{"id":3504,"date":"2019-11-10T05:25:22","date_gmt":"2019-11-10T05:25:22","guid":{"rendered":"http:\/\/leansixsigmaenvironment.org\/?p=3504"},"modified":"2022-06-11T18:42:29","modified_gmt":"2022-06-12T01:42:29","slug":"ec-055-engaging-staff-and-volunteers-deconstruction-and-reuse-conference","status":"publish","type":"post","link":"http:\/\/leansixsigmaenvironment.org\/index.php\/ec-055-engaging-staff-and-volunteers-deconstruction-and-reuse-conference\/","title":{"rendered":"EC 055: Engaging Staff and Volunteers &#8211; Deconstruction and Reuse Conference"},"content":{"rendered":"<div class=\"powerpress_player\" id=\"powerpress_player_9339\"><!--[if lt IE 9]><script>document.createElement('audio');<\/script><![endif]-->\n<audio class=\"wp-audio-shortcode\" id=\"audio-3504-1\" preload=\"none\" style=\"width: 100%;\" controls=\"controls\"><source type=\"audio\/mpeg\" src=\"https:\/\/media.blubrry.com\/earthconsultants\/earth-consultants-audio-podcast.s3-us-west-2.amazonaws.com\/EC055_DRC_Presentation_Oct2019.mp3?_=1\" \/><a href=\"https:\/\/media.blubrry.com\/earthconsultants\/earth-consultants-audio-podcast.s3-us-west-2.amazonaws.com\/EC055_DRC_Presentation_Oct2019.mp3\">https:\/\/media.blubrry.com\/earthconsultants\/earth-consultants-audio-podcast.s3-us-west-2.amazonaws.com\/EC055_DRC_Presentation_Oct2019.mp3<\/a><\/audio><\/div><p class=\"powerpress_links powerpress_links_mp3\" style=\"margin-bottom: 1px !important;\">Podcast: <a href=\"https:\/\/media.blubrry.com\/earthconsultants\/earth-consultants-audio-podcast.s3-us-west-2.amazonaws.com\/EC055_DRC_Presentation_Oct2019.mp3\" class=\"powerpress_link_pinw\" target=\"_blank\" title=\"Play in new window\" onclick=\"return powerpress_pinw('http:\/\/leansixsigmaenvironment.org\/?powerpress_pinw=3504-podcast');\" rel=\"nofollow\">Play in new window<\/a> | <a href=\"https:\/\/media.blubrry.com\/earthconsultants\/earth-consultants-audio-podcast.s3-us-west-2.amazonaws.com\/EC055_DRC_Presentation_Oct2019.mp3\" class=\"powerpress_link_d\" title=\"Download\" rel=\"nofollow\" download=\"EC055_DRC_Presentation_Oct2019.mp3\">Download<\/a> | <a href=\"#\" class=\"powerpress_link_e\" title=\"Embed\" onclick=\"return powerpress_show_embed('3504-podcast');\" rel=\"nofollow\">Embed<\/a><\/p><p class=\"powerpress_embed_box\" id=\"powerpress_embed_3504-podcast\" style=\"display: none;\"><input id=\"powerpress_embed_3504-podcast_t\" type=\"text\" value=\"&lt;iframe width=&quot;320&quot; height=&quot;30&quot; src=&quot;http:\/\/leansixsigmaenvironment.org\/?powerpress_embed=3504-podcast&amp;amp;powerpress_player=mediaelement-audio&quot; title=&quot;Blubrry Podcast Player&quot; frameborder=&quot;0&quot; scrolling=&quot;no&quot;&gt;&lt;\/iframe&gt;\" onclick=\"javascript: this.select();\" onfocus=\"javascript: this.select();\" style=\"width: 70%;\" readOnly><\/p><p class=\"powerpress_links powerpress_subscribe_links\">Subscribe: <a href=\"http:\/\/leansixsigmaenvironment.org\/index.php\/feed\/podcast\/\" class=\"powerpress_link_subscribe powerpress_link_subscribe_rss\" target=\"_blank\" title=\"Subscribe via RSS\" rel=\"nofollow\">RSS<\/a><\/p>\n<p>In this podcast,  I share the audio from a presentation I gave to the <a rel=\"noreferrer noopener\" label=\"Deconstruction and Reuse Conference (opens in a new tab)\" href=\"https:\/\/web.archive.org\/web\/20220122045627\/https:\/\/www.buildreuse.org\/conference\" target=\"_blank\">Deconstruction and Reuse Conference<\/a> in Pittsburgh, PA on October 29, 2019. The conference was setup by the Build Reuse (formerly Building Material Reuse Association). I was invited to speak based on my work with reuse organizations like ReStore and The Rebuilding Center. I also presented a <a href=\"https:\/\/anchor.fm\/leanportland\/episodes\/Ep-7-Lean-Principles-for-the-Building-Reuse-Industry-BMRA-e3ki71\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"Lean overview webinar (opens in a new tab)\">Lean overview webinar<\/a> with them for Lean Portland.<\/p>\n\n\n\n<p>In this presentation, I give recommendations to organizations on how to engage their staff and volunteers in process improvement, using the following techniques:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Daily huddles<\/li><li>Andon<\/li><li>Teach 8 wastes (overview) <\/li><li>Go to gemba<\/li><li>Improvement time<\/li><li>PDCA<\/li><li>Coaching<\/li><li>Standard work<\/li><li>Check sheets<\/li><li>2 second improvements<\/li><\/ul>\n\n\n\n<p>You can watch the <a rel=\"noreferrer noopener\" aria-label=\" (opens in a new tab)\" href=\"https:\/\/www.youtube.com\/watch?v=wUGqje7uYVA\" target=\"_blank\">video below<\/a> to see the slides that accompany the presentation.<\/p>\n\n\n\n<figure class=\"wp-block-embed-youtube wp-block-embed is-type-video is-provider-youtube wp-embed-aspect-16-9 wp-has-aspect-ratio\"><div class=\"wp-block-embed__wrapper\">\n<iframe loading=\"lazy\" title=\"Engaging Staff and Volunteers Through Lean Principles - Build Reuse 2019\" width=\"640\" height=\"360\" src=\"https:\/\/www.youtube.com\/embed\/wUGqje7uYVA?feature=oembed\" frameborder=\"0\" allow=\"accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share\" referrerpolicy=\"strict-origin-when-cross-origin\" allowfullscreen><\/iframe>\n<\/div><\/figure>\n\n\n\n<p><span style=\"text-decoration: underline;\">Links<\/span><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li><a rel=\"noreferrer noopener\" label=\" (opens in a new tab)\" href=\"https:\/\/web.archive.org\/web\/20220122045627\/https:\/\/www.buildreuse.org\/conference\" target=\"_blank\">Build Reuse<\/a><\/li><li><a href=\"https:\/\/anchor.fm\/leanportland\/episodes\/Ep-7-Lean-Principles-for-the-Building-Reuse-Industry-BMRA-e3ki71\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"BMRA Webinar on Lean Principles (opens in a new tab)\">BMRA Webinar on Lean Principles<\/a><\/li><\/ul>\n\n\n\n<p><u>Transcript<\/u><\/p>\n\n\n\n<p>Brion (B):&nbsp; Welcome,\neveryone. Thanks for coming. How many of you have heard about Lean methodology?\nOkay, good. What I want to talk to you about is a system that&#8217;s based on that,\nthose principles, and how that can be used to engage your staff, your workers,\nyour volunteers in coming up with ideas where they can start to implement some\nideas instead of it being put on the supervisors or managers for being\nresponsible. I&#8217;m going to walk through a little system and see what elements of\nthis already exists in your organization, and maybe which ones you can maybe consider\nadding or enhancing the way in which you do it. I&#8217;ve got a couple of videos to\nshow as well.