SESSION 01

Estimated read time: 1:20

Summary

In this first session of the Yellow Belt Certification Program by Prof. Dr. Marcelo Machado Fernandes, participants were introduced to the fundamentals of Lean Six Sigma. The session covered the importance of understanding customer needs through voice segmentation, starting from a white belt level and advancing towards a yellow belt. The significance of balancing customer demands with business feasibility was highlighted. The session also included an overview of process mapping to identify and solve problems efficiently in any business setting, emphasizing real-world application and the global demand for these skills across various industries. Participants were encouraged to think practically and engage fully in the provided learning material.

Highlights

Marcelo welcomes participants to the Yellow Belt Certification program, highlighting the free resources available. 🎉
Discussion on the importance of credentials in verifying the credibility of Lin Six Sigma training. 📑
Emphasis on empathy, understanding the customer, and addressing their needs as a core part of problem-solving. 🤝
Explanation of balancing customer's voice with business needs for effective problem-solving. ⚖️
Introduction to process mapping as a crucial step in Lin Six Sigma projects, encouraging real-world observation. 📍
Encouragement for participants to engage fully, using provided materials and practical application. 🏆

Key Takeaways

Lin Six Sigma is a valuable method for solving complex problems and is applicable across diverse industries. 🌍
The yellow belt certification program offers a free opportunity to learn and advance in Lin Six Sigma. 📚
Credentials of your Lin Six Sigma educator are important for the value of your certification. 🎓
Understanding your customer through empathy and segmentation is crucial in process improvement. 🔍
Good problem-solving involves balancing the voice of the customer with the voice of the business. ⚖️
Process mapping is essential for identifying areas of improvement in Lin Six Sigma. 📊

Overview

Prof. Dr. Marcelo Machado Fernandes introduces the Yellow Belt Certification program, emphasizing its accessibility to both beginners and those already acquainted with Lean Six Sigma. He reassures participants of the inclusivity of the program, which also allows individuals to take the white belt test if needed. The session starts with a light-hearted check on audio clarity, embodying the interactive and engaging nature of the course.

Participants learn about the significance of customer segmentation and how pivotal it is in addressing specific business needs. Marcelo emphasizes the importance of empathy in understanding customer feedback, encouraging real engagement with clients to identify real-world issues being faced. This requires balancing customer expectations with what is feasible for the business to achieve, ensuring that financial health is maintained.

The session delves into the concept of process mapping, a vital aspect of Lean Six Sigma projects. Marcelo outlines the steps from customer order to delivery in a simplified restaurant scenario, demonstrating how to identify and address process inefficiencies. He concludes by motivating participants to fully immerse themselves in the learning experience, highlighting the transformative potential of the methods being taught and setting the stage for upcoming sessions.

Chapters

00:00 - 10:00: Welcome and Introduction The chapter starts with an introduction where the speaker checks the audio quality with the audience. The response seems positive as indicated by 'Amazing, amazing, amazing.' The speaker then proceeds to welcome everyone to the Yellow Belt Certification program, expressing gratitude for the attendees' presence.
10:00 - 20:00: Purpose of the Program The chapter titled 'Purpose of the Program' begins with addressing an audio issue during a session. The speaker checks if the volume is satisfactory as they are using a powerful microphone, which they admit is not their preferred choice. The chapter seems to focus on introductory or technical adjustments before getting into the main content.
20:00 - 30:00: Understanding Lean Six Sigma The chapter titled 'Understanding Lean Six Sigma' seems to begin with some technical housekeeping, ensuring that audio levels are satisfactory despite occasional background noise. It implies a conversational or interactive setting, possibly a virtual one, suggesting that learners are encouraged to participate actively, as indicated by the prompt to 'type here' where they are taking the course from. This could be indicative of an online learning environment where engagement and feedback are facilitated. This introduction likely sets the stage for more focused content on Lean Six Sigma principles.
30:00 - 40:00: Credentials and Credibility The chapter starts with a discussion among individuals based in various countries including the Philippines, Saudi Arabia, and Malaysia. It then moves on to a prompt from the speaker asking participants to declare their certification status as a 'white belt' under their training.
40:00 - 50:00: Segmentation and Voice of the Customer The chapter discusses a certification program where participants are encouraged to acknowledge their level of expertise honestly by typing whether they are a white belt or not. This is in the context of a free yellow belt certification, emphasizing the importance of recognizing one's current status to progress or participate in the program effectively.
50:00 - 60:00: Project Charter and SMART Goals This chapter discusses the project charter and SMART goals. It begins by mentioning free content such as a simulated project, test, and certificate. There is also an opportunity for individuals who haven't achieved the white belt level to take the test. It emphasizes that this information is vital for those starting from scratch.
60:00 - 70:00: Mapping the Process and Reality The chapter begins with an introduction for beginners who may not have any prior knowledge about Lean Six Sigma. It reassures newcomers that it's perfectly fine to start from scratch and suggests starting with the white belt test. The chapter also addresses a common question about the type of training being provided, indicating that it covers both white belt and yellow belt levels. It gives an overview of the hierarchy in Lean Six Sigma, listing the levels as white, yellow, green, and black.
70:00 - 80:00: SYPO and Process Mapping The chapter discusses the hierarchy and integration of knowledge in the context of a training system using colored belts. It explains that the technical body of knowledge is structured across four levels: white, yellow, green, and black belt. Each level includes the content of the preceding levels, meaning that white belt content is part of yellow belt content, yellow belt content is part of green belt content, and green belt content is included in black belt content. Therefore, achieving a black belt indicates mastery of all preceding levels, including green belt content. The term 'master black belt' is also mentioned as a final level above the technical body of knowledge described.
80:00 - 90:00: Summary and Closing Remarks The chapter discusses the progression from yellow belt training to the white belt test in a stepped learning process. It ensures that those who undergo yellow belt training are adequately prepared to take the yellow belt test and also have the option to take the white belt test. The clarity of understanding for this process is questioned, asking participants to rate their clarity from 0 to 10.

