In this episode, Dr. Joe Sprangel and I discuss Humanist Manufacturing. Joe explains the Humanist Manufacturing Framework to include the humanist commitments necessary for leader success.
What You’ll Learn:
- What is Humanist Manufacturing?
- Could you share the phases of your humanist manufacturing framework?
- What are the humanist commitments you used as the foundation of your framework?
- The second phase is focused on the leader and the leadership team. Why is this important?
- It appears that you have a strong emphasis on creating a human-centric organization. What does this mean to you?
About the Guest:
Dr. Joe Sprangel is an associate professor of business at Mary Baldwin University. He is also the founder and principal consultant of Emmanuel Strategic Sustainability. He made the transition to higher education after 28 years of industry experience. His industry career included work in machine build and repair, machine design, manufacturing engineering, and plant and engineering management.
Links:
Click here to purchase a copy of Joe’s book on Amazon
Click here for The Lean Solutions Summit
Full Transcript:
Patrick Adams
Welcome to the Lean solutions podcast where we discuss business solutions to help listeners develop and implement action plans for true Lean process improvement. I am your host, Patrick Adams. Hello, and welcome to the Lean solutions podcast. My name is Patrick Adams. And today's guest is Dr. Joe Sprangle. And he is an Associate Professor of Business at Mary Baldwin University. He's also the founder and principal consultant of a manual Strategic Sustainability. He made the transition to higher education after 28 years of industry experience. And industry career included work in machine building repair, machine design, manufacturing, engineering, and plant and engineering management. Welcome to the show, Joe.
Joe Sprangle
Thank you, Patrick. It's pleasure to be with you today.
Patrick Adams
Well, I appreciate the conversation. And this is actually our first episode. In season two, we're calling it season two, we took a little bit of break over the holidays here have a number of weeks without an episode. But I'm excited to launch the year 2023 with you, Joe, and just talking about humanist manufacturing. And obviously you have a new book that's out. So I'm excited to chat a little bit more about that. But just kind of thinking back to the holidays, how did your New Year's go?
Joe Sprangle
Oh, well, the actual new your day was 15 hours of travel back from Florida. But other than that, we had a great week in Florida, leading up to that point and got a chance to spend some time with family and friends. And that's always a wonderful way to do it to go to church service and that sort of thing. And so yeah, we're back and rollin. ramping up to launch this books.
Patrick Adams
All right, very nice. Well, I'm excited to hear a little bit more about the book and, and just kind of dive in here. So your book is actually around the topic of humanist manufacturing. So um, the people that are listening in to the show probably are maybe have some experience with that maybe, maybe they do, but they don't call it that. I'm not really sure. But can you just give us a quick definition of what is humanist manufacturing?
Joe Sprangle
Yeah, basically, it's terminology that I don't think is out there. If you put that into Google search, I come up at the top of the list, which is kind of cool. And But basically, it's a framework that shapes the new, unique requirements for completing a significant manufacturing operation transformation. One way or manufacturing exists for a higher purpose, benefiting all internal and external stakeholders, in its approach that encompasses what I see as the evolving elements of an exemplary manufacturing operation.
Patrick Adams
Okay. So really, you know, looking at every aspect of manufacturing, would you say that, that, you know, really diving into every, every piece of of manufacturing, whether it's the human part? Can you expand on that just a little bit more?