<\/p>\n\n\n\n<p>I&#8217;m Brion Hurley. I run a consulting business in Portland\nOregon called Business Performance Improvement. I also have a group that I work\nwith in Portland, that&#8217;s called Lean Portland, and our group is a volunteer\norganization of practitioners like myself. I spent 18 years in aerospace, and\nmost of that time was just learning and understanding these concepts and tools on\nwhat large corporations are doing around improvement work. But as I started\ngoing further in my career, I started realizing that these concepts work for a lot\nof things; not just big companies looking to save money. They actually work as\nwell for environmental problems and social issues, and so that got me really\ninterested in sustainability and nonprofit work. There was a group in Portland\njust kind of getting started where we were trying to teach these concepts to\nnonprofits who maybe can&#8217;t afford their own consulting or training. So I&#8217;ll\ntalk to you about my work with Rebuilding Center &#8211; many of you have heard about\nthem &#8211; Habitat restored a couple of locations in Portland. Another group is\ncalled Free Geek and they actually refurbish electronic equipment &#8211; computers,\nlaptops, monitors, mobile devices &#8211; and then another group that kind of touches\non some of this but people with barriers to employment, there&#8217;s a group called Relay\nResources in town that I did a little work on as well.<\/p>\n\n\n\n<p>Also related to that, for-profit groups, there&#8217;s a wallet manufacturer\nI was working with that was trying to be zero waste and sustainably sustainable,\na company near Portland that takes clothing that&#8217;s been returned and tries to\nstitch it up and repair it and resell it, and Republic Services has trash and waste\nmanagement. A lot of those things all fall under this umbrella of kind of a different\nway of looking at operations that is maybe in the reverse of what I&#8217;m used to\nand that&#8217;s been kind of a learning curve, so I&#8217;ll share some of those examples\nas we go through. And if you have questions feel free to interrupt.<\/p>\n\n\n\n<p>I just want to hit on a couple of things about Lean and the\npillars of the concept and then talk about what are the action plans to go and\nkind of build out the system because if you just have it be sporadic, it&#8217;s\ngoing to fall apart and it needs to be structured in some way. You don&#8217;t have\nto have super structure, but you have to have something there that people can\nunderstand when I submit an idea, this is where it goes, and if they don&#8217;t like\nmy idea, there&#8217;s a feedback loop that I understand. It&#8217;s not going into a black\nhole somewhere.<\/p>\n\n\n\n<p>The current state, maybe you&#8217;re overwhelmed with so many\nideas from your staff and volunteers that you don&#8217;t know what to do. Sometimes\nthat&#8217;s the problem. Usually, it&#8217;s the other one is no ideas or not many ideas\ncoming in from your teams. Maybe you&#8217;ve got a lot of ideas but you don&#8217;t have\ntime to make the improvements because you&#8217;re still busy keeping up with the\nday-to-day stuff. Maybe you&#8217;re not able to see or identify or find all the\nproblems that are going on or you&#8217;re not sure how to fix them or which ones to\nstart with. And so there&#8217;s a lot of challenges I see in organizations about\nthese types of questions.<\/p>\n\n\n\n<p>We&#8217;re going to just start off with a video. I think that&#8217;s\nthe best way to explain. I found this group in New Orleans, called St. Bernard\nProject, who has actually gotten consulting work from Toyota and we&#8217;ll talk\nabout Toyota here. This, I thought, would be most related for this audience and\ngives you a little bit of an idea of what they&#8217;re doing.<\/p>\n\n\n\n<p><strong>VIDEO<\/strong><\/p>\n\n\n\n<p>Female Speaker (FS):&nbsp; Did\nthey pay for Toyota for that training?<\/p>\n\n\n\n<p>B:&nbsp; I don&#8217;t think so.<\/p>\n\n\n\n<p>FS:&nbsp; Is that the kind\nof training that you buy for it?<\/p>\n\n\n\n<p>B:&nbsp; That&#8217;s a good\nquestion. I don\u2019t know how they operate. They do some government work, they do\nsome nonprofit, and they also help their suppliers. It started off, originally,\nas a supplier development program, but I think it&#8217;s pro bono. They usually give\nthem eight weeks at a time. There&#8217;s another video I&#8217;ll show tomorrow in the\nworkshop that all gets into more detail on some of the tools. But they&#8217;ll do eight-week\nprojects and then I&#8217;ll go in because I know they worked with them for a couple\nof years and so they have a rotate people through, and so it&#8217;s kind of like a\ndevelopment program for those people as well. But they&#8217;ll partner with certain\norganizations, but I think it&#8217;s pro bono.<\/p>\n\n\n\n<p>And I don&#8217;t work for Toyota. This is just they&#8217;re probably\nthe best-known company that&#8217;s doing process improvement and the one that&#8217;s been\nmost successful. They&#8217;ve had a very successful run. They&#8217;ve had the challenges\nbut they&#8217;re kind of the model for improving processes. It&#8217;s kind of like they\nself-impose a rigor around how they make improvements every day. One of the\nthings they mentioned in the video was continuous improvement &#8211; every day,\npeople making small improvements. It doesn&#8217;t have to be dramatic, huge\ninvestments in new systems and IT and capital equipment and things like that. It&#8217;s\nlittle things everybody can do to make the process better. But the piece I want\nto focus on here is respect for the people, which is the other pillar, in that\nwe don&#8217;t just impose changes on the people. We engage them and bring them into\nthe fold and let them be part of the solution and bring up the ideas so that,\nwhen we rollout these changes, they&#8217;re clamoring for these ideas because it was\ntheirs or they were involved in that process.<\/p>\n\n\n\n<p>The other piece of that is teamwork is that we work together.\nYou can&#8217;t have isolated improvements that cause problems for someone else or\nanother part of the department or to your customers. Go and see is another\nconcept where you have to go, physically, with your own set of eyes and look at\nthe problem. You can&#8217;t decide things in a conference room or in your office;\nyou have to go out and talk to people who are experiencing the problem and say,\n&#8220;What&#8217;s going on? Tell me what&#8217;s happening here. Show me what&#8217;s going on\nhere.