SESSION 01 Transcription

00:00 - 00:30 Attention ladies and gentlemen. On a scale from 0 to 10, please how is my audio? Please let me know if you can hear me. Okay. Yes. Amazing, amazing, amazing. Welcome to the yellow belt certification program. It's a pleasure to have you here and thank you so much for your
00:30 - 01:00 patience while we fix this audio issue. Okay, I have just one final question if the volume is okay because the mic that I'm using here is a little bit more powerful and sometimes I confess to you that it's not my favorite one. There is no noise. Let me just double check here on my
01:00 - 01:30 monitor. It's okay. Yeah, the volume is okay. Sometimes there is a background noise. Yeah, the volume is okay. Sometimes Yeah, there is a little bit but I think we are good to go. Yeah, we are good, right? Wonderful. Please type here for me from where are you taking this course? Okay. From where are you taking this course? Type here
01:30 - 02:00 for me. Where are you based right now? Okay. So, we have a lot of people from the Philippines. Yes. Saudi Arabia. I can see Malaysia as well. Wonderful. Wonderful. If you are a certified white belt by me, type here I am white belt. And if you are not,
02:00 - 02:30 that's okay. That's okay. But just type here I am not. Type here I am a white belt. And if you are not, that's okay. Just type I am not. Okay. Excellent. And why am I saying that? Because this is a free yellow belt certification program. And I'm talking about, take a look here. I'm talking
02:30 - 03:00 about I'm talking about a free content, a free simulated project, free test, and free certificate. But for everyone that is not a white belt, I will give the opportunity to take the white belt test. Type clear if this is clear. So again, if you are starting from scratch, it's
03:00 - 03:30 okay. If you are starting from zero, if you have zero knowledge about lin six sigma, that's okay because then you can take the white belt test. Marcelo, but is this a yellow belt training or a white belt training? Well, in the link sigma hierarchy, we have white, yellow, green, and black in terms
03:30 - 04:00 of content. There is one final level that is master black belt but in terms of the technical body of knowledge we have white, yellow, green and black. Okay, white belt content is included in the yellow belt content. Yellow belt content is included in the green belt content and green belt content is included in black belt. So if you are a black belt automatically you are a green
04:00 - 04:30 yellow and white. So if you take the yellow belt training you are more than ready to take the yellow the white belt test. Okay. Wonderful. From 0 to 10. How clear is that? You'll be getting the yellow belt content. you'll be taking the yellow belt test, but you can also take the
04:30 - 05:00 white belt test. Okay, so it's really uh two certification programs. Okay, in one. And in case you are a certified white belt, but you want to take the white belt test again, that's okay. Not a problem. Not a problem. Yeah guys I do apologize many times I'll need to use my propolis many times I will be coughing
05:00 - 05:30 you know I almost had to postpone to cancel this training because I am facing some minor not major minor I would say respiratory issues okay it's all right I am well well medicated you But I apologize that many times you guys will be um I'll try to manage here muting my microphone, you know, uh when I when I cough and um but you guys will
05:30 - 06:00 see me using these these properies uh maybe quite frequently or or maybe you guys can help me, you know, you guys can remind me that I need to use these propolis. Okay, wonderful. Um, why are we here? Type here for me. Why? Why? Why? Why are we
06:00 - 06:30 here? Why should you spend time? Why do we have here live? Thousands really literally thousands of people here live with me in this beautiful Monday, April 21st, you know, to get, you know, your yellow belt certificate. I understand that. I understand that. But what is the real reason for being here? Well, you will be learning a
06:30 - 07:00 method to solve complex problems. Okay? I will be teaching you a method, a series of steps to guide you in the process of investigating and solving complex problems. There are problems that you don't need to use Linix Sigma. There are problems that you can simply
07:00 - 07:30 brainstorm with the experts. There are problems that you can search on literature that you can uh Google that you can chat GPT. Yeah. But there are problems that experts don't know. Chat GPT does not know. Google does not know the solution. So it's your mission to map the process to investigate the measurement system to
07:30 - 08:00 guarantee that your data is reliable to measure the size of the problem to conduct a very serious root cause analysis to design solutions and also to implement the actions that will maintain the positive results. Okay. So lin sigma is applicable for problems that are highly complex. I am using lin sigma since 2001. I am completing this year 25 years
08:00 - 08:30 of experience. I had a chance to work for Philips for Dela for Nen and I pay all of my bills applying Lin Sigma. Okay. Since 2001, since 2001, I've helped many, many, many people to get at the same level or or higher levels that I am. And I know that this method can be very transformative
08:30 - 09:00 in your career because companies they love companies love professionals that know how to solve problems especially problems that are highly complex. Okay. Is it is it clear? Is it clear? Type clear if this is clear for you guys. Yeah. Yeah.
09:00 - 09:30 So a good evidence a good evidence that uh lin sigma is about employability is the fact that if you go on glass door for example you find companies that are looking for professionals that know about lin sigma for example noises if you go uh on hinekin you know completely different sector that are companies looking for professionals that know about lin sigma then if you shift
09:30 - 10:00 to general meals you find opportunities, you know, for people that know about Linix Sigma. Now, a completely different sector, you know, Portoell construction, you see professionals that are looking uh you see opportunities that are looking for professionals that know about Linux Sigma. Okay, wonderful guys. I am doing this for since 20 2020 in fact online and at this point we have students from
10:00 - 10:30 literally all over the globe from Brazil uh from the United States these are real students from LinkedIn okay Mexico UAE and then you see that we are literally all over the globe all over the globe in fact more than 100,000 students has in 100 plus countries from very different sectors emirates crystal granger uh beep then we
10:30 - 11:00 have students that work for Amazon students from United Nations we have students all over from manufacturing to service industry okay so just you know that uh you guys are being part of a true true through true revolutionary program. Okay guys, uh beautiful beautiful. This is what we call real time real time
11:00 - 11:30 correction. Real time correction. It's an opportunity. It's an opportunity to correct. Yeah. So this is the certificate that you'll be getting and lin sigma lin sigma is a nonregulated area topic. This
11:30 - 12:00 is good in a sense that the bureaucracy is much reduced but it is dangerous because anyone can teach lin sigma. This is in fact very dangerous. So you must check the credentials of your professor. You must check the credentials of your professor. You are being certified by whom? And tell me more about the school
12:00 - 12:30 who is you know MF Trintos. So now it's time for me to show my credentials because of the value of your certificate. I hope this is clear. My life is an open book. You can Google my name, Marcelo Mashado Fernandez, and you'll see that I hold a PhD and masters in six sigma. Okay, a PhD and masters in six sigma. You will also see that I am a
12:30 - 13:00 certified master black belt by the American Society for Quality. Okay. American Society for Quality is the most respected quality organization in the globe and master black belt is the highest level and I'm also a Mini Tab certified training provider. Okay. So, MiniAB is the most used statistical
13:00 - 13:30 software in the globe in the planet. Okay guys, so once again type credibility if you understood that I'm showing this because you must check the credentials of your lin sigma professor. Yeah. And by the way, the combination of PhD masters in lin six sigma in six sigma ASQ American Society for Quality certified master black belt it allows me
13:30 - 14:00 to certify white, yellow, green, black and masters and also the fact that I am one of the few MiniAB certified training providers. This combination is unique is unique. So again, I am not talking about myself. I'm talking about your certificate. When you have your yellow belt certificate in hands, you can argue that hey, there is value in this certificate. Yeah. Because I was
