need to do a value stream map. 190 00:11:53,960 --> 00:11:56,520 What would you tell them in terms of the value it brings? 191 00:11:56,520 --> 00:12:01,360 Well, it helps us understand how things are happening now, which most people really, really 192 00:12:01,360 --> 00:12:05,480 don't want to spend any time on until they understand, until they've done it once or 193 00:12:05,480 --> 00:12:10,160 twice and then like, oh, and then the lot comes on, but it helps us improve things. 194 00:12:10,160 --> 00:12:12,200 It helps us make things better. 195 00:12:12,200 --> 00:12:17,400 Value stream mapping is a very, very powerful tool in helping identify ways things that 196 00:12:17,400 --> 00:12:20,640 are slowing down things, barriers to flow. 197 00:12:20,640 --> 00:12:25,780 And then some other tools along with it helps us build a future state to make it much, much 198 00:12:25,780 --> 00:12:26,780 better. 199 00:12:26,780 --> 00:12:35,400 And earlier you mentioned, you called it a SIPOC map, an S-I-P-O-C. So what in the world 200 00:12:35,400 --> 00:12:36,400 is that, Terry? 201 00:12:36,400 --> 00:12:37,960 Can you talk more about that? 202 00:12:37,960 --> 00:12:38,960 Yes. 203 00:12:38,960 --> 00:12:44,200 And it's like a 30,000 foot view of the process. 204 00:12:44,200 --> 00:12:48,080 So each of those letters stands for something. 205 00:12:48,080 --> 00:12:56,440 The S is for suppliers, the I is for inputs, the P is for process, the O is for output, 206 00:12:56,440 --> 00:12:58,440 and then the C is for customer. 207 00:12:58,440 --> 00:13:00,320 So we use this tool. 208 00:13:00,320 --> 00:13:03,840 I use it three or four weeks in advance of a rapid improvement event. 209 00:13:03,840 --> 00:13:06,000 And I only work the P part, the process. 210 00:13:06,000 --> 00:13:09,660 I'll say, okay, you know, we know what our first step is and our last step because we 211 00:13:09,660 --> 00:13:12,720 figured that out using the A3, a different tool. 212 00:13:12,720 --> 00:13:16,760 But then we map out, you know, six, seven, eight, five, seven, whatever, depends on how 213 00:13:16,760 --> 00:13:21,280 big the process is, but just the big steps in the process in between the first and the 214 00:13:21,280 --> 00:13:22,740 last step. 215 00:13:22,740 --> 00:13:27,880 We do that under process, under the P. Then we go to the S over on the left-hand side 216 00:13:27,880 --> 00:13:33,640 and we say, okay, well, who provides the input for that step and for that step and that step? 217 00:13:33,640 --> 00:13:37,000 And through that exercise, a few weeks out, it helps us understand who needs to be on 218 00:13:37,000 --> 00:13:41,700 the team because we identify everyone that has an engagement, you know, that touches 219 00:13:41,700 --> 00:13:43,380 that process. 220 00:13:43,380 --> 00:13:48,140 So that's how I use it in advance and then generally finish it up on day one, the morning 221 00:13:48,140 --> 00:13:51,440 of the rapid improvement event with the full team. 222 00:13:51,440 --> 00:13:55,560 There are exceptions to that, but that's generally how I like to do it. 223 00:13:55,560 --> 00:13:57,520 So just a quick question. 224 00:13:57,520 --> 00:14:03,880 On average, based on your experience, how long does a rapid improvement event last? 225 00:14:03,880 --> 00:14:06,280 You know, it's funny, I've seen this over the years changed. 226 00:14:06,280 --> 00:14:10,240 I don't know if it's with culture, I'm not really sure, but it started out really four 227 00:14:10,240 --> 00:14:11,240 and a half days. 228 00:14:11,240 --> 00:14:13,920 During the week, you're doing a rapid improvement event. 229 00:14:13,920 --> 00:14:18,880 You know, it's a process that's not, you know, teeny tiny. 230 00:14:18,880 --> 00:14:23,640 It's not necessarily giant either, but it's just an average size process. 231 00:14:23,640 --> 00:14:27,840 And then I don't honestly, and this is across industry, well, I say across industry, it's 232 00:14:27,840 --> 00:14:30,600 across companies that I worked with. 233 00:14:30,600 --> 00:14:35,320 But now pretty much everyone wants to do them in three days, Tuesday, Wednesday, Thursday. 234 00:14:35,320 --> 00:14:40,000 So in general, on average, I would say right now there are three days, just again, there's 235 00:14:40,000 --> 00:14:41,600 exceptions to everything. 