&#8221; That shows a level of respect that says, &#8220;You&#8217;re the expert. You\ntell me how things are going,&#8221; versus, &#8220;I&#8217;m the manager, I&#8217;m the\nsupervisor; I&#8217;m going to tell you what you need to do to fix it.&#8221;<\/p>\n\n\n\n<p>Ask why. A lot of questions, not just at the symptom level\nbut really get it down into what&#8217;s the process that broke down. And then focus\non that process and not the people so we&#8217;re not assigning blame. We assume\npeople are here because they&#8217;re trying to do a good job and let&#8217;s start with\nthat premise. And then if we find out someone is struggling and they&#8217;re not\ntrying or they&#8217;re sabotaging the process, that&#8217;s different. But most of the\ntime, people are here to try to do a good job; it&#8217;s the processes that are\ngetting in the way or lack of processes. And working together; not in silos. So\nagain if I push my work to somebody else, that&#8217;s not improvement. You just\ncreated a bigger problem potentially, so you\u2019ve got to look at the whole\nprocess all the way around.<\/p>\n\n\n\n<p>These are the pieces that I feel like make up a really good\nimprovement and engagement program, so I run through these at a high-level here.\nThe first one is a daily huddle. How many of you have some kind of a daily\nmeeting at the beginning of the day to recap? A few of you, great. I&#8217;ve got a\nlittle video to show. This is an example in healthcare, but I think they go\nthrough the structure and the simplicity of what they&#8217;re doing to give you an\nexample of what a good structured, organized huddle would like. Maybe you&#8217;ll\npick up some pointers if you&#8217;re already doing it or maybe you&#8217;ll get some\nmotivation to try something like this.<\/p>\n\n\n\n<p>VIDEO<\/p>\n\n\n\n<p>B:&nbsp; Does that look like\nyour huddles? Well organized, streamlined, everyone standing, quick? Good.\nThere may be some opportunities there. The reason that I bring up huddle is\nbecause that&#8217;s the first opportunity to kind of talk about the day before,\nwhich is maybe hectic and a lot of things happening and there are issues going\non and you don&#8217;t have time and you&#8217;re just trying to get through the day and\nget through the struggles of the day. Then the next day is your opportunity to\nkind of reflect back and say, &#8220;Why did we struggle so much? where did we have the breakdown? Is\nthere something we can do better next time?&#8221; Sometimes we forget to go\nback and talk about that; we&#8217;re just ready to jump right in the next day. But\nthis is our opportunity to first bring up those problems and say, &#8220;You\nknow what? this has been an\nannoying, ongoing thing. We should really decide to go tackle that and go work\non that issue.&#8221;<\/p>\n\n\n\n<p>To me, this is a good place to recap the previous day and say\nwhat&#8217;s coming forward the rest of today? Can we do anything to mitigate the potential\nproblems that are there? and\nthey&#8217;re already looking ahead like, &#8220;We usually get about eight beds and we&#8217;re\ndown to two, so we&#8217;ve got to figure out something. We don&#8217;t want to get caught\noff guard and be scrambling in the afternoon in trying to get these beds\nready.&#8221; So that was starting to get a little more proactive, and that was\nthe other piece of this. So kind of reflecting on the previous day, how did it\ngo, but also looking ahead. So that&#8217;s a good starting point and that&#8217;s the\nfirst thing I would recommend is having those meetings to kind of get ideas and\nfeedback.<\/p>\n\n\n\n<p>Another principle is called Andon, which is how do you alert\nsomebody when there is a problem. A lot of the companies that I&#8217;ve worked with\nor done tours of who do high-volume manufacturing, they have light systems and\nsome of them are audible systems. And so when you hear a certain music playing,\nthat says that certain department needs to come help out and so just by the\nsound, you can say, &#8220;That&#8217;s me.&#8221; Whatever you&#8217;re doing, you drop it\nand you go attend to the frontline worker is struggling at the time for\nwhatever reason &#8211; whether it&#8217;s too many people in line or whether there&#8217;s a\nhuge delivery coming in and they&#8217;re overwhelmed. But what does your alert\nsystem look like? how do you\nsignal problems? maybe it&#8217;s\nwalkie-talkie, maybe it&#8217;s a phone call, maybe it&#8217;s cell text, but you should\nhave a system where when you are stuck or need help, how do you quickly\nescalate that problem and get attention to it so someone isn&#8217;t struggling and\nsuffering through that.<\/p>\n\n\n\n<p>It could be a flag system. We would use different color flags\nand they just pop them up and you can walk by and say, &#8220;There&#8217;s a red flag.\nWhat&#8217;s going on? what you need\nhelp with?&#8221; and the support team would come in and jump in. So it could be\nlights, it could be audible &#8211; this is a cord. Actually, they pull a cord in a\nvehicle assembly line and any operator can stop the entire line. When they feel\nlike there&#8217;s a problem or a concern, if they find something that&#8217;s out of place\nor in the wrong spot or there&#8217;s a defect or an error, they can stop the entire\nassembly line and everybody stands and waits because what they don&#8217;t want to do\nis proceed and create more problems and create a bigger mess later on. They&#8217;d\nrather stop it frequently than find out, at the end of the day, that they&#8217;ve\ngot a huge mess to deal with. Any questions about Andon system? Does anyone\nhave a system they feel is a pretty good alert system or is it just kind of\nyell out for help? <\/p>\n\n\n\n<p>Male Speaker (MS):&nbsp; We\nuse walkie-talkies.<\/p>\n\n\n\n<p>B:&nbsp; Walkie-talkies,\nyeah, I&#8217;ve seen that&#8217;s pretty commonly used and that works too. And then maybe\njust having some rules or some guidance for people that say it&#8217;s okay to ask\nfor help and that&#8217;s good and we want to encourage that. We don&#8217;t want people to\nbe overwhelmed trying to be a superhero when the customer is suffering or\nwaiting too long. So just making sure it&#8217;s okay to ask for help and then having\nenough walkie-talkies and knowing when they should be escalating and bringing\nup the need for help. Anybody else? anybody\nhave a kind of system? yeah?<\/p>\n\n\n\n<p>MS:&nbsp; We have a bell\nsystem. When our receiving department runs out of flat parts, to bring stuff\nout into the store, so there&#8217;s literally a doorbell back there that they&#8217;ll press\nand that alerts our store staff to bring over parts.