14:00 - 14:30 live taught by a professor that is pom pom pom pom pom pom. Okay. On top of that, you have the fact that MFOs that is Mashado Fernandez, my family name, my family name. So you know that when you put your family name as the name of the company, you know that it's about reputation. It's more than credibility.
14:30 - 15:00 It's about reputation. It's about, you know, placing your family name in front of your business. Yeah. Mashado Fernandez is accredited by the famous Consu for six sigma certification. Okay. So, this is the report. If you guys go to the consu website, the ASQ website, the miniab website, if you Google me on Google Scholar, you guys will find all
15:00 - 15:30 of that. Okay. So once again the combination of conceal for six sigma certification mini tab and ASQ is unique. This is value for you. Okay this is value for you. I am about to finish my introduction and then we'll go ahead to the content. Okay so type okay if I know that you guys are anxious to to start the content itself. Uh but I I need just a few more minutes to
15:30 - 16:00 conclude my introduction. Yeah. Where am I based? Where am I based? Who knows? I am based out of Brazil. Brazil. South America. Yeah. So correct. So right now for me it's
16:00 - 16:30 9:20 a.m. AM. No, I am not based out of Singapore. I have mentioned Singapore because of just as a reference because of the time zone because the vast majority of our students in this wave they are from Asia. Yeah. So I'm based out of Brazil. I have a major in electrical engineering, postgraduation in industrial engineering, masters and PhD
16:30 - 17:00 in industrial engineering. Yeah, I am a black belt by ASQ, master black belt by SQ, five years for Philillips, seven years for Delphi, seven years for Neielson, the largest uh market research company in the planet, and then four to five years working full-time in my training consultancy company. Okay, wonderful guys. As I said before, I am
17:00 - 17:30 uh paying all of my bills with Linix Sigma since 2001 when I ran my very first project. I was able, you know, to construct, I would say, a very solid career 100% with Lin Sigma. Okay. And if there is anyone here that is looking for, you know, a method to deep dive in terms of continuous improvement,
17:30 - 18:00 especially to solve chronic problems, systemic problems, problems with high complexity, I do strongly recommend that you take this very seriously. And that's why I would love to know if you have pen and paper. Okay, pen and paper. very important to take notes because then when you take your test um it's an open book you are very well prepared. Yeah. May I ask if you feel comfortable
18:00 - 18:30 if there is anyone here that has struggled during your childhood. If you come from a poor family, type here for me. Me. If you come from a poor family, type here me. If you feel comfortable. Yeah. Okay.
18:30 - 19:00 Wonderful. Um, that's exactly uh my story as well. Um I don't know how much you guys know about the Brazilian economy. Things now I would say are much better but mainly in 1980s 1970s the inflation was insane insane insane. We were facing some
19:00 - 19:30 major economy problems. The unemployment ratio was just bizarre. just out of control. And I remember that on Sundays um after lunch, my mother used to put all of us, me and my three siblings sitting on a sofa watching movies, Hollywood movies. And uh every time that there was a movie scene, you know, with a landscape of a
19:30 - 20:00 beautiful city like New York, Chicago, Tokyo, Singapore, I used to tell my mom, "Hey, someday, someday I'll be on those places. Someday I'll be working and maybe living on those places." and um my mother all the time motivating me, inspire me uh to walk this journey. So after
20:00 - 20:30 graduation, I had a chance to be approved on the internship program at Philips Philips Displays in San Jose close to S. Paulo. And during the on boarding process, I had a chance to go to the manufacturing line. When I saw a manufacturing line operating like the machines, the operators, the methods, the raw material, I felt incredibly motivated, you know, to stay
20:30 - 21:00 there. So, I negotiated with my manager to spend more time there. and they gave me my first project, my first problem to be solved as a continuous improvement program. Then my manager at that time realized that I had the will, the desire to move on, but I did not have the
21:00 - 21:30 skill. I had the wheel, but I did not have the skill. So he showed me exactly this book. This very same book. This book is 25 years old. Philippy's quality memory jogger. So here we have the genesis of lin sigma. We have histogram. We have a process mapping. We have measurement system analysis. We have control charts.
21:30 - 22:00 We have capability analysis. control plan. And with this method, this method and the guidance from my mentor, the right method and the right mentor, I was able to run this project. And for one type of scrap, we were able
22:00 - 22:30 to reduce from 2% to zero. We have eliminated one certain type of scrap in the application of hot melt in cathode ray tube. Yeah. The old TVs. So that young man, you know, from Ituba, Mina, Brazil, crazy about, you know, cheese and all sorts of sweets with a
22:30 - 23:00 dream, working specifically on a project for the application of hot melt in the in this coil of the cathode ray tube TV. After seeing, you know, the excitement of a production line, feeling the frustration of not having the right tools, the right mentor, after meeting Luis Claudio Santos that
23:00 - 23:30 served as my mentor with the right method, this project, believe it or not, was recognized in the United States. So by the age of 21, I was 21 years old. I did not have a proper bed. I was literally sleeping uh on the floor. I have a mattress. I had my plastic bags with these other, you
23:30 - 24:00 know, poor bags, you know, here, but with my passport and my ticket flying to the US. And there was Marcelino going on a limo to present his project in New York. And I'll say that again. After that, I had a chance to literally travel the world to be interviewed in American TVs, to receive many different awards, to present in many different conferences. And then I had a chance to
24:00 - 24:30 go to India to run projects in South Africa. I had a chance to go to Dubai to United States. I had a chance to run projects in Poland and this is definitely because of the combination of right method and right mentor. So if that worked for a normal person, I am just a
24:30 - 25:00 normal person. I am an ordinary person. I am just a regular person that had a chance to meet the right mentor with the right method. I'll say that again. Right mentor and right method. And if you are engaged to promote a true transformation in your career and get results as I got
25:00 - 25:30 and as I am getting and as many of my students are getting these results and much better results. You've found your mentor. I will mentor you. I will mentor you. I will guide you. I'll be teaching in these five days a very powerful method and if you are truly engaged truly committed to
25:30 - 26:00 understand this method and to apply you can get the very same results or even better or even better. Is that clear? Is that clear?
26:00 - 26:30 Wonderful. Yeah. Guys, I will be using a method right now named PBL.
26:30 - 27:00 Let's go. Let's go. I'll try to speak a little bit softly. I I will try to calibrate the volume of my voice so I do not force very much. So once again, if I speak up like this, how is this sound for you? If
27:00 - 27:30 I speak up like this, how is this sound for you? Yeah. How is the sound from 0 to 10? Yeah. Is it good? Beautiful. Excellent. Did you have a
27:30 - 28:00 chance to open up our project template? Yes or not? Did you have a chance to open up this project template?
28:00 - 28:30 Okay. So, if you did not, I'm going to share in the chat chat window. Okay. And I'm going to pin. It's not mandatory, but I believe you will like to have this file. Okay, it's a project template that you
28:30 - 29:00 can use in our training here, but also in your day-to-day work. I'm okay with that. Yeah, I do strongly recommend that you come here and file make a copy of your entire presentation. I'll say that again. I'll say that again. File make a copy entire presentation. File make a copy of the entire
29:00 - 29:30 presentation. Why? Because then you can edit. you can add it. So for example, I will say this is uh Marcelo, April 24, 25 year 2025. Right?
29:30 - 30:00 So now I have my copy, my own copy and so I can add it. I can add it. I can I can change I can write down things you know because in the original template you can just see you can just see you
30:00 - 30:30 cannot add it. Yeah. Or if you are a PowerPoint person you can download you can download as PowerPoint. Okay. So file download PowerPoint. Yeah.
30:30 - 31:00 Yes. So the file once again guys the file is here. I have just pinned. Okay. The file is here and then you just need to go to file file make a copy entire presentation. You don't need to do it
31:00 - 31:30 now. Okay. Yeah, you don't need to do it now. If you want to take a look here in my screen and download later, it's okay. Okay. It's okay. Yes, this is posted on WhatsApp too. Exactly. Yeah. So, type here. No panic. No