236 00:14:41,600 --> 00:14:46,440 And occasionally you have really, really small processes with a small scope that you literally 237 00:14:46,440 --> 00:14:47,520 can do in a day. 238 00:14:47,520 --> 00:14:52,360 You're doing all the same steps, but the process is just so small that you're able to work 239 00:14:52,360 --> 00:14:55,440 through it quickly, you know, much more, much more quickly. 240 00:14:55,440 --> 00:14:56,440 I see. 241 00:14:56,440 --> 00:14:57,440 You know, it's interesting. 242 00:14:57,440 --> 00:15:04,040 Again, I go back to my corporate days and walk into a conference room and I see the 243 00:15:04,040 --> 00:15:11,640 entire walls in the conference room wallpapered with the value stream map. 244 00:15:11,640 --> 00:15:16,400 And the reaction was interesting, especially when we had visitors. 245 00:15:16,400 --> 00:15:23,360 You know, if we had the CEO step in, pardon me, the CEO step in or something like that, 246 00:15:23,360 --> 00:15:25,320 and they would take a look at it. 247 00:15:25,320 --> 00:15:28,880 And it was great for visual management. 248 00:15:28,880 --> 00:15:34,240 It was great to understand that, wow, you know, we're really getting our arms around 249 00:15:34,240 --> 00:15:37,680 the process and what we need to do to do better. 250 00:15:37,680 --> 00:15:41,160 But it was, you know, it could impress visitors. 251 00:15:41,160 --> 00:15:44,640 So we tend to leave them on the walls for a while. 252 00:15:44,640 --> 00:15:45,640 I thought that was humorous. 253 00:15:45,640 --> 00:15:49,240 Tell you what, Terry, let's take a quick break. 254 00:15:49,240 --> 00:15:53,920 And when we come back, how about giving us some more information on the current state 255 00:15:53,920 --> 00:15:56,040 value stream map? 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271 00:16:55,120 --> 00:16:56,300 We have that too. 272 00:16:56,300 --> 00:17:01,120 We offer online development for your managers and make it available on their schedule. 273 00:17:01,120 --> 00:17:07,120 To learn more, contact Jeff Parsons by email at jeff at FlagshipTalent.com or by phone 274 00:17:07,120 --> 00:17:12,180 at 1-800-530-4189 extension 101. 275 00:17:12,180 --> 00:17:17,140 Your managers have the greatest impact on employee engagement, performance, and retention. 276 00:17:17,140 --> 00:17:18,520 What are you waiting for? 277 00:17:18,520 --> 00:17:20,880 Let's take your managers and create leaders. 278 00:17:20,880 --> 00:17:23,960 Okay, we're back, Terry. 279 00:17:23,960 --> 00:17:32,240 Let's wrap up today's episode with a discussion on value stream mapping the current state. 280 00:17:32,240 --> 00:17:36,840 So can you give us your thoughts on current state value stream mapping? 281 00:17:36,840 --> 00:17:38,400 Sure. 282 00:17:38,400 --> 00:17:43,020 And just to kind of piggyback on what you said, one of the things that's interesting 283 00:17:43,020 --> 00:17:49,680 and you can almost, you can anticipate it, because once a team builds, they map out their 284 00:17:49,680 --> 00:17:55,680 current state and they've never done it before, almost always somebody, if not multiple people, 285 00:17:55,680 --> 00:18:02,000 will say, I had no idea that it took this many steps to do that one thing. 286 00:18:02,000 --> 00:18:06,120 So it's always, I mean, almost always an opener for the team. 287 00:18:06,120 --> 00:18:10,800 So it's interesting in that as well. 288 00:18:10,800 --> 00:18:15,180 But to the, a couple of big points for current state mapping, and I've had to do them through 289 00:18:15,180 --> 00:18:16,180 swim lanes. 290 00:18:16,180 --> 00:18:17,360 I've done a single line. 291 00:18:17,360 --> 00:18:18,360 I've done vertical. 292 00:18:18,360 --> 00:18:20,120 I've done horizontal. 293 00:18:20,120 --> 00:18:22,480 And people get caught up on that a little bit. 294 00:18:22,480 --> 00:18:24,120 But to me, it doesn't matter. 295 00:18:24,120 --> 00:18:27,040 You know, whatever format, if I'm working for it as a contract and they're like, do 296 00:18:27,040 --> 00:18:28,440 it this way, fine. 297 00:18:28,440 --> 00:18:32,720 There's two important components to doing a current state map, I believe. 