<\/p>\n\n\n\n<p>B:&nbsp; That&#8217;s good. Or\neven just like any kind of audible things, sometimes just the hose that makes a\nlittle ding sound, like at a gas station, just to kind of signal somebody&#8217;s out\nthere. They don&#8217;t want people to wait, or there&#8217;s an issue. So think about what\nthat might look like.<\/p>\n\n\n\n<p>Then, as we start talking through it, rule one and two is\nstart to learn what does inefficiency look like, what we would call, the term\nis, waste. There&#8217;s an acronym called TIMWOODS which describes the different\ntypes of waste in the process and I&#8217;m going to dig deeper into this in\ntomorrow&#8217;s workshop in the morning. Anytime you see moving and transportation,\nwe have to ask is that the best use of our time right now? Is there a way to\nbring things closer? Do we have to move things?\none of the things that I notice a lot is a lot of touching, multiple\ntimes, of certain items and maybe creating a new pile, and then moving it over\na little bit to make room for something else, and then shifting it a little\nmore to a spot. That&#8217;s a lot of motion and movement that maybe, if there&#8217;s a\nbetter structure in place, we don&#8217;t have to waste so much time rearranging the\ndeck chair, so to speak.<\/p>\n\n\n\n<p>Inventory is an indicator of where problems might be. When\nyou see a backup of supplies or you see a pile of something, to me, my first\nthought is there&#8217;s a problem over there because we&#8217;re not able to handle that\nvolume and it&#8217;s stacking up or piling up. So when I look for inventory, I look\nfor potential problems. Barriers into the flow or bottlenecks in the process. So\nyou see a long line of people waiting to check out, that&#8217;s a barrier. Something\nis missing &#8211; we don&#8217;t have cross-training, we don&#8217;t have the right staffing at\nthe right time of day, we had people off doing something else instead of working\nwith the customer, we have a backlog of supplies that aren&#8217;t getting dealt with.\nSo inventory is a trigger that something might be going on that we can dig\ninto.<\/p>\n\n\n\n<p>Motion, just excessive movement of things. That could be in\nyour workspace, it could be at your desk, it could be I&#8217;ve got to click through\n10 different screens to get to where I want to or I&#8217;ve got to download this\nfile and convert it to three different formats before I can get it into the\nusable format that I need, it could be I have to jump seven different screens.\nEvery time where you&#8217;re thinking this is keeping me from getting to the actual\ntask I&#8217;m trying to do, then there&#8217;s an opportunity that motion is in the way. So\nyou just kind of look and say why am I keep going back and forth at this point? why don&#8217;t I bring it closer to me?<\/p>\n\n\n\n<p>Waiting &#8211; for information, waiting for decisions to be made,\nwaiting for help, waiting for a question to be answered, waiting for someone to\ncome back from their break, waiting for someone to come back from vacation &#8211;\nthat&#8217;s should all be triggering an idea of why is this causing a problem in our\nprocess? is there something we\ncan do about it? not everything you\ncan solve right away, but you just start to notice that this keeps happening. This\nis something that should be addressed.<\/p>\n\n\n\n<p>Over-processing sometimes is really interesting. This is\ngoing above and beyond what your customers actually care about. So you think\nyou&#8217;re doing a really good job and you\u2019ve put all of these fancy bells and\nwhistles on your process and maybe you do some extra processing on your items,\nbut your customer doesn&#8217;t notice or care about it. And so all the time you&#8217;re spending\ndoing something that is not valuable to your end customer, you have to ask why\nare we doing that. If they don&#8217;t care about it, why do we take the time to care\nabout it? and so you&#8217;ve just got\nto go back and, again, talk to your customers and say, &#8220;Do you want this\nextra level of detail? do you\nwant it bundled in a certain way or not? If we&#8217;re spending an extra five\nminutes per item and you don&#8217;t care about that extra work that we did, we\nshould stop doing that and free up our time to go do something else that you do\ncare about.&#8221; Or maybe it&#8217;s changed and so we&#8217;re going to stop doing this and\nwe&#8217;re going to start doing this. You have to have a dialogue with your customers\nand not just say, &#8220;They&#8217;ll like this.&#8221; Make sure, ask them. And that\nchanges over time, too; it doesn&#8217;t stay static. What used to be not very\nimportant now becomes important and what used to be important is no longer\nimportant anymore, so your customers, they keep changing, unfortunately.<\/p>\n\n\n\n<p>Overproduction, working on something before it&#8217;s needed. You&#8217;ve\ngot plenty of items already out on the floor and you realize that someone is in\nthe back trying to fix another item that you don&#8217;t even have room for, and yet,\nwe&#8217;re short on some other supplies and nobody is working on those items. So we&#8217;ve\ngot a mismatch of resources and the right time, so how do we get the right\nthing done at the right time? if\nyou say, &#8220;Don&#8217;t work on that now. We don&#8217;t need those; we do need these\nover here,&#8221; and how do we get that coordination going so we&#8217;re not\nprocessing and handling things that we don&#8217;t need to be handling right now.<\/p>\n\n\n\n<p>Defects and errors, mistakes, that also holds up your process\nquite a bit. Obviously, it means you have to fix it and do it over again and\nmaybe your customer is the one that finds it, so that&#8217;s not good. That&#8217;s a big\none that causes all kinds of other inefficiencies in your process.<\/p>\n\n\n\n<p>The last one is do we have the right people in the right jobs.\nMaybe we have a mismatch of skill sets and the person who&#8217;s really good with\ncustomers is in the back, and the person not so good with customers is out in\nfront and one person is really good at marketing but they&#8217;re not doing\nmarketing work and someone else is really good on the computer and they&#8217;re fixing\nof items. Maybe that&#8217;s not the best skill set fit and maybe they&#8217;re going to\nget frustrated and then end up finding other work somewhere else. If you can\njust realign with the resources and get them in the right seat, maybe they&#8217;ll\nhave a better experience, they&#8217;ll be more productive, they&#8217;ll like their work\nbetter. So these are the types of things we&#8217;re looking for.