31:30 - 32:00 panic. I want to see you guys engaged. Yeah. But I want you to have fun because if you are having fun, if you feel relaxed, the internalization process will be much better. Much better. Much better. No panic.
32:00 - 32:30 [Music] You can screenshot but the problem is when you do not write down. See guys, I don't I don't send like PDFs or things like that because when you get a PDF, you are blocking your learning process. I would love to see you guys writing down because remember that this
32:30 - 33:00 is in your certificate you will have it's a 20our certificate you have 20 hours yeah the entire experience is 20 hours but this is 10 hours with me and I expect that you spend at least another 10 hours reviewing and writing down reviewing the things that you
33:00 - 33:30 wrote. You know, you can write down here pen and paper. You can write down in our file. Is that clear? So, type 10 + 10. If you understood that we are talking about 10 hours with me plus 10 hours of content review. Okay. 10 + 10. Yeah.
33:30 - 34:00 Okay. So, we will be starting our simulated project. Right now, we are using a method named PBL problem based learning. I'm going to
34:00 - 34:30 place a problem for you. And then we'll be going together solving this problem using lin sigma. So you will be learning about lin six sigma while we solve the problem. Type clear if this is clear for you. Marcelo no but I love to learn the
34:30 - 35:00 theory first. So if you love to learn the theory first, you may consider acquiring the yellow belt handbook from the ASQ. But this is not mandatory. This is not mandatory. Okay. But in case you love love love theory, you may consider getting the ASQ
35:00 - 35:30 handbook. Our framework is the make. If you are a certified a certified white belt, you know the make very well. If you are starting from scratch, that's okay. That's okay. Stay here with me that you'll be learning about the make. It's a framework. It's a sequence of steps, guys. It's simple. In fact, it is simple. It's a
35:30 - 36:00 sequence of steps. Let's define the problem. Let's measure the size of the problem. Let's analyze the root causes. Let's improve our process and let's control. Okay, today I'm going to cover define. Today we need to finish define. Tomorrow measure, maybe a little bit of analyze. Then on day three, analyze and improve. Then on day four, improve and control.
36:00 - 36:30 And then you guys will be taking the test. Okay? And then on session five, I will be reviewing the test test results. So to guarantee that you guys understood everything. Okay? I'll be giving the details um during the journey. So that's the problem. That's the problem. That's the problem that we need to
36:30 - 37:00 solve. Yeah. Alise is the owner of a restaurant who really cares about the customer satisfaction. She decided to open a restaurant to provide an amazing experience in terms of pizza. Unfortunately, a lot of customers are complaining about delivery
37:00 - 37:30 time and also quality. Alissi needs your help to improve her processes, otherwise she'll keep losing revenue, profit, and will likely need to close her restaurant. So, we are on the fine phase. Define phase. The very first substep in the fine phase is listen to the VC. What is VC? Who knows? Who knows what is
37:30 - 38:00 VC? Yes. Beautiful voice of the customer. Guys, I just want to check another thing that is every time that I project how is the image. I hope you guys can see an option for HD. For example, right now,
38:00 - 38:30 how is the definition of the image? Is that okay? I hope you can. Yeah. Is that okay? Beautiful. Excellent. It is impossible to be a good problem
38:30 - 39:00 solver without the ability, knowledge and attitude to truly understand your customer. It is impossible. You cannot be a good problem solver if you don't put yourself on client's
39:00 - 39:30 shoes. It's an empathy exercise. It's impossible to be a quality professional if you are only a technical person, Marcelo. But I know everything about all the hypothesis test two simple t2 proportions binomial probability distributions normal probability distributions I know about t distribution marcelo I know everything about measurement system analysis accuracy repeatability reproducibility
39:30 - 40:00 okay that's good that's good but if you are not good with empathy putting yourself on customers shoes and This is exerciseable. You you can train that because all of us we are selfish by nature. But you can practice as when you go to the gym as when you exercise not eating too much
40:00 - 40:30 chocolate. You can exercise. I am doing this for a very long time. But I do exercise asking my customers, you guys, how is the audio from 0 to 10? How is the image? How is the quality of the image? I have the chat here. I started this session with an issue with my mic. So I saw I I had a chance to listen to your voice. Oh, we have an issue with the mic. Okay, so
40:30 - 41:00 let's change to another mic. Are you guys following me? If I just open up my camera here and I go ahead and I start speaking up, you know, a lot, even if the content is good, if I do not put myself on the customer's shoes, there is a very high chance that you do not meet their needs. And that's why many times I'm speaking up on a different pace. I do not normally speak like that. Normally I
41:00 - 41:30 speak on a different pace, on a different speed, on a different velocity, but I am, you know, exercising. I I love to do that as well, guys. I love to teach, but I am practicing. I'm exercising myself to speak up on a pace that is more [Music] understandable. So, I'll say that again. If you think that just by being good
41:30 - 42:00 technically speaking, you'll be a good problem solver, you are wrong. You need to exercise listening to the voice of your internal customer and your external customer. For white belts, we stop here. We just say, "Okay, you must listen to the voice of the customer." And the voice of the customer says this. But for yellow bells, we go a little bit deeper. Why? Normally, think of a restaurant,
42:00 - 42:30 very simple restaurant. And Marcelo, why don't you use a fancy example like cathode rate tube or net sample compliance or wiring harness? Why are you using a restaurant? Because when I go simple on the study object, I am managing your energy. So you can focus on the topic on the make only six sigma. Okay, that's why I don't want to sound you know funny uh by talking about a
42:30 - 43:00 restaurant nor silly you know I am doing this because this is a very powerful learning strategy. Okay. A restaurant has just one customer. Is that right or this is wrong? This is right or wrong in your point of view. A restaurant would be just one customer. Would have just one
43:00 - 43:30 customer. This is wrong. This is wrong, guys. Yeah. in a restaurant, for example, in a pizzeria, Alis's pizzeria. I don't know, maybe she has 1,000 customers. Maybe she has 5,000 customers. So, how do we listen to the voice of 5,000 people or more than that? Do these people speak up the same
43:30 - 44:00 thing? All these 5,000 customers, they will say the same thing. Let's suppose vegetarian pizza. I'm presenting the vegetarian pizza. And then I I I show the very same pizza to 5,000 people. They will have the same reaction. Customers are different.
44:00 - 44:30 So we have one very first important question. You need to segment your customer. Write down this. Write down this. You must segment. Segment. Segment. You must segment your customers. What do I mean by that? You need to understand your customer
44:30 - 45:00 clusters, your customer groups. You have different groups of customers and you can segment in many different ways. Many different ways by [Music] age, by day of week, you have your you have your Monday customers. You have your Tuesday customers by shift. You have your
45:00 - 45:30 morning from Monday to to Friday customers. You have your afternoon, you know, from from Monday to Friday customers, you know. But guys, believe me, one of the simplest simplest ways to segment customer is frequency and ticket money. Are you guys following
45:30 - 46:00 me? So, you have the revenue of the pizzeria. Let's say $100,000 US per month, let's suppose, and you have 1,000 customers. 1,000 customers. But then you realize that you have, let's suppose you have 200 customers, 20%. 200
46:00 - 46:30 customers that they go there so frequently and they spend so much money there that these 200 customers they are responsible for $80,000 US. So 8080% of the revenue of the income that of the pizzeria is coming from a small group of customers. Do you agree that this
46:30 - 47:00 cluster this group of customer is extremely important? Type here extremely important. If you understand that you need to look at these 200 people differently, you need to look, you need to take care of a customer that goes to your pizzeria every week and buy, you know,
47:00 - 47:30 these expensive wines and expensive pizzas. They need to be heard to be listened differently. Marcelo, what about the other 800 people? You don't you don't even care. No, you should care about all your customers, but you will be making decisions every single day.