Joe Sprangle
Yeah, primarily, it's everything that's focused on the actual operations of a manufacturing site. It doesn't get into finance and marketing and some of those sorts of aspects. But it does look at everything from product processes, the materials, you choose the leadership evolution. And in setting everything up, so that you you put your employees in the best possible opportunity to be successful, and all about to you. But my experience is, that's not always been a top priority, where companies try to cut corners to make things cheaper, so to speak. But we all know, it actually costs more in the long run, because there's so much wasted inefficiency that occurs, but then all of that is kind of background to be able to help somebody understand, okay, you know, in a book, you can't cover every aspect of all of that. But what I hope is that I kind of shaped somebody's thinking around, okay, I didn't know about Cradle to Cradle design, for example, I need to go search that out more and see how I could adopt that as an engineer. Or maybe I'm an HR professional. And, you know, employee engagement has been tough around here, and what could I do to help make that better? Or I'm a leader and I have a really hard time getting people to come work for me, you know, what is it about what I'm doing here that isn't drawing people? And then ultimately, once you get a sense of all of that, then it kind of walks through Well, here's the strategy. Here's the the tactical plans that you need in order to make the strategy go to come to fruition. Then ultimately the change management process itself and given your background of the work that you do you understand that all of that is necessary, right? You can't just say, well, I want to implement lean, well, you can't do that without a really strong foundation. And that's part of what I've tried to build into this framework is here is kind of an ADC approach from I'm here today, status quo, I want to be somewhere much better in four years. Well, what does that mean? And so that's, that's what I tried to accomplish by writing this book. Very nice.
Patrick Adams
Oh, that's great. And obviously, you know, from a manufacturing, manufacturing, in general, is, is very complex. But you add all the human, you know, the people side of things to it. And, you know, now that the complexity just goes through the roof. So. So having a framework, you know, to be able to walk through, I think, would definitely make things a little bit easier, obviously, because your book was just published. I haven't read it yet. But I'm excited to hear a little bit more about this framework. What would you say would be the commitments the humanist commitments that you use as the foundation of the framework?
Joe Sprangle
Yeah. So in, in the book, I list of 10, different humanist commitments that are part of this, and I'll share them that their altruism, critical thinking empathy, environmentalism, ethical development, global awareness, humility, peace, and social justice, responsibility, and service and participation. And as I looked through these, that, you know, it just made a lot of sense I, I try to focus on what can you do to create the best possible environment for somebody to work in. And, you know, I've had really good success with putting the people first and taking good care of them. And then if you do that, everything else takes care of itself, right? They, they, they delight your customers, they help to catch any potential quality problem that might be occurring. They, they, you know, we all know that employees in a manufacturing plant, make or break you. And if they're not happy with you, they can do lots of things to shut your line down, let a quality part slip out of the plant, and so on, and so forth. But if you treat them with dignity, and respect and give them, you know, empathy, and they understand that they can trust you, and that you do have their best interests at heart, they're gonna do so much better job for you. And that's kind of what I see with all of these commitments is, that's part of what we're trying to do, right. They're not just employees at work, they're employees at home, their employees in their community, and we want to make it such that, you know, they have the best possible opportunity to, to, to thrive and to, to be somebody that wants to stay with you, because your values align with their values. And, you know, ultimately, if that occurs, you can retain them, and then ultimately, they're going to just do the best possible job to help support the lie of the company. Right?
Patrick Adams
Absolutely. One of the one of those commandments that that stood out, as you were kind of, you know, going through those is empathy. Can you can you expand on that one a little bit more, because I think that there's, it's, that's such an important commitment that leaders can make to their team members is, you know, just really empathizing and putting putting themselves in their shoes and understanding that, understanding a little bit more about what the team members are going through, and that it's not just all the time about, you know, trying to get the product out the door or trying to, you know, whatever it may be, again, not everybody in the podcast is in the manufacturing industry, but obviously, these commitments, you know, surpass all industries. And so, you know, from an empathy standpoint, where, what would you say? Can you expand just on that a little bit more and talk a little a little bit more about that commitment?
