Patrick Adams  00:00

Hello, and welcome to the Lean solutions podcast season three. In the spirit of continuous improvement, we decided to change things up a bit this season, we will still have all of our amazing guests that come and share a ton of value with all of you. But we’re adding a few additional hosts to add a little bit of flavor and additional experiences from around the world. So let’s go ahead and meet them. Let’s start out with our first host, Andy Aldrich. Andy, can you just tell us a little bit about yourself? Patrick? Yeah, good. I’ll

 

Andy Olrich  01:02

Mandy. Oh, Rick and I are going Australia, and about 100 miles north of Sydney, or 160 kilometers. So yeah, I’m a passionate, lean practitioner I work currently now for a water utility as the continuous improvement and innovation lead started out in a trade background back in the day, but always been fairly strongly linked to customer and things like that. And I’ve worked my way through some some leadership roles and things like that. And then I caught the lien bug. And I was fortunate enough to get around some passionate people like you guys who gave me some, some good insights. And yeah, I’m, I’m just really keen to learn from the guests that we’ve got on. Hopefully, I can give some good advice here and there. But really excited to Thanks, Patrick, for the invitation. And we are really looking forward to season three.

 

Patrick Adams  01:54

Great. And and, Andy, you are you were a guest in belief season two, earlier in season two of the length solutions podcast. And when you arrived, we had some great conversations, but clearly, you’re not from the US. So you’re you’re that from Down Under in Australia. And so you’ll be able to add some some of your experiences and working in operations and lean within the Australian environment in specifically in government in manufacturing, correct. Yeah, that’s

 

Andy Olrich  02:27

true. Yeah, we there’s hopefully some some differences down here. But it’s also very good to talk about the common challenges that touch this across the world. So yeah, really. Thanks, Patrick. And thanks for having me on. It’s great fun.

 

Patrick Adams  02:39

Absolutely. Andy, what would you say, in your experience? What would you say has been your greatest challenge as a lean practitioner?

 

Andy Olrich  02:52

Getting people to, I think it’s getting people to get it, I guess, like there’s that tipping point where you start to get them on the way and then it gets to that point where you really got to step over that edge to really keep the discipline and go forward with it to truly see those results or, or this is getting a bit hard, and it’s a bit of disruption. Or we’ll just pull back into that, you know, that safe space. So for me, the greatest challenge is having those people that when the chips are really down getting them to believe, I guess and just take that next little step that changes everything. So and it’s hard because I was in that position myself. Once upon a time I was like, Oh, we’re just busy. Let’s no I can’t slow. I feel like I’m stopping, you know, I’m slowing right down there. So that’s really something that I recognize in the moment. But I’m just like, yeah, that’s that’s always the challenge is getting that it’s all fun while things are going well, but then as it gets tough, that’s where it really must stick to the standard and the discipline to see those results. And then if you can have that moment. It’s great. Like it really people get it. So I don’t love it. Well, I’m

 

Patrick Adams  04:01

excited to have you as a co host. We’re going to be trading off between the four of us throughout the season. And so I’m excited to jump on a few shows with you and have some conversations. So excited for you to be here. I’m going to shift over now to our second host. So Shane, can you give our listeners a little bit of your background? Introduce Yourself to us?

 

Shayne Daughenbaugh  04:25

Yeah, sure. Hey, my name is Shane Dawson, Bach, and I am from the Center of America here in in Nebraska, have been here for, I don’t know, maybe 20 years or so. Background is my background has always been in the service industry of some sort. I was 20 years as a pastor, and then I was operations and outside sales for a small company of electricians. And now I work for state government. And in working in that realm, again, kind of that service transaction and I love working with people. If you see a thread, that’s what you’re gonna see through through all of my work experience is that and I’m just finding much much like, much like, Andy, I’m late to the party when it comes to lean and Lean Six Sigma and all of that. But as soon as I came across that and started reading about it and understanding more about it, I said, Yes, this is, this is where I want to go, this is the space that I want to play in. And I have been enjoying it immensely. Full time for the last probably five years or so. So that’s pretty much where I am.

 

Patrick Adams  05:38

Love it. Love it. Shane in a you are you’re doing some amazing work in state government. You and I have crossed paths a number of times and actually done some work together. The thing that I think everybody is wondering right now, after they just heard your your introduction, is how did you move from being a pastor, to working in continuous improvement in state government? I mean, that’s a huge swing there.

 

Shayne Daughenbaugh 06:12

You know, I was working, I was working on my doctorate, I was working on a Doctorate of ministry, I fell in love with the project that I was researching, I was working on, and my wife and I decided, hey, that’s something we really want to pursue. And then I needed to get a real job. So it was, it was out of necessity. Sure. And, and you know, in regard to state government, I, my wife had has been working state government much longer than I have, and appreciated the benefits and the things that that state government offers. We also just love serving other people. And so it was when I saw the job, job description, I was like, I have no idea these words they put in here, I don’t know what they are. But I’m willing to learn if they’ll have me. And you know, it was it was just that really wasn’t anything. It was almost by accident. I just stumbled into it. And I fallen in love with it. And I’m continuing to learn more and more about it. So

 

Patrick Adams  07:11

I love it. Well, I consider myself a lifelong learner. And obviously, you know, as a good, like lean practitioner, is someone that’s willing to learn and continue to grow and develop. So, you know, you had the first box checked in the beginning. And obviously, it’s, it’s continued to develop. And, you know, I just love your experiences, and you know, some of the things that you’ve shared with, with during some training sessions and things that I’ve been, I’ve seen you and listen to you speak and coach, and I’m excited for you to be part of the show one of our CO hosts and adding value to the group. So thank you

 

Shayne Daughenbaugh 07:48

for that very much. Very excited about it as well. Great. All right. Awesome,

 

Patrick Adams  07:52

awesome. Well, so we started in Australia, we moved to the middle of the United States, obviously, I’m in Grand Rapids, Michigan, so I’m not really central, like Shane is more northeast. But now let’s shift all the way across the pond as we say it to Ireland, and let’s talk to Catherine Catherine, can you introduce yourself to our listeners? Yes.