47:30 - 48:00 Are you guys following me? So, if you have one customer that has already spent, I don't know, $20,000 in your pizzeria, he raises his hand and says, "I think the flavor of this pizza is different." I would strongly recommend you do not even question. You just say, "Let me
48:00 - 48:30 prepare another pizza for you." Are you guys following me? Are you guys following me? Interesting. Okay, Marcelo. But how do I listen to the voice of the customer? I will recommend two different tools. Data collection tools. You can run surveys surveys with Google
48:30 - 49:00 forms or even by paper you know service survey is easy on a sense that you can get many response in a short period of time but uh customers lie. Customers lie. So you need to be very open to what we call unspoken voice
49:00 - 49:30 of the customer. Unspoken voice of the customer. The voice that was not said. You can observe for example in a pizzeria if the c the pizza comes the customer takes a bite and then stop eating. the pizza is there sitting there at the table. I mean, you don't need to ask if the pizza is good or not. Because many
49:30 - 50:00 times you'll be asking if the pizza is okay. And the customer will say, "Yeah, it's okay. I'm just not hungry today." Are you guys following me? Yeah. Because not because they are bad. Maybe because they don't want to share an accurate data avoiding conflict. But you need to be wise. You need to be smart to observe
50:00 - 50:30 and to collect this unspoken voice of the customer. And another way to get the unspoken voice of the customer is oneonone. One-on-one. One-on-one is if you have a very very very very special customer that goes, I don't know, every single day and you know, very special customer, you may want to have a one-on-one
50:30 - 51:00 conversation. One-on-one is time consuming. I understand that. But the quality of the information that comes is super super super. It's super richer. It's much richer. So do you guys understand that voice of the customer? The first thing is you need to segment your customer. You need to segment your customer. After segmenting your
51:00 - 51:30 customer, you identify the most important stratum, the most important segment. Then you listen by survey, by one-on-one and obviously by observation, by unspoken voice of the customer. Yeah. From 0 to 10, how clear are we? From 0 to 10, how clear am I? Yeah.
51:30 - 52:00 So, let me just put here from what we saw. Apparently, we have some very simple and direct voices. Customers are complaining about delivery time and quality. Okay. So, this is the voice of the customer. This is the voice of the customer. Simple like that. Simple like that.
52:00 - 52:30 Okay. Simple like that. And then now you need to translate the voice of the customer into something that we call CTQ. Okay, CTQ stands for critical to quality. Okay, let me write down here for you. CTQ equals critical to quality. Quality in a sense of customer.
52:30 - 53:00 Okay. So quality quality equals customer. Yeah. So for example, customers have been complaining about delivery time. Excellent. So, CTQ1 CTQ1 is pizza delivery
53:00 - 53:30 time it's pizza delivery time. Okay, this is CTQ1 and CTQ2 is CTQ2 is quality. Whoa. Because a CTQ must be measurable. Must be
53:30 - 54:00 measurable. How can I measure quality? Because delivery time is measurable. Delivery time is measurable. For example, if I go ahead, if I go ahead and I ask, you know, and I order my pizza, I order my pizza, then boom. When my pizza gets there on at my table, I stop. Okay. So, the delivery time was 7 seconds. Yeah, this is
54:00 - 54:30 nonrealistic. Yeah, but just to give you guys an an example. What about quality? What about quality? Yes. So we will be measuring in a very simple way. Yeah. That is so pizza delivery time. It's the time
54:30 - 55:00 time from order to delivery. Okay. inhouse in-house not not uh delivery uh itself you know and CTQ2 is pizza quality and I'll be measuring by percentage of pizzas of bad pizzas. Yeah.
55:00 - 55:30 bed pizza. It's a pizza with at least one complaint from customer. Okay. So, and I am talking about inhouse only. Okay. In house. So if I got a pizza that uh you know the customer the
55:30 - 56:00 customer uh complained says m the flavor is different or I don't know if I like this cheese I'm going to consider as a bad or defective pizza from 0 to 10. How how how clear is that?
56:00 - 56:30 Yes. Beautiful. Excellent. Excellent. Okay. Okay. So, let me keep moving here. Now, I need to create something that we call project charter. And for project charter from white belt, we should put what's the problem? And then so what? So what? And here we need
56:30 - 57:00 to have a very important conversation. Yes.
57:00 - 57:30 Yes. Attention ladies and gentlemen. We should listen to the voice of the customer. We should operate with empathy and we should do everything that our customer
57:30 - 58:00 wants. This is right or this is wrong. We should listen to the VC and let's do everything that my customer wants. This is right or wrong. That's a tricky question. Yeah, your professor is trying to be tricky. I'm trying to trick you,
58:00 - 58:30 you know. Yeah. Let me be more friendly. Let me be more friendly. Let's suppose you go to a Ferrari store. Ferrari and you want uh a rare, unique, customized Ferrari in one hour and you want to pay
58:30 - 59:00 $1. That's your voice. That's your voice. I want a Ferrari, the most complete Ferrari customized for me with a Brazilian logo with my name in one hour and I want to pay $1. What? What's wrong here? That's my voice. That's my voice. So why can't Ferrari meet my
59:00 - 59:30 needs? Why? Why can't Ferrari meet my needs? Because if Ferrari gives an extremely customized car to Marcelo in one hour for $1, Ferrari will be creating an internal problem and this internal problem is a
59:30 - 60:00 financial internal problem. Do you guys understand that? So voice of the customer must be balanced with voice of the business. VC VOB and voice of the business is pretty much the financial
60:00 - 60:30 health of the business. Do you agree that Amazon, Apple, this Mio that makes this proper police? Uh, sure that makes this microphone. um you know um Lindoya that makes this water all these
60:30 - 61:00 organizations they must be financially healthy. Do you guys agree with that? I know there is culture. I know that there is the human component. I know that we need to think long term, but do you guys agree that is not [Music] questionable that a product or a service
61:00 - 61:30 must be profitable? Simple like that. Simple like that. Yeah. So, I need to deliver pizza in the shortest time frame possible with the highest quality, but at the same time being very profitable. Being very profitable.
61:30 - 62:00 Yeah, someone said otherwise it's not a business, it's a charity. But see that even a charity is always looking for sponsors. Meaning uh it doesn't need to be profitable but it it needs to be uh financially
62:00 - 62:30 healthy. Yeah. All organizations. And what's the concept of organization? An organization is when you have two or more people with the same objective. So if I have you and Angela and we are thinking to deliver sessions for example to deliver training, this is an organization. This is already an organization. So every time that we I
62:30 - 63:00 can argue that my house is an organization, my wife and I and our son, you know, the three of us, we have some targets, we have dreams, we care about the atmosphere, we have our um spiritual um targets, you know, uh development, but it this organization, my house must be financially healthy. This is unquestionable.
63:00 - 63:30 Yeah. Does it make sense? Yeah. Does it make sense? Otherwise, we cannot keep moving. If we cannot keep moving, then we are in trouble. Then we are in trouble. So there is this beautiful pyramid structure that I love. That is pretty much what's the problem and uh what they say so what and the so what
63:30 - 64:00 is really the voice of the business and uh yoooo and we are very lucky because the way I presented the problem this is framed pretty much according to the pyramid structure. So if you take a look here, you will easily see that we have the voice of the customer. Let me know
64:00 - 64:30 if you guys agree. This is voice of the [Music] customer. This is VC. VC. Yeah, in blue. Let me know if you guys can see that. Sometimes it's a little bit hard
64:30 - 65:00 to to write down here. Uh, and also Alise needs your help to improve her process. Otherwise, she'll keep she'll keep losing revenue, profit, and will likely need to close her restaurant. Wow. Wow. So, this is
65:00 - 65:30 VOB. This is voice of the business. So if you want to really really really really understand or really really really be a good problem solver, you need to know that it is important to balance the voice of the customer with the voice of the business. And if this is if this
65:30 - 66:00 is special for you, type here eye opening. If this is eyeopening, type eye opening. Yes. Eye opening.