Joe Sprangle
Yeah, one of one of the beneficial things that I have from my career background is I started out as a machine laborer, so it was the lowest level nasty, dirty job and in a manufacturing environment that you could come into. And so I was able to work my way up from that through, you know, as you mentioned earlier, a lot of different job responsibilities and disciplines in a manufacturing company. So the nice thing is that, you know, I know what it's like to be in a hot sweaty shop, laying on your back grease flying all over the place, and then trying to, you know, heat heat up something so that you can pull this clutch assembly out of a press stamping press, for example. And so, you know, that helps to begin with, but one of the things it's been a real kind of aha for me is that I mean, I grew up on a farm where I was taught things live and die and don't get too emotional and don't you know, don't care too much about things. And what I've found Over the years is that you have to care. I mean, if you, if you want to bring out the best in people, you have to care, and then you have to understand you have to be able to put yourself in their shoes. And, you know, if you're in a company where, for whatever reason somebody's living from paycheck to paycheck, well, it's great if you can put something in place where maybe they can get a short term advance on on on their pay, for example, or you help them to learn how to do things to be able to better save, and so forth. And then, you know, some of these people may be coming out of really difficult situations that, you know, in this country, the US we have this situation where, you know, we help people that are really in desperate need. But if they do anything to try to get out of that, then there's this great shortfall that occurs between, okay, I've secured a job now, but actually don't have dependable transportation, or maybe I don't have all the legal requirements fulfilled that I need. And so understanding that, you know, if, if we want to fill this employment gap that we have, we need to be empathetic, that of people that come to work for us have a lot of different challenges, and the more we can do to help them, the better off we're going to be, and, you know, if, if, if you're there for somebody when they need you most, they're gonna be there for you. And you know, it's a wonderful, you know, give to each of you that you have this opportunity to kind of lift someone into a better situation. And it doesn't have to be I mean, that's, that's kind of the extreme right, you can have other people that they just, you know, people experience tragedy in their lives, right, we lose loved ones, we have people that have illnesses, and so on and so forth. And if if we're there, and we care for people and say, Hey, I understand you need a few days away to deal with, with a loss or, or, you know, for me, it was always important to be at that school function, right, where the the kids were doing a play on a Friday morning at 10 o'clock, you know, okay, well, what can I do as a leader to help people be able to do that sort of thing. And so I think, you know, having wonderful empathy for those in your care is such a necessary element of being a really successful leader.
Patrick Adams
Everyone, this is Patrick, so sorry to interrupt this episode of the lean solutions podcast, but I felt it necessary to take a quick moment and personally invite you to the Lean Solutions Summit on October 2, to the fourth this fall 2023. The theme of this year's Global Summit is leadership, people purpose, passion, you do not want to miss this amazing experience was a top process agreement experts from your industry, no matter what industry you're working in, this summit has value for you. The Summit offers four different industry tracks to include healthcare, corporate, higher education and nonprofit and finally, government. Our opening keynote is Chris McChesney, the lead author of the number one Wall Street Journal, best selling business book, the four disciplines of execution. The Ops sisters, Kathy Miller, and Shannon, Carol's the authors of steel toes and stilettos will be joining us as well as yours truly, in over 20 other speakers. The final day of the summit is full of workshops, and there are limited seats for a tour of Menlo innovations with Richard Sheridan and Zingerman's mail order with Dr. Jeff liker, author of the Toyota way earlybird pricing is now available at finding solutions forward slash summit dash 2023. Or you can check the show notes for a link. Now, back to the show. Oh, absolutely. I love I love that, the way that you talked about that, because there's so many organizations that, you know, are struggling, potentially to retain employees or sometimes find employees right now. And, you know, what a great way to, to help retain those employees is, is in leadership. This isn't something new, but all leaders should literate like should really care for their employees. Right. And we'll know, if leaders really do care, they know and, and, you know, being able to put yourself in their shoes and really, as a leader, understand your people. You know, I worked for many different leaders in the Marine Corps that did that they did an amazing job because they knew that we were away from our families and, you know, so to be able to, for them to be in the same boat, you know, per se, away from their families and just have that that shared, you know, challenge the empathy that That was shown to me as a Marine, you know, was something that built a really strong trust and developed a really great relationship between myself and, you know, the leaders that I was reporting to. I knew the ones that actually really, really cared and the ones that maybe we're just trying to hit some numbers or we're trying to, you know, that, that it wasn't actually empathy that they were showing. So anyways, no, that's, that's great. I love that, that that that concept. The second phase that you talked about, when we went through the different phases of your humanistic manufacturer framework, that second phase is focused on the leader, and the leadership team. Right. So why is that so important? Obviously, talking about empathy, a little bit that kind of plays into that. But why is the leader and the leadership team, that that their relationship? Why is it so important?