<\/p>\n\n\n\n<p>MS:&nbsp; And training is a\npart of that, too, right? That&#8217;s what you do with your training programs.<\/p>\n\n\n\n<p>B:&nbsp; Right, yeah. And so\nwhat is your strategy and planning around training people? one of the key things for waste is\nhaving flexible, well-trained people to be able to jump in when the customer\nebbs and flows with what they want. Of course, you can&#8217;t control when the\ndonations come in or when the requests come through, but if you have\nwell-trained people with lots of different skill sets, that&#8217;s very valuable in\na Lean system because we can put people in the right seats to fulfill that\nimmediate need. You see that at grocery stores. Something gets backed up and\nsomeone comes out from stocking shelves and they run up and they check-out\nsomeone. That flexibility is really helpful when you have these ups and downs\nin your customer needs.<\/p>\n\n\n\n<p>Talk about this idea around going to the workplace, it&#8217;s\ncalled the gemba in Japanese, and it&#8217;s go to where the work is actually being\ndone, interact with the people doing the work, and that&#8217;s where you&#8217;re going to\nmake improvements and solve problems. First of all, it&#8217;s showing respect to say,\n&#8220;I understand what you do. I&#8217;m seeing what you do. In fact, you should\nshow me the steps you&#8217;re going through.&#8221; Because I&#8217;ve heard a lot of\npeople say, &#8220;My manager or supervisors, they don&#8217;t really know my job or\nknow what I do exactly,&#8221; so this is a first attempt to kind of go out\nthere. Once people feel like you understand what they&#8217;re doing, they&#8217;re going\nto be more open to giving ideas and feel more valued. That&#8217;s a big barrier for\npeople to make improvements is they&#8217;ve got to feel like their idea is going to\nbe listened to. So you&#8217;re building trust and that I care about you, I care\nabout the work you&#8217;re doing, and I want to hear the ideas you have. So whenever\nyou&#8217;re trying to decide about something, think about I need to go physically go\nlook at it myself.<\/p>\n\n\n\n<p>MS:&nbsp; I have a funny\nstory. When I go to my production workshop, sometimes I&#8217;m in such a rush to get\nthrough to the task at hand, I forget some of the absolute basics, which is\nlike saying hello to everybody. One time, I did this and one of the guys said\nsomething to the supervisor, &#8220;Why doesn&#8217;t Jesse say hi to me or anything?&#8221;\nSo now, every time, I make this big, huge deal and everyone loves it. I&#8217;m like\nI go in and practically hug everybody and then come through the shop. So it\nmeans a lot to folks that you actually go in there and say hello.<\/p>\n\n\n\n<p>B:&nbsp; I think people get\nfrustrated. Even though they love the work, they might enjoy the position or the\norganization, it&#8217;s nice to be recognized and know that I&#8217;m a person and people\naren&#8217;t paying attention to me. And you can have fun at this too; it doesn&#8217;t\nhave to be all serious.<\/p>\n\n\n\n<p>Another barrier I&#8217;ve seen is not any time dedicated to make\nimprovements. You can have ideas all day long, but if you don&#8217;t have time\ncarved out to actually make the improvements, when are we going to get these\nthings done? sometimes just the\nauthorization that says you are allowed a certain amount of time in your day to\nwork on improvements, make your processes better, make that form simpler,\ncreate a training program for the job you do, make some visuals in the area,\ncolor code that shelf. Whatever the idea is, you need to give people time to\nactually work on these things and say, &#8220;It&#8217;s okay. We know that the\ninvestment of an hour is going to pay for itself over every day or every week\nor every month. We&#8217;re going to get that money back and it&#8217;s an investment in\nthe time.&#8221;<\/p>\n\n\n\n<p>So my suggestion is 10 to 15 minutes a day or at least an\nhour a week of just getting out of the process and working on the process; not\nburied in the process. Because there&#8217;s always going to be stuff that needs to\nbe done, but if you&#8217;re never having time to fix and improve the process, people\nwill always be struggling with that process. This will build over time as you\nstart realizing this is working and we&#8217;re getting some real benefits here, you\ncan even bump that number up. But first, just kind of get the idea that it&#8217;s\nokay for you to take time out to make the process better, so you&#8217;re authorizing\nthat team to make improvements. Does anyone have anything like that you have\ntime allocated officially?<\/p>\n\n\n\n<p>MS:&nbsp; [Discusses\nexperience of shifting his start time to allow time to work on special\nprojects] <\/p>\n\n\n\n<p>B:&nbsp; That&#8217;s great. That&#8217;s\njust trying to get, in some way, kind of aligning your time with when you can\nactually get the work done and kind of balancing your schedule to match when\nyou&#8217;re available to do that kind of work. But also thinking next level is when\ncan I make that paperwork process more efficient, and during that time, do I have\na little bit of time carved out to say why am I sending out these reports to\npeople? are they actually reading\nthese reports? Are they opening the file I&#8217;m sending? I&#8217;m spending all this\neffort on it. If no one&#8217;s opening this file, why am I doing this? that&#8217;s the quickest way to save time\nand be more efficient is stop doing stuff that nobody looks at or cares about.<\/p>\n\n\n\n<p>Some people have done a little test and they say, &#8220;I&#8217;m not\ngoing to send out that monthly report and if nobody contacts me, that&#8217;s a good\nsign that maybe no one is looking at it.&#8221; If your information is really\nimportant, someone&#8217;s going to be like, &#8220;Where&#8217;s that report at? I&#8217;ve got\nto finish my piece.&#8221; If no one contacts you &#8211; and I&#8217;ve had this many, many\ntimes happen &#8211; people realize. It&#8217;s kind of disappointing at first, but then\nthey realize why aren&#8217;t they looking at it? Go talk to them and find out and\nthey might say, &#8220;I can get this somewhere else already,&#8221; or, &#8220;It&#8217;s\nnot providing me what I need,&#8221; and then that&#8217;s a good discussion to say, &#8220;What\ncan I do to make it useful for you?