66:00 - 66:30 So I have the voice of the customer, the voice of the business. And why should I listen to the voice of the business? Well, if you properly articulate the voice of the business, you will get the support from the senior leaders. Senior leaders, VPs, COO, CEO, CFO, they
66:30 - 67:00 love when you present a problem that is attached to dollars. We have a problem. This problem is costing $1 million per year. I want to reduce this problem. So, we will be saving $800,000 per year. This is very different when you
67:00 - 67:30 come to your boss and says, "The machines are old. The machines are old. We need to buy new machines." When you go to your boss and say, "We need to buy new machines. We need to buy new equipment for the laboratory. We need to buy we need to buy." Your boss sees you as an expense
67:30 - 68:00 agent type following if you are following me. Yeah. If you keep complaining and we need to buy, we need to change, we need to I need new new new new I mean what's the point? So I need to pay your salary and on top of that you are telling me all the time that I need to buy the oven is old, the equipment is old, the measurement system is old.
68:00 - 68:30 It's very different when you articulate and you say we are losing X,000 per month and we need to run a project to understand the root cause and we may need we may need to change the oven or when you find the root cause of the problem and then
68:30 - 69:00 you realize that the root cause is associated to the ovens, then now you have an argument. Let's change the ovens. Why the because a new oven costs $30,000 and we are already losing $60,000 per month, for example. It's an easy math. or we are losing $6,000. So, in 5
69:00 - 69:30 months, we'll be able to pay the oven. So, this is way more professional, but you need to articulate that you are losing money. Marcelo, what about a problem that is not attached to dollars? I am right now working on a problem that I don't know if this is related to revenue or profit
69:30 - 70:00 or waste reduction. Is it possible? Type possible if it is possible to work on a problem that is not connected to to dollars. Type possible if it is possible. Well, if you are not working on a problem that is attached to dollars, why are you doing
70:00 - 70:30 that? Why? Why are you spending time and energy on an initiative that has zero financial impact? Why are you at the university? Do you think that the company that you work for, it's a big lab that you can run your
70:30 - 71:00 experiments that you can play around like a playground? No, no, no. The company that you work for needs to make money. So if you have one problem where the scrap costs 50 cents and you have 1% of scrap and you have 1% of scrap that cost $10, why are you working here and not
71:00 - 71:30 here? So I need you to consider the financial impact of the things that you are doing. And why am I saying that? Because the vast majority of the people that are here are technical. I am technical type technical. If you are a technical person and technical people, they love technicalities. They love to know you know technical details about the
71:30 - 72:00 software and the the hardware that is here. And this is a different um app. And now let's talk about the mathematical model. That's cool, but be careful. Be careful because you must be relevant. And the worst enemy of relevance is something interesting. Many times we find things
72:00 - 72:30 that are interesting but are irrelevant. You must touch things that are relevant and relevant things on a business point of view are things that are connected to your customer and will also bring some money shortterm or long term or long term from 0 to 10. How clear is that for you?
72:30 - 73:00 Now I need to have one goal statement per CTQ per CTQ. So we have CTQ one that is
73:00 - 73:30 delivery time and CTQ must be specific. For example, let's reduce pizza delivery time or specifically vegetarian pizza delivery
73:30 - 74:00 time. And then many times at this step you are able to find some data. For example, see that the delivery time is around 15 minutes, you know, 15 minutes. And so you may argue here that let's reduce vegetarian delivery pizza
74:00 - 74:30 uh in pizzeria. in pizzeria one. Yeah. So let's suppose we have mini pizzeria. So you are uh managing the scope of your project from an average even knowing that average is dangerous average of 15 minutes to less than 10
74:30 - 75:00 minutes in 3 months. So customer satisfaction satisfaction will go up and we will stop
75:00 - 75:30 losing US dollars in revenue. Are you guys following me? Yeah, something like that. So, see that it is very specific. This is specific. Let me change the color here. Why? Because I'm talking about vegetarian pizza. Vegetarian pizza. Uh, in pizzeria one only. I hope you guys can understand
75:30 - 76:00 what I'm doing here. This is very specific. Uh, this is measurable. It is measurable because I'm talking about minutes. I'm talking about minutes. Yeah, this is achievable because we know
76:00 - 76:30 that in the past we were able to operate in less than 10 minutes. So 15 to 10 minutes. I'm going to put in not green. This is not good. Green. Yeah, this is achievable and achievable has to do with keeping people motivated. Okay, this is relevant very much
76:30 - 77:00 relevant because we are talking about customer satisfaction will go up and we'll stop losing Yeah. X,000 uh per month, for example. Yeah. And uh this pro this project must be
77:00 - 77:30 concluded in three months. I do not recommend a Linix Sigma project to be concluded in less than three months. Okay. Let me put this in.
77:30 - 78:00 Yes. So I'll say that again. It must be specific guys. Don't try to boil the ocean. Why less than 3 months? This is a strong recommendation because you can keep your team members motivated. Remember that you will not be running this project on
78:00 - 78:30 your own. There will be a team. So you can keep the momentum. Remember that alic sigma is a kind of task force and you'll be investigating the process very deeply. So it's you'll be consuming a lot of energy. And the other reason for keeping in less than 3 months is because then you can guarantee that your stakeholders will collect the results will feel the results as soon as possible. You know, you definitely do
78:30 - 79:00 not want to lose the momentum. Is that clear? Yes. Why specific? Because if you boil the ocean, if you want to solve like all problems in all pizzeras for all pizzas, you are minimizing the chances to be successful. So, type manageable scope. If you understood that the scope must be manageable. Don't go I know
79:00 - 79:30 it's it is kind of more apparently it's better to say no I'm going to fight problems in all pizzeras you know all types of pizzas. But the thing is happiness is measured by the difference between reality and expectations. So if you promise you know too much, even if you do a lot but you
79:30 - 80:00 do not do 100%, you'll be in trouble. Do you guys understand that? You'll be in trouble. So please reduce your scope as much as possible being relevant. It must be measurable. Why? Because if you cannot measure what you are doing, you cannot articulate the
80:00 - 80:30 improvement. So at the end you don't know if the process was improved or not. Yeah. Achievable because you want to keep people motivated. Yes. Relevant. It has to do with the impact to the business and to your customer and time bound in less than 3 months. So type happy if you are happy because we have just concluded the goal statement for CTQ1. We must do the same for
80:30 - 81:00 CTQ2. Yeah, we must do the same for CTQ2. must do the same for CTQ. So, let's go ahead. Um, Ctrl C, Ctrl + V,
81:00 - 81:30 CTQ2, and CTQ2. Let me see if you guys are connected to me. What is our CTQ2? What is our CTQ2? Yes. Percentage of beautiful. Beautiful. And then again if you have a
81:30 - 82:00 chance to take a look in your data then you see that we are operating you know around I would say 10% 10% of bad pizzas you know so CTQ let's reduce let's reduce vegetarian pizza uh
82:00 - 82:30 percentage of uh defective. Let's reduce the percentage of defective or bad. We are calling bad, right? Bad. That is defective. Uh vegetarian pizzas. Defective vegetarian pizzas in
82:30 - 83:00 pizzeria in pizzeria one. Okay. From an average of 10 and percent to less than let's say 5%. Who defines this 10 uh 5%. Who defines
83:00 - 83:30 target? Ah, in fact, I'm sorry guys. I'm sorry. I put three months here for minutes. I'm sorry. This is repetitive. I'm sorry that this is repetitive. So customer satisfaction will go up and we'll stop losing revenue. Yeah. So the
83:30 - 84:00 same thing. Yes. Are we good? Are we good? So, let's reduce the percentage of bad vegetarian pizzas in Pizzeria 1 from an average of 10% to less than 5%. Who defines that it
84:00 - 84:30 should be connected somehow to your to the voice of your customer. Yeah. So at this point we have listened to the voice of the customer to the voice of the most important customers. We have translated this voice into CTQs critical to quality. So we