Joe Sprangle
Yeah. So an example I can share is, bob chapman is the CEO and founder of a company called Barry, Barry Wang, Wei Miller, in St. Louis. And one of the things that he did as a leader was that he understood that, let me step back a minute, he was taught in his undergraduate and graduate programs, how to do things like you know, be a good accountant, or how to make the numbers come to be in so on and so forth. But what he realized is he didn't get taught anything about the people side of the business. And he had, he was sitting in a break room, people didn't know who he was. And it was a new company acquisition. And everybody in that room was all excited because it was during March Madness, and they were talking all about the tournament and the things that were happening. And then the buzzer for the start of the shift, went off it suddenly. So everybody was downcast. And, you know, just for Lauren, and so forth. And you saw, why can't work be fun. And the more he had that aha moment is that he realized that, wait a minute, I have to care about these people. And but he didn't know any better until that point where it was kind of this epiphany that, you know, this, this really needs to be something different. And that put him on a path towards developing some some commitments to his organization that how they were going to lead and, and treat the people that were part of their organization. An example of that is that they were facing difficult times, they were looking at probably having to lay people off. And the more he thought about it, the more he thought, Well, why we have this philosophy that we treat everybody like family. Well, family doesn't shed 10% of their family, when things get tough, right? They come together, and they figure out well, what can I do to maybe put up a little bit of something to help to help out. And so what they did was they went to their their employees and said, Hey, we don't want to lay anybody off, we want everybody to come through this with us, Ken, would everybody be willing to take a little bit of a cut, so that we can do this, and everybody signed on for it, I'm sure maybe there were some that were, you know, disgruntled about it. But the beauty of it is when things came back and started to ramp up again, they kept everybody, they kept all these people they invested so much time and energy in. And if we continue to do what we've done, and we're having little success, or not the success that we're trying to accomplish as leaders, we need to do something different. And so part of what I walked through in a couple of those chapters is, okay, well, let's do an assessment of who we are and how we lead and so on and so forth. And does that fit with the current expectations of our younger generations? If it doesn't, then what do you need to do to shift it, then? What's my personality profile? And then ultimately, what's the profile of all the people that work for me, right? If we're all hardcore, charging people with little empathy, and, you know, we're great about putting, you know, dreams, you know, pulling together a strategic plan, but we have no success in implementing it in walking through the change management process, or we're never going to be successful. So it really, to me requires us to kind of take this deep, you know, step back and say, Okay, who am I and in the first part of the book, I actually profiled several manufacturing exemplars that kind of had these aha moments like bob chapman. And, you know, what do we got to do to have our aha moments so that we can kind of break through and have a transformational change instead of just some incremental change which I endorse incremental change because that's, that's really important as well, but Sure, sometimes, you know, it takes more, you know? Right. Right. Yeah.