298 00:18:32,720 --> 00:18:36,780 And that's capturing all the steps in between that first and that last step. 299 00:18:36,780 --> 00:18:38,280 So you want to capture all the steps. 300 00:18:38,280 --> 00:18:40,920 And some people say, well, what level of detail do you get in? 301 00:18:40,920 --> 00:18:46,040 And I always say error on the side of too much detail than error on the side of leaving 302 00:18:46,040 --> 00:18:47,660 out steps. 303 00:18:47,660 --> 00:18:51,960 So use judgment, map out all the steps and be honest. 304 00:18:51,960 --> 00:18:52,960 Those are the two biggies. 305 00:18:52,960 --> 00:18:58,960 And when I say be honest, people don't generally just come to tell falsehoods and to lie, but 306 00:18:58,960 --> 00:19:01,960 they come in and they're like, well, they know how it's supposed to be. 307 00:19:01,960 --> 00:19:05,000 I've had people bring in their standard operating procedure kind of things. 308 00:19:05,000 --> 00:19:06,000 We're just going to write. 309 00:19:06,000 --> 00:19:07,000 I said, no, don't put that away. 310 00:19:07,000 --> 00:19:10,880 I want to know how you're actually doing it now, right now. 311 00:19:10,880 --> 00:19:15,440 And we do, along with current state mapping, we do observations in addition to that. 312 00:19:15,440 --> 00:19:18,440 So we go out and watch the process ourselves. 313 00:19:18,440 --> 00:19:23,160 So when we do come back in and we map it out, even if it's a process I know nothing about, 314 00:19:23,160 --> 00:19:27,480 after I've observed it for a few hours, I can be like, that's not what I saw. 315 00:19:27,480 --> 00:19:28,480 You know what I mean? 316 00:19:28,480 --> 00:19:32,240 So we want to make sure we get all the steps and we're honest about how it's happening 317 00:19:32,240 --> 00:19:33,240 right now. 318 00:19:33,240 --> 00:19:36,400 And you're, you know, going back to your earlier comment, you're right. 319 00:19:36,400 --> 00:19:41,120 It is an eye opener for the people who are involved in the process. 320 00:19:41,120 --> 00:19:52,040 And I've seen some active debate among members of the team around processes and barriers 321 00:19:52,040 --> 00:19:54,680 and waste and all those types of things. 322 00:19:54,680 --> 00:20:00,240 It creates some interesting, most of the time, very productive discussion around what the 323 00:20:00,240 --> 00:20:04,280 organization is really doing versus what they thought they were doing. 324 00:20:04,280 --> 00:20:08,020 So let's wrap this episode up today. 325 00:20:08,020 --> 00:20:09,880 And I'd like to wrap it up with a quote. 326 00:20:09,880 --> 00:20:14,440 But first, thank you again, Terry, for your contribution this week and I'll see you next 327 00:20:14,440 --> 00:20:15,440 time. 328 00:20:15,440 --> 00:20:16,440 Thank you. 329 00:20:16,440 --> 00:20:17,440 Yes, my pleasure. 330 00:20:17,440 --> 00:20:18,440 Yes. 331 00:20:18,440 --> 00:20:23,840 And I look forward to next week's episode where we will further the discussion on value 332 00:20:23,840 --> 00:20:29,880 stream mapping and get into some other lean concepts that will help our listeners improve 333 00:20:29,880 --> 00:20:35,080 their organization's processes, effectiveness and efficiency. 334 00:20:35,080 --> 00:20:39,280 So let's end this episode with a quote. 335 00:20:39,280 --> 00:20:42,440 And again, our topic for discussion is process improvement. 336 00:20:42,440 --> 00:20:44,840 So this quote is relevant, I think. 337 00:20:44,840 --> 00:20:53,360 And it is, we cannot become what we want to be by remaining what we are. 338 00:20:53,360 --> 00:20:55,200 And that's by Max Dupree. 339 00:20:55,200 --> 00:21:01,040 Again, we cannot become what we want to be by remaining what we are. 340 00:21:01,040 --> 00:21:05,880 And so that's the definition of being the flagship, right? 341 00:21:05,880 --> 00:21:07,840 We'll see you next time. 342 00:21:07,840 --> 00:21:12,020 Thank you for listening to this episode of Be the Flagship with Jeff Parsons. 343 00:21:12,020 --> 00:21:13,240 We hope you enjoyed it. 344 00:21:13,240 --> 00:21:16,560 If you did like it, please subscribe and share with others. 345 00:21:16,560 --> 00:21:39,800 Until next time, take the step to become the flagship in your marketplace.