84:30 - 85:00 have measurable a measurable representation of the voice of the customer. I have also built a project charter to align expectations with my stakeholders. So I have a good problem statement with VC V and I have right now very good goal statements using smart smart principles.
85:00 - 85:30 So you have learned about VC, V, D, MA, LIN 6, Sigma. You have learned about CTQ, about spoken and unspoken voice of the customer also about pyramid structure and also about smart type power. If you feel that only with the content of session one, you already have more things to apply in
85:30 - 86:00 your work tomorrow. Type power. If you understand that you have already learned things that you can apply tomorrow. So if you can apply tomorrow, you are already a different person. You are already impacted. Okay. And we are just getting started. We are just getting started.
86:00 - 86:30 Okay. Yeah. This session will be transformative. This journey will be transformative. Transformative. Transformative. Transformative. Now I have my last topic of today's session. And I don't know if you guys know but Latinos, I am a
86:30 - 87:00 Latino. We are emotionally high maintenance. Yes, we need attention. We need love. So I'll say that again. I am about to start the last topic of today's session. So I expect in this chat to see a lot of oh no the session is coming to an end. Oh no. So I'll say that again. And now ladies and gentlemen we are
87:00 - 87:30 about to start the very last topic of today's session. Come on. Come on. Oh no. But tomorrow we have more. Tomorrow we have session two. Yay. [Music]
87:30 - 88:00 Yay. Yes. Let's run this session with medicines, with propolis, with water. Let's make it. If we have issues on the microphone, we solve the issue. Let's make it. No excuse. Type here for me. No excuse. No excuse. Let's make it. Let's certify thousands and thousands of new yellow belts to the
88:00 - 88:30 market for free. For free. Let's make it. No excuse. No excuse. Let's make this first um first week post Easter. Yeah, a very transformative week. Very transformative. Let's fight this battle. Let's fight this
88:30 - 89:00 battle from 0 to 10. Where are you in the topic map current process or simply process mapping? From 0 to 10, where are you in terms of the topic process mapping? Process
89:00 - 89:30 mapping 8 95 9 0. That's okay. If you are zero, that's okay. Okay.
89:30 - 90:00 This is by far one of the most critical steps in a lin sigma project. Please stand up. Stand up and walk the process. Go to Gamba. Gamba is a Japanese word that means place of value or place of transformation or place of
90:00 - 90:30 work. Go to Gamba. Go to GMA. Go to GMA. Go to GMA. Walk the process. Walk the process. Marcelo, but I am too busy. Marcelo, but I am a CEO. Marcelo, I am a vice president. Marcelo, I am the president of this company. Should I walk the You should respectfully, respectfully, you should walk the process. Walk the process. When we talk
90:30 - 91:00 about process mapping, I'm not talking about SOP, standard operating procedure. I'm not talking about the ideal process. I'm not talking about meeting rooms. I'm talking about you going and walking the process and reporting reality. Report reality. Report the truth.
91:00 - 91:30 Truth. Truth. We want reality. We want reality. No matter how ugly reality is, we want reality. You guys are investigators. We are
91:30 - 92:00 investigators. We will be touching stinky stinky fish or fishes. That's our that's part of our job. That's part of our job. We are continuous improvement professionals. So we don't care that current process is broken. In fact, for us, this is good because there is more thing to
92:00 - 92:30 do. So we don't want fake PMAP. No fake PM map. I want reality. I broke my leg playing soccer. I love to play soccer. I broke my leg playing soccer. So, but it was not like um how do I say in
92:30 - 93:00 English? An ugly ugly fracture, you know. It was they call stable stable fracture. So I I was able even to walk a little bit, you know. So I went to the doctor. The doctor was a friend of mine. Then he takes this X-ray. He sees the fracture. And then I remember that he was telling me, Marcelo, I cannot send you to a surgery, you know, to put the
93:00 - 93:30 plate and uh and six, you know, Marcelo, I I cannot I will not do that. I will not do that. So he had a chance to access reality. He saw how ugly reality was, but he denied. And what's the problem of sending me home with a broken leg? He's not helping me. He's not doing me a
93:30 - 94:00 favor. He's just increasing the problem. Are you guys following me from 0 to 10? How much are you following me? In understanding that when you close your eyes to reality, you are just make things harder. Simple like that. Type here. Don't close your eyes. Don't close your eyes. I want to see the
94:00 - 94:30 process reality as it is. no matter how ugly reality is. But then I need to walk the process. I need to observe. I need to talk to people. And please when you go to gamba, no fingerpointing. Don't go to gamma to to correct things. Don't do that.
94:30 - 95:00 You go to Gamba as a student. You go to Gamba as a student. I just want to learn current state. Just that I want to learn current state. Just that. Just that Mike, the original Mike didn't work. That's it. Marcelo, but you are
95:00 - 95:30 the greatest lin sigma educator. You are a doctor. You hold a PhD. Marcelo, you have the largest YouTube and LinkedIn channel in Linix Sigma for a person in the world. You have certified more than 100,000. And you did not see that the mic was not working. Yes. Yes. That's the reality. That's the reality. I
95:30 - 96:00 should have checked this mic before and I did not check. I made a mistake. Me, Mar, Professor Marcelo Fernandez on April 21st. I made a mistake of not checking the original microphone. I assume my mistake. Are you guys following me? Because when I do that first of all, first of all, first
96:00 - 96:30 of all, now I am fully prepared to understand the root cause to investigate and understand the root cause. Fortunately, I had a containment action, but containment is not the best option. I want to find the root cause. I want to find the root cause and so the solutions are more sustainable. But once again, no excuse.
96:30 - 97:00 You know, I can I I cannot map the process of session one saying that we started this session smoothly. We did not we did not start the session smoothly. I would love to go back in the past and check my mic and start this session smoothly, but reality reality the truth is we had a
97:00 - 97:30 mic issue, a microphone issue with thousands and thousands of people live. So let's face reality. And now we move from reality to improvement to root cause analys and improvement because I have another chance tomorrow. I prefer the sound of this mic. So I'm going to find the root cause cable or something in the software. I'm
97:30 - 98:00 going to find the root cause and tomorrow I have another chance to bring to my students, you know, the very best experience in terms of audio. Are you guys following? And that's life. That's life. That's life. But no, many times what we face in process mapping is politics, power games. Sometimes people are ashamed. People are
98:00 - 98:30 ashamed. You know, you don't know. You cannot show that. Type understand if you understand me. Yeah. Reality. Reality. If you go to the companies, to the offices, to the manufacturing lines, you know, reality is many times you cannot report the things that you see. You cannot report and that's a problem. That's a problem. So please
98:30 - 99:00 ladies and gentlemen, if you are on an environment that culturally is pretty much prohibitive for you to show up the reality at least you should have for yourself a version of the full reality from 0 to 10. How much did you understand that? Yeah. If you are going to create many many many political
99:00 - 99:30 problems and uh you know and power games and these kind of things or you may be fired. I understand that because there are places and places and places I don't want you to to get to be in trouble but you need to know that you must have the version the version of the reality. We must access the reality. And then I went to another doctor that took these um they call CT scan CT scan. So he properly saw what
99:30 - 100:00 was going on with my leg and then we took the proper actions and then I am fully recovered. If I kept on that reality avoiding the truth, you know, I would be in serious trouble today with my leg. So it's facing reality, finding root cause and addressing root cause. Again, please
100:00 - 100:30 face reality. Find the root cause and address the root cause with corrective actions. Just one more time, face reality. No matter how ugly the reality is, find the root causes and address the root causes. We love the truth. Probably the people that are here, you guys hate when you have like
100:30 - 101:00 to clean up the house just because there is an audit. Type here, I hate it when you need to do something just because there is a visit from the headquarters, you know, or just because you need to show something to your boss, you know, probably you guys that are here, you love the truth. You love the truth. I know that it's in fact easier. It's much