Patrick Adams
No, that's great. I love that. Love that story. And also, I just it made me think a little bit about values to company values. And and how do we align, you know, those humanists commitments, you know, that that fall under your, your manufacturing framework? How do we align those to the company values? And how do the values tie into that I just think about at lean solutions here, you know, one of our company values is that people people are first. And, you know, we try to live behind that in everything that we do with the customers that we work with, with, with with, you know, vendors with within our own team here, you know, and, you know, and I think a lot of that also, you know, boils over into, you know, our leadership style. And, you know, as leaders, how are we treating the people around us are, are they actually, first? And so I want to ask you the same question. As you as you know, we read through those humanists commitments, and, you know, the leader and leadership team relationship, how does that tie back to company values? And are, is it important that the company has established values? And, you know, how should those tie in, I guess,
Joe Sprangle
yeah, that I would definitely endorse that company needs to have a set of values that they hold true to no matter what, right? And so, for example, you're saying that you put employees first, well, it becomes very obvious very quickly, whether you live those, or you just have them written on a wall, right? I worked for a lot of companies where if I read their values and what they stood for, I would have loved to work for that company. But it was almost like 180 degree opposite of what was actually being experienced by the people in that manufacturing location. And so, you know, you have to have these values that you commit to no matter what right, we all understand. We've heard the Johnson and Johnson Tylenol issue where they had an issue where somebody had put poison and in their cat on a tablet, well, in the, in the jar, or somehow, and you know, that CEO at the time, he didn't even think twice about it, he pulled $100 million with the product off the shelf. And you know, that that showed his organization that we do believe that we are going to do no harm to our customers. But not only told that to the employees in the organization, but it's older to the customers, right. And so Johnson and Johnson created this opportunity to build a much larger customer base, because they knew that the people knew that they could trust j&j. Right, right. And so, you know, we have to have clearly defined values, we need to see that they're actually being played out, right? What, you know, if you are walking into your organization, and you see somebody that's not putting one of your employees first, you need to address it right? And say, hey, you know, that that's not how we live here. That's not, and you should see examples of it happening without you asking about it, or we're bringing it to someone's attention. And the other is that we can end up with accidental values, where if we don't define them, the employees will set them themselves, right, they will decide, oh, well, it's okay to come in late, or it's okay to the and, you know, feel like we're gonna do, I'm just gonna go kind of hide off here and in the background, and so forth. And so, you know, if we don't state what they are, we don't abide by them. We don't enforce them. And I don't, you know, enforce sounds like a negative thing. But, you know, it's, it's making sure that we're doing the right things. Well, eventually, the employees will decide them for themselves, and you might not like
Patrick Adams
what they are. Yeah, no, that's so true. And I talk about that a lot when it comes to culture in general, you know, that everyone has a culture. And when it's those companies that are intentional, to develop the type of culture that that that they know, is going to be the right culture for that organization, that you can do that by having the right inputs, right. And that's what we're talking about here. Those humanist humanists, commitments, the values, if you're living behind those, if you're if you're verbalizing them, if you're showing them in your actions on a daily basis, if you're holding people accountable to them, and the team's holding each other accountable to that, then those inputs, you know, develop, they result in the output is a culture that that people want to work at, you know, and to your point, if you don't if you're not intentional about that upfront, then the output you know, could be who knows, right? It could be what, what, what you want it to be or it might be something completely different. And so why not be intentional about you know, ensuring that your your team and your leaders are displaying the right values and the right commitments to each other from the beginning. So I love that.
Joe Sprangle
Well, it. And I like how you say from the beginning, right, because it even should happen when we're looking to hire someone when we're going through that process. And one of the one of them is humility, right, and Patagonia, they actually screen for humility, humility, when they're looking at employees, and if any action during the interview process doesn't show that they have a humble nature, it's a non starter, you will not go to work for them, if you're not willing to put the needs of others ahead of your own sort of thing. Or that you feel like you have to run around championing how great you are. Right? Your action should show how great you are, if you are, you know, and, and I, I really liked that example that they they follow through because, you know, how wonderful would it be if you had a humble organization instead of one that, you know, it's more more focused on Well, what can I do to make me look better? And, you know, and that's, that's what I love about these commitments, they all kind of intertwine with one another. And but they're all just good, basic sound philosophies to follow? Right, and not even actions to follow?
Patrick Adams
Yeah, absolutely. Well, it appears that you obviously have a very strong emphasis on creating a human centric organization. What what does it mean to you? I mean, what if you could help create an organization that, you know, of humble people of where an organization says, you know, our people put others first and everything that they do? I mean, what would that mean to you? When what does it mean to you for, you know, just to to be part of helping others develop their organizations in that way?