&#8221; So maybe it&#8217;s just changing what you\ndo, or stop doing it because they don&#8217;t need it anymore, or maybe you can do a\nlittle bit of it that they do like and then add more things that they don&#8217;t\nhave that they would like to see, and you might still save time and give them a\nmore valuable solution to what they&#8217;re looking for. So you just kind of have to\nkeep challenging these things and say is anybody using this information.<\/p>\n\n\n\n<p>Also, start to get people in the habit of thinking through\nwhat they&#8217;re improving. This is a common approach called the Plan-Do-Check-Act\nor Plan-Do-Check-Adjust. A lot of people jump to this, &#8220;I&#8217;m just going to\nstart doing a bunch of stuff,&#8221; and we want to take a little step back and\nsay why are you doing that? what\nproblem are you solving with this action? You want to rearrange the way which\nmaterial gets handled when it comes off of a truck. Great. Why? what&#8217;s the current problem that you\nthink this is going to solve? Let&#8217;s make sure that we understand the problem\nfirst before we just throw out solutions to the problem.<\/p>\n\n\n\n<p>And then what are you going to actually do first and can we\ntry that out on a small scale without buying a bunch of equipment and finding\nout that it didn&#8217;t work? what can\nwe do very simplistically to test it out first?\nthen let&#8217;s do it and then let&#8217;s go back and look to see did that work. Did\nwhat we decide and implement, did it actually work or not? and sometimes we find out it didn&#8217;t\nwork or it did or it&#8217;s hard to tell &#8211; we don&#8217;t really have good data or we\ndon&#8217;t have good information to know that, but that&#8217;s good to at least have that\ndiscussion and say, instead of just trying a bunch of things, let&#8217;s stop and\nreflect on what we did. Because maybe we&#8217;re on the right track, we just need to\nkeep tweaking it, or maybe it actually backfired and got worse. And actually,\nthat&#8217;s okay. We&#8217;ve got to let people feel like they can try things and it fails\nand it&#8217;s not a bad thing because if people are afraid of making improvements,\nthey will shut down and they won&#8217;t bring up ideas because it&#8217;s too risky. We\nneed to let people feel comfortable with trying things out and failing; that&#8217;s\nhow we learn. So you\u2019ve got to create that culture where people are okay with\nbringing forth ideas and trying it and, if it doesn&#8217;t work out, we learned\nsomething. We learned that that doesn&#8217;t work, or at least in the current way\nthat we&#8217;re doing it. Maybe we need to tweak it a little bit.<\/p>\n\n\n\n<p>And then the final piece is adjust. What did we learn and\nwhat do we do next? do we keep\ngoing on this path? Do we try something different? but this is just a simple framework to get people thinking\nabout it instead of just rushing in and just trying a lot of things, it&#8217;s let&#8217;s\nthink through this a little bit in a more structured way. Not as a barrier, but\njust as a thought process around how we make improvements. What I see a lot is\na lot of Do, very little Planning, hardly any Checking back to see if it\nactually worked, and then it kind of stops with one idea and it should be\ncontinuous, ongoing improvements over time.<\/p>\n\n\n\n<p>The other piece of this is if you are the manager or\nsupervisor of the area, your role is going to change. If you are the one that\ngives all the solutions, you will continually be overwhelmed with a bunch of\nproblems and they&#8217;re going to expect you to come up with the answers. For this\nto work, for this to scale, you have to switch that and say you&#8217;re no longer\nthe problem-solver; you are the coach and you&#8217;re developing a team of problem-solvers.\nYou can&#8217;t have one person in the organization running around making all the\nimprovements. That will not scale and you&#8217;ll burn out that person. But if we\nhave a whole team of people going around making improvements and developing\ntheir problem-solving skills, that&#8217;s what&#8217;s going to scale up.<\/p>\n\n\n\n<p>So how do we switch the current improvement people to coaches,\nto not say yes or no and be an authority on it, they say, &#8220;That&#8217;s a good\nidea. What can we do to try that out? what&#8217;s\ncurrently going on here? what&#8217;s\nthe current problem?&#8221; So there&#8217;s a series of questions and in turning\naround this methodology, but it&#8217;s the type of questions to go through &#8211; what&#8217;s\nyour target condition? Where are you at right now with that? &#8220;We want to\nhave this whole driveway cleared off by the end of each day. We want to have\neverything put in so we can close the doors.&#8221; That&#8217;s the target. &#8220;Where\nare you at today?&#8221; &#8220;Most days, we have three or four pallets sitting\noutside.&#8221; &#8220;Then what are the obstacles and which one are you going to\nstart with to try to attack?&#8221; &#8220;It&#8217;s these type of items that really\nare a big barrier.&#8221; &#8220;So what are the type of things that you&#8217;re going\nto try out?&#8221; &#8220;I&#8217;m going to try and do this first.&#8221; &#8220;Okay. When\ncan I come back and look to see what you did and let&#8217;s talk about it?&#8221; &#8220;Probably,\nit&#8217;ll take me until the end of this week, so maybe next Monday.&#8221; &#8220;Great.\nNext Monday, I&#8217;ll stop back and we&#8217;ll look at what you did.&#8221; There was no that&#8217;s\na bad idea\/that&#8217;s a great idea; it was just let me talk you through the\nquestions you need to ask yourself so that, eventually, if you get people in\nthe habit of, &#8220;I know what questions are going to come at me. I&#8217;m going to\nstart having answers for these.&#8221;<\/p>\n\n\n\n<p>Because the first time you do this, it&#8217;s going to be like, &#8220;I\ndon&#8217;t know that. I&#8217;m not sure. Let me get back to you.&#8221; So you\u2019ve got to\nswitch from solving the problems for people to coaching them on how to solve\nthe problems themselves. It&#8217;s going to be a struggle and it&#8217;s going to take a\nlittle bit of time, but in six months or a year, you\u2019ve got a whole team of\npeople that are able to think through, logically through, their problems and\ntry out ideas. Some will fail, some will go amazingly well and that&#8217;s was going\nto help build excitement about their job is I get to control and change my job\nif I don&#8217;t like how it&#8217;s going instead of this is what I&#8217;m stuck with and it&#8217;s\nfrustrating and there&#8217;s nothing I can do about it. That&#8217;s where people really\nstart to enjoy their work and they come in the next day and say, &#8220;I was\nthinking about this last night and this is the idea came up with. I think this\nis going to work.