101:00 - 101:30 easier when you operate, you know, with the truth. It's much easier. Your life will be lighter, you know. And here for yellow belts, I I would love to present uh two types of P maps. One that we call high level process mapping. I would like to propose cypo supplier input, process output and customer. but keep it super simple. And
101:30 - 102:00 the other one is the detailed P map. We don't have a gamma here. We don't have a gamma. So I'm gonna just show the tools. We cannot go to a gamma. But when you are running your project, just keep in mind that you must do this on the gamma. Okay. From 0 to 10. How much did you understand
102:00 - 102:30 that? So, let's go there. Let's go there. Cypo. So, how does it work? Cypo, I'm going to place here insert table um five and
102:30 - 103:00 uh seven. I believe seven is okay. Uh so we have uh so we have a supplier input process output and customer. Okay.
103:00 - 103:30 And let me see if I can yeah always start by process and here I want to propose something that is just the first step. So um so order order order pizza always with verb and noun
103:30 - 104:00 verb and noun order pizza. So simple like that. Um, order pizza, produce pizza and I would say eat pizza. So we know if this is with good quality or bad quality.
104:00 - 104:30 Very simple. Then you move to output. What's the output of producing pizza? It's pizza. And the customer, let's just put here um the most important important um customers I will place here 20%. Okay. On that conversation that we had and then you move to input and for
104:30 - 105:00 input I recommend you to use the exams. So material let's put at least one one per material we need uh what kind of material uh or let we can put more flour uh flour uh cheese uh olives etc. Okay. So, material then we'll
105:00 - 105:30 have machine for example the oven. The oven. Then we'll have um people they call manpower. Manower we have the chef for example.
105:30 - 106:00 Yeah. Then we have method. Method. We have the recipe. Uh then we have measurement. measurement measurement system. We have the for example the thermostat then we have mother nature
106:00 - 106:30 that is environment in fact mother nature that is environment oops mother let's say the kitchen yeah so very simple let's keep it simple there are many different formats for cypo. Okay guys, this is very simple. It's your first version of the process mapping. You know, it's the very first
106:30 - 107:00 version and the six can be used regardless if you have like a manufacturing or service industry. And then here in supplier you will put the immediate responsible. So who is the immediate responsible for flour, cheese, olives? I would say it's the chef for the oven. I would say it's the it's Alissi. It's the owner. The responsible
107:00 - 107:30 for the chef is Alissi as well. The responsible for the recipe is Alissi. The responsible for thermostat is the chef and the responsible for the kitchen is Alissi. So please type here for me and let me see if you have any questions. Any questions about cyborg? Let's keep it super simple. Supplier is not the supplier of the oven. is the immediate is the immediate responsible you
107:30 - 108:00 know immediate responsible and if it is clear type clear yeah supplier is the actor it's it's I prefer that you put a person. I prefer that you put a person. And so
108:00 - 108:30 with cyp you have the first version the first version. Okay. So we are investigating from the step of ordering pizza to the step of eating pizza. Okay. The output is a pizza. We are talking about the most important customers. Then I know that I have delivery problems and quality problems because of the flour and or because of the cheese and or
108:30 - 109:00 because of the olives and or because of the oven and or because of the chef and or because of the recipe and or because of the thermostat and or because of the kitchen. So it's a very initial preliminary list of the potential causes in fact and these actors here these people are the people that very likely you will need help. So very likely you will need help from Alice and or from
109:00 - 109:30 the chaff. Type cool if you understood that. Type cool if you understood that. Yeah. And then guys after that I'm going to map here the process keeping it as simple as possible. Okay. We know that the first step is the first step is order pizza.
109:30 - 110:00 Yeah. Order pizza. I will not be using the gateway, the decision gateway, but you guys know that it is possible to use order pizza. Here I go a little bit more granular or or maybe granular. Yeah, order pizza. Then I'll say uh let's separate separate
110:00 - 110:30 ingredients. Yeah, separate ingredients. Then we have another step that is another step that is [Music] um prepare uh pizza.
110:30 - 111:00 Let's say base. Then you can say let's stuff pizza. Stuff. Let's put the stuff. Yes. So, let's stuff pizza. Then people from BPMN, they don't like it. Uh, but we use like different rows. It's okay, guys. You don't need to be fully compliant to the best
111:00 - 111:30 practices of BPNM BPMN. Um, we just want to have a picture as accurate as possible of the reality. Then I'll be baking baking bake pizza. Bake pizza.
111:30 - 112:00 Um, prepare uh add final ingredients. Yeah, add final ingredients. serve pizza and eat pizza very simple guys type following if you are following what I'm
112:00 - 112:30 doing here and see that we must be consistent when I check cypo and I check detailed p map we should be consistent in terms of the start and ending point. Do you guys agree? Do you guys understand that? And here for the very first time I have a chance for example to flag H in terms of quality problems. I see
112:30 - 113:00 that separate ingredients is critical. Okay. So let me flag in yellow. In terms of delivery problems, I know that it may be critical. So you can you can flag, you know, the process steps where you saw problems, you know, where you saw problems. Yeah. And by the way, guys, if you are enjoying this conversation so far,
113:00 - 113:30 please subscribe to my YouTube channel. Subscribe to my YouTube. Now it's time to subscribe to my YouTube channel. I am constantly running sessions. If you want to give us a like, you know, I'll be honored. I'll be honored to receive from you a like in this session number one because then we
113:30 - 114:00 can help that this message reaches more people. You know if you are a LinkedIn user and if you want to follow me on LinkedIn, LinkedIn is my strongest um social media, you know. So if you want to follow me on LinkedIn, I'll be honored, you know. I'll be honored.
114:00 - 114:30 And I hope this session number one ran as fast for you as it ran for me. Ladies and gentlemen, thank you so so so very much for joining me in this
114:30 - 115:00 session. We are just getting started. Tomorrow we have session number two. So be deep diving on some data analysis. It's expected that tomorrow I have the best of the best. Today I got the most engaged students, but I know that tomorrow I'll have only the best of the best. Yeah, it's okay. I truly don't care. I truly don't care if we have
115:00 - 115:30 tomorrow half of the people that we had today. But tomorrow, I want only the fully engaged people. People that truly want to promote a real transformation in your career. Okay guys, thank you so so so very much from today's session to tomorrow. I hope you are able
115:30 - 116:00 to review your notes. I will keep this session recorded available for you guys. So if you want to rewatch to share with more people, it's okay. If you know people that would be interested in becoming a yellow belt, in learning these things, here in the description of this video, you can find the link to register for the yellow belt. So we
116:00 - 116:30 still have time. So if you want to share with your team in the place where you work, you know, they can register, they join our WhatsApp group or they receive via email. I'm using email and WhatsApp. But then they need to re-watch the session and then come live. Okay? If you can come live, it's much better because then I feel your energy here. Yes. I feel your engagement. Yes. Amazing. Wonderful. and
116:30 - 117:00 try to spend some time re-watching it and creating your own deck. Type here own template if you understand if you understood that it's important to create your own template. Type here for me own template if you understand that. Own template. Yes. Beautiful guys. Thank you so very much once again. Thank
117:00 - 117:30 you for being here in this beautiful April 21st. I am 100% sure that this journey will be absolutely revolutionary for all of you and I'm looking forward to seeing you all in our session number two. Thank you for my entire support team. It's impossible to run an event like that with this number of people just on my own. So, thank you my amazing
117:30 - 118:00 support team, especially Lada that is here live with me. Bye-bye. Stay blessed. See you tomorrow.