Joe Sprangle
Yeah, the, you know, the really wonderful thing about doing the right things, is that it also actually makes it more profitable. And, you know, it's, you know, even if people didn't want to do it for the right reasons, if you want to be more profitable, then you really ought to think about doing this. But you know, that, if that's your intent, you're never going to be successful. Correct. You know, it's just something where it's kind of a band aid, like, like, I'm sure you've seen some cases where they try to adopt lean, they want, they want to do it for those people on the planet, but they don't necessarily want to do it as a leader or throughout the offices, for example. And so, for me, part of its, you know, somebody that that's important to me, wrote a book called Conversations worth having. And in, one of the things that she talks about in there is that you need to frame an issue, that it may be a negative issue, but then you flip it, and then you restate it as a positive. And that's a lot of what I was doing in my last plant manager job, I would actually go around at the end of the shift, and we had the whiteboards, like everybody has with productivity, scrap downtime, and those sorts of things. And when it came to that plan, there was a lot of problems. You know, it was really hard to find something that was positive about what was happening there. But whatever little glimmer, I can find, I just say, hey, wow, scraps looking a little better. productivities increasing. And it was amazing, in six months, that planted turned around, where by focusing on the positive, the negative disappeared. I mean, it was it was just really incredible. And people would run into my office or stopped me in the plant and say, Hey, we made rate today. And it was so kind of incredible, because it wasn't because I was chasing them around, or I was you know, watching them every minute or whatever. I just cared about them. And I showed that to them. And I had a quality manager, one of our customers come in and he said, I don't know what you do here. These people work hard. I just care about them. You know, I treat them with respect and dignity and, and, you know, but they, they just do it because they they feel like it's the right thing to do. And I we had a campus basically it had five different manufacturing plants on it. And we would borrow one from you know, an employee from one of the other plants if we needed somebody. I remember walking out one day and two people were in front of me the one that we had borrowed, so to the other. I'm not coming back here you guys work too hard. And it was just, it was just kind of neat to hear because part of what happened in that plant. They had a policy where if you made Ray, you could stop working for the day. And typically, it might be 10 minutes early, and they could go out, you know, smoke cigarette, the soft drink or even sometimes just play a couple hands of cards. And in these these employees would start to get 15 minutes done early 20 minutes, 30 minutes, you know, guys, you know, I'm gonna have to change your rate. Yeah, we know we're fine with it, you know. And next thing you know, you know, it go from five minutes to 10 minutes to fit, you know, one of the failures that in hindsight, I should have really been documented all this because I know it works, but I can't put that piece of paper in front of you, this is what here's how productivity improved on these lines and strap went down and that sort of thing. It does work. I mean, you just create this caring, kind, empathetic environment, with strong values that align with the workforce, you're going to be golden.
Patrick Adams
Oh, that's a great story. I love that example, too. And, you know, I wonder if there's anyone listening that can can apply the same thought process where obviously, you know, applying some of those humanist commitments is number one, but you know, I love the idea of, of setting a daily rate, and then you know, or a goal, a daily goal. And when you hit that, you know, you're, you're done for the day, or whatever it may be. You know, so that's, that's a just a great way to challenge the team to, you know, in a, I've worked with organizations that have used kata around the same twit Akkad, around the same thought process where you give them a challenge of, you know, hey, if you can, you know, let's let's put a challenge to reduce our Sunday overtime or eliminate our Sunday overtime altogether. And it's it's funny, not funny. It's, it's amazing to see how quickly when you give team members challenges like that, in an organization where it is a healthy, you know, problem solving a healthy learning organization, when you give them those kinds of challenges, it's it's amazing to see the results that can come from a team like that a high performing team that's able to do some some pretty amazing things.