&#8221; Now you\u2019ve got an engaged workforce.<\/p>\n\n\n\n<p>At the foundational level, too, is do we have a process in\nplace today to do that work? Is there a standard way of doing the job? It got\nmentioned a little bit yesterday, in the <a href=\"https:\/\/soa.cmu.edu\/udbs\">UDBS<\/a>,\nI think it was, that program, said they document a lot of steps on how to do\nthe job. Even though they&#8217;re getting nonstandard material, they have structure\naround how they&#8217;re doing that. The basis for a lot of problem-solving is, first,\nis there a process? a lot of\ntimes the answer is, &#8220;No, it&#8217;s just something we kind of on-the-job\ntrained, but everyone does it their own way.&#8221; So the first step is let&#8217;s\ndevelop a process and then if we have problems, we come back and say did we\nfollow the process and it didn&#8217;t work, which means the process might not be\ngood enough and we need to change the process, or did we not even follow the\nprocess?<\/p>\n\n\n\n<p>so the heart of this is if you don&#8217;t\nhave a standard way of doing work, how can you improve on it? one of the quotes is, &#8220;If\nthere&#8217;s no standard, there&#8217;s no improvement.&#8221; Because what are you\nimproving? there&#8217;s no structure\nthere. It doesn\u2019t have to be super-detailed; it just has to be a standard\nmethod &#8211; when we do this, when we put things away, this is the order and steps\nin which we do it and we train everyone on doing that. And if we find out\nthat&#8217;s not a very good process and it doesn&#8217;t work very well, we change it and\nwe train everybody on the new way we&#8217;re going to do it. But at the foundation\nlevel, just say is there a process and if the answer is no, then instead of\ntrying to complain about it, let&#8217;s just make a process and establish one. Even\nif it&#8217;s not perfect, it&#8217;s a starting point for improvement. Does that make\nsense?<\/p>\n\n\n\n<p>Another thing you can say is, &#8220;I don&#8217;t know. How often\nis this happening?&#8221; Because when we&#8217;re trying to decide, we&#8217;re always\nbalancing what is the biggest problem, and sometimes the answer is we don&#8217;t\nknow. You can use stuff like this, a check sheet, to capture data about a\nprocess and say how often is this problem happening where we&#8217;re missing the\nsignature on the form or we didn&#8217;t get the address written down or the\npaperwork is not filled out correctly? if\nthe answer is, &#8220;I don&#8217;t know,&#8221; maybe we can do a little tally sheet\nand every time that happens, just make a little mark. At the end of the week, we&#8217;ll\ncount up all the marks and the ones with the most problems, that&#8217;s the problem\nwe&#8217;ll start with. Then we can look at it and say, &#8220;Eighty problems this\nweek? holy cow, I had no idea it\nwas that bad. That should be our number two issue, behind this other problem we&#8217;re\nhaving.&#8221; But if we don&#8217;t have data, sometimes it&#8217;s hard for us to figure\nout what&#8217;s most important. So one of the questions you can ask your team is can\nyou start collecting some data on that so we can judge how bad it is? you say it happens all the time. What\ndoes that mean exactly? let&#8217;s\ncollect that for a couple of days or a week and let&#8217;s find out for sure. Does\nthat make sense?<\/p>\n\n\n\n<p>MS:&nbsp; How do I get my employees\nto collect data?<\/p>\n\n\n\n<p>B:&nbsp; They have to know\nthat the data is going to be used for something. I see a lot of data that was\nset up but there&#8217;s no feedback or loop back to say, &#8220;What did you get\ntoday? what does that data say?&#8221;\nAs soon as people feel like no one is looking at the data, it goes to garbage\nreally quick &#8211; either it stops being done or it gets really messy and\ninaccurate very quickly.<\/p>\n\n\n\n<p>MS:&nbsp; The example you\nshowed in that video with I guess it was the nurses gathered around that huddle\nboard, they knew there was value to that data because they were going to\ndiscuss the next morning, so that&#8217;s exactly what you&#8217;re looking for.<\/p>\n\n\n\n<p>B:&nbsp; It&#8217;s the\nreinforcement that says someone is looking at it because I&#8217;m going to get asked\nabout it. If it&#8217;s like I&#8217;ll start collecting this information the no one gets asked\nabout it, they&#8217;re going to stop collecting it. Because it takes time to collect\ndata and it takes time away from doing work, so it&#8217;s got to be important, they feel\nlike it&#8217;s important and efficient.<\/p>\n\n\n\n<p>FS:&nbsp; And not only\nsharing that you&#8217;re going to follow up on it, but a little bit of the reasoning\nof why you want it. Like we pay a lot of money for trash disposal for emptying\ndumpsters, and so I impressed upon one of my employees that I want to empty\nthose less because we spend this much here and if we didn&#8217;t do that, we could\nhave money to maybe buy a new this, which would help your job. And so I asked\nrepeatedly where we kind of not audit the trash, but just, every day, check and\nsee how much was in there and, once I explained a little bit that there&#8217;s a\nreal cost and this is why we want it and [inaudible 00:47:51].<\/p>\n\n\n\n<p>B:&nbsp; Yeah, the why is\nreally important. Another thing is just kind of figure out ways that it makes\nit easy for people to collect the data too. One of the drivers I worked with, I\njust said, &#8220;Text me the number of bundles you pick up and about the value\nthink you picked up and I&#8217;ll put it in the spreadsheet for you. You just text\nme at the end of each day. If that&#8217;s easiest for you to collect it, I don&#8217;t\nmind doing that part of it.&#8221; Because it&#8217;s just a temporary data collection\nanyway; we&#8217;re not building a whole system out. So pieces of paper and notepads\nand stuff like that, that works really well. And if we decide there&#8217;s value to\nthat data, we could maybe formalize it a little more. But initially, let&#8217;s try\nto get something and figure out how big of a problem it is.<\/p>\n\n\n\n<p>I&#8217;m just going to show a quick video, and this will be in the\nlink, but it&#8217;s just how simple to make improvements. This guy, Paul Akers, says,\n&#8220;Two seconds. Save two seconds, that&#8217;s it.&#8221; That&#8217;s the barrier he set\nfor his team, which everyone was like, &#8220;I can figure out how to save\nmyself two seconds.&#8221; Then the key thing, though, is he says, &#8220;And\nthen share what you did,&#8221; so it&#8217;s the communication. It&#8217;s not so much what\nthe improvement was, it&#8217;s that you&#8217;re sharing it. He really likes doing it with\nvideo with his team because then people will watch the videos, because they&#8217;re\nfun to watch, and then they&#8217;ll get inspired and say, &#8220;I can do that,&#8221;\nor, &#8220;I can do something like that.&#8221; And so that&#8217;s what builds the\nculture around people seeing the excitement around, &#8220;Did you see what\nso-and-so did over there in the lumber area? did you see what so-and-so did in the\ncheckout area?&#8221; So it shares and communicates out what&#8217;s going on and then\nit gets people excited and builds that culture.<\/p>\n\n\n\n<p><strong>VIDEO<\/strong><\/p>\n\n\n\n<p>B:\u00a0 So just to recap again, this book, <a href=\"https:\/\/amzn.to\/2NUgxoc\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"Getting Home (opens in a new tab)\">Getting Home<\/a>, is the story of that St. Bernard Project and their journey through adopting some of these principles around Lean. This is a book that I&#8217;ve been compiling together with other resources, like myself, who have worked in industry and now are doing some nonprofit or government work and how we&#8217;ve gone through that. There&#8217;s like eight chapters in there. All this goes to the nonprofits, but just kind of capturing our thoughts and ideas around how we could work with organizations.<\/p>\n\n\n\n<p>The main thing, though, is there are maybe companies local to\nyou that are applying Lean or Six Sigma or other process improvement\nmethodologies that might be interested in having you attend a free class with\nthem or maybe they come out and would help you with some of your processes. There&#8217;s\nlocal consultants, like me, that could do some of that work if you reach out to\nthem. There&#8217;s also colleges and universities with industrial engineering\nprograms that have a lot of these principles in their training material and in\ntheir coursework or they have a Lean program. So look for some of the local\nresources and say, &#8220;I learned about this at a conference. I want to learn\na little bit more about what this entails because I&#8217;m trying to get some people\nto work with more sustainability type of things and introduce these concepts a\nlittle bit more.&#8221; And again, tomorrow I&#8217;ve got an hour and 45-minute\nworkshop to go into more of the principles and some of the tools around that.\nSo these are some things you might consider adding and check against your current\nprogram today. Any questions?<\/p>\n\n\n\n<p>MS:&nbsp; I have a question\nabout the daily huddle. We actually do a morning meeting, a five-minute meeting,\nbut there&#8217;s been an internal debate versus should we break that meeting out into\ndepartments and have separate meetings with kind of specialized like that or\nhave one, inclusive meeting for the whole group?<\/p>\n\n\n\n<p>B:\u00a0 Definitely by area, I don&#8217;t know how many people are in the area. But I&#8217;ve seen it both ways &#8211; maybe they&#8217;ll do a weekly, everybody get together and be on the same page, but each team should have their own area. If you have at least five people, I would say you need your own team probably, so that what&#8217;s happening in that area is focused. Some of the groups will do an escalation where they&#8217;ll have each team has a huddle and then key things that need to be escalated will go to the next level of management, depending on your organization, and then even all the way up to the top management of the company within an hour or two. It&#8217;s an escalation process of within two hours, we know about every major issue from each group and then, if it gets to them, it means they need to address that issue; it&#8217;s beyond the team&#8217;s ability to solve that problem. So they use that as an escalation process too, so that might be something you can look at too.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>In this podcast, I share the audio from a presentation I gave to the Deconstruction and Reuse Conference in Pittsburgh, PA on October 29, 2019. The conference was setup by the Build Reuse (formerly Building Material Reuse Association). I was invited to speak based on my work with reuse organizations like ReStore and The Rebuilding<\/p>\n<div class=\"more-link\">\n\t\t\t\t <a href=\"http:\/\/leansixsigmaenvironment.org\/index.php\/ec-055-engaging-staff-and-volunteers-deconstruction-and-reuse-conference\/\" class=\"btn theme-btn\"><span>Continue Reading <\/span><i class=\"icofont-long-arrow-right\"><\/i><\/a>\n\t\t\t<\/div>\n","protected":false},"author":1,"featured_media":3508,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[72,16,45,10],"tags":[412,479,475,474,478,132,280,473,74,337,477,227,414,223],"class_list":["post-3504","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-employee-engagement","category-lean-six-sigma-tools","category-podcast","category-solid-waste","tag-8-wastes","tag-andon","tag-gemba","tag-huddles","tag-kata","tag-lean-portland","tag-oregon","tag-pdca","tag-portland","tag-recycling","tag-standard-work","tag-sustainability","tag-tim-woods","tag-volunteering"],"_links":{"self":[{"href":"http:\/\/leansixsigmaenvironment.org\/index.php\/wp-json\/wp\/v2\/posts\/3504","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/leansixsigmaenvironment.org\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/leansixsigmaenvironment.org\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/leansixsigmaenvironment.org\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"http:\/\/leansixsigmaenvironment.org\/index.php\/wp-json\/wp\/v2\/comments?post=3504"}],"version-history":[{"count":5,"href":"http:\/\/leansixsigmaenvironment.org\/index.php\/wp-json\/wp\/v2\/posts\/3504\/revisions"}],"predecessor-version":[{"id":4711,"href":"http:\/\/leansixsigmaenvironment.org\/index.php\/wp-json\/wp\/v2\/posts\/3504\/revisions\/4711"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/leansixsigmaenvironment.org\/index.php\/wp-json\/wp\/v2\/media\/3508"}],"wp:attachment":[{"href":"http:\/\/leansixsigmaenvironment.org\/index.php\/wp-json\/wp\/v2\/media?parent=3504"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/leansixsigmaenvironment.org\/index.php\/wp-json\/wp\/v2\/categories?post=3504"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/leansixsigmaenvironment.org\/index.php\/wp-json\/wp\/v2\/tags?post=3504"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}