Joe Sprangle
Yeah, as you were describing that it kind of made me think about when we would have a line that would have some sort of problem, right? If we needed to shut it down so that we could could fix something or do it on a Saturday. Or we could never set the line down because we were always behind. And then management would come around and say, Oh, well, we're not going to have any overtime this week. You know, we can sit there going? Yeah, but if I can bring two guys in for four hours, I can fix an issue that shut me down for 15 hours a week. And they're like, nope, nope, nope, we just can't have any overtime. Well, that just kills the the engagement of the employees because they're like, you know, these people don't understand this. They know, they don't know what we're dealing with. They don't care about us. And if they did, they would let me come in and do this work. And, you know, just I just saw that time after time after time where people were making decisions without knowing right, without going to the, to the site where the work was being done and fully understanding what was happening.
Patrick Adams
Yeah, such an important concept. And so often, leaders missed that, you know, they, they think that they're making the right decision for the team, but haven't spent the time to go out and really understand, you know, the why or the motivation that that you know, behind the team. So definitely a good recommendation for sure. Joe? Oh, sorry.
Joe Sprangle
Well, again, you reminded me of, you know, I would do Kaizen events. And here, I'm a pretty knowledgeable guy, I have a lot of experience and a lot of different disciplines. And I could walk by a manufacturing line and recognize some of the different things that were an issue. But boy, until you go in there, and you immerse yourself in a week long cause on event, you don't even begin to understand everything that that's going on. And so, you know, you don't, you can't just go to it, you have to get into it, so to speak is, you know, my thought that we just don't know until we, you know, goes back to empathy, right? We just don't know until we're actually in the shoes of every person on that manufacturing lines.
Patrick Adams
Absolutely. So, so true. And Joe, I know we've only scratched the surface on humaneness manufacturing, there's so much more, you know, within the the all the different phases of the humanist manufacturing framework. Tell us a little bit more about, you know, can can people get your book now? Is it available? Where can they get it? Is it Is there a website or is it on Amazon? Give us a little bit info on that.
Joe Sprangle
Okay. Yeah, so it's now published. It's available on Amazon and lots of other books sites from indeed type sites too. You know, if you go to your local local bookseller and tell them you want a copy of humanist manufacturing, they can order for you. And so it's it's pretty much available anywhere you can buy a book. If you want to know more about my company. It's a manual strategic system. inability.com. And there, you can learn more about who I am, what I'm about what I'm trying to accomplish, it also has some information about the book, I'm in the process of actually developing a course, that's a workbook of what goes on in the book. So a lot of what the book does is kind of tells you what it is. And then in the workbook course, who's going to tell you how to define your values, how to work through, you know, doing an assessment of, of your materials that you're using for environmental issues, or so forth. How to how to implement lean, lean is, is definitely an integral part of what is in this book. But it's a small part of everything else that needs to be going on to make that happen. And of course, I'm on LinkedIn. So you can find me at Joe Sprengel on LinkedIn, and, you know, or email at Joe Sprengel, dot e. S s@gmail.com. And I welcome anybody to reach out to me and be happy to connect and learn more about what each of us is trying to accomplish. All right, perfect. Well,
Patrick Adams
what we'll do, then Joe is will put all those links in the show notes. So if anyone is interested to go out and grab your book, or connect with you, you can go right to the show notes. And you can click on the link and, and that'll bring you to the site. So Joe, it's been great to have you on the show love, love your framework around humanist manufacturing. And I'm excited to get a copy of your book and read it myself. So thank you again for being on the show. Really appreciate your time today.
Joe Sprangle
Thank you as well, Patrick, I love everything you're doing. And it's been a pleasure and an honor to to be your first guest in season two.
Patrick Adams
So All right. Thanks, Joe. Thank you. Thanks so much for tuning in to this episode of the lien solutions podcast. If you haven't done so already, please be sure to subscribe this way you'll get updates as new episodes become available. If you feel so inclined. Please give us a review. Thank you so much.
daily management, keeping it visual consistent, ensuring that leaders are engaged to support ask questions, remove roadblocks. Those are basically the the main key points of how we facilitate and run a Lean product process development event. Thanks so much for tuning in to this episode of the lean solutions podcast. If you haven't done so already, please be sure to subscribe. This way you'll get updates as new episodes become available. If you feel so inclined. Please give us a review. Thank you so much.
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