 

Catherine McDonald  08:18

Hi, Patrick. And hi, everybody. I am super excited to be here. So yes, let me introduce myself just for a few minutes. So I lean business and a leadership coach. And I am an independent consultant. So I call my business MCD consulting. I haven’t been in the business too long. And I’ve had my business since 2018. And before that, I spent 13 years in the nonprofit sector in the social care sector. And I suppose I actually think it was a great way to start out in life because the nonprofit, social care side of life is very challenging. It’s very turbulent. It’s full of issues and inefficiencies. Well, it was back then I think it has come a long way since then. But back when I started, there wasn’t even what we call hippo inspections or anything like that. So it was a very, very challenging environment to work in. And I think actually, that’s where I found my love of problem solving and working with other people and teams and all of the things that we do in Lean. So it gives me a kind of good introduction to the practical side of Lean without ever even ever having done lean. So bit like yourselves, I did find lean along the way and I absolutely loved the concept. I said this is exactly what the nonprofit sector needs. And so took me a few years and I went back and I studied a little bit and I changed route a little bit. But now for the last few years as a lean coach and a leadership coach. I work with lots of different organizations, mainly in the service sector and nonprofit sector. And I work with teams within organizations to train them in Lean and also to help them facilitate lean into pensions. And I also provide leadership coaching, because I suppose something that I find very early on is that you can’t separate lean and leadership. So you need really excellent leadership in order to, I suppose, deliver on lean or be lean company. So I went off, and I did some leadership coaching. So that’s what I offer, I offer the leadership coaching, to anybody who’s involved in leading teams in a lean organization, as well as then helping teams with the lean side of things. So that is what I do.

 

Patrick Adams  10:29

Love it. Love it. Katherine, what would you say, has been your greatest achievement over the years that you’ve been applying lean? As, as a practitioner, or a consultant?

 

Catherine McDonald  10:41

Yeah. So I could look at the cost side, but I’m not really going to because I think that’s what everybody turns to first and look at the cost. It’s, it’s not really about that. And the organizations that I work with, don’t come back and tell me, Oh, we were delighted we save money, or we are, they are happy, they’ve got extra capacity and time to do things. And that also results in extra revenue books. I think, probably my biggest achievement is when I work with smaller businesses, and people who’ve worked together for a very long time, who have stopped communicating, who are like a team of all married couples in the in a negative sense. And you’ve just stopped not talking but stopped listening to each other. So actually, my greatest achievements is when I can go into a company and help the team to start listening to one another, talking to each other, and set up really good communication and collaboration systems to help people just get along, and to work effectively together. So I think when I can go in and do that, that, for me, is my biggest achievement.

 

Patrick Adams  11:42

Love it. That’s great. Well, I’m excited for the four of us to embark into season three. Obviously, this is going to be brand new for us. So for all of you that are listening in, we’d love to hear your thoughts on how the season is going throughout the year. Basically, the way that we’re going to set this up is between Katherine Shane Andy and I, there will be a minimum of two hosts on every episode. And then we’ll have one or two guests in addition to that. So the idea is that there’ll be a little bit more chatter, conversation, maybe some shared experiences. You know, if you know anything about Shane, he’s got an amazing sense of humor. So we’re looking to for some making some jokes from him. Hope

 

Shayne Daughenbaugh 12:25

appropriate, were open. Yeah, appropriate and sensitivity appropriate? Yes.

 

Patrick Adams  12:31

So, but but really, really, we wanted to have a diverse offering from across the world, right? Lean is being applied in every industry. And it is being applied all over the world, whether it’s government, whether it’s nonprofit, whether it’s manufacturing, banking, all these these different industries that are applying the principles of Lean and continuous improvement and the experiences. I think I’m excited to share, you know, all of our experiences, and also have some really, really great dialogue and in conversations with some new guests this season. So I don’t know what are you guys excited about? Katherine, Shane. Andy, anybody want to throw out any thoughts on what you’re looking forward to for this season?

 

Catherine McDonald  13:20

Yeah, I mean, learning, learning. As you said, at the start, I mean, we’re never done learning. And I think we sit in our own bubble for too long. Especially me, I work, you know, as an independent consultant, and I love this opportunity to learn I absolutely relish it. So I’m so excited to learn from everybody else. Love it. I

 

Shayne Daughenbaugh 13:41

know, I should have gone first. Exactly, yeah, that’s where I was going. I love connecting with people. You know, that’s just been something that I’ve always been about and trying to, to learn and to glean, you know, some of the things that worked for them some of the things that they have learned that I don’t have to go through, you know, if I if I can learn that as well. So I’m I’m super excited and jazzed about that. I also just love the idea of conversation. And you know, the the, within reason, the more people you can add into that conversation, just the livelier and the richer that conversation can get. So I’m also excited about as one who does listen to the Lean podcast, lean solutions podcast, I’m excited about watching this grow into having richer dialogues and, and those kind of things. Yeah, so Andy, what do you what’s left? What’s left? What?

 

Andy Olrich  14:33

Maybe just what those two said, absolutely. I do this job because I love working with connecting with people and their stories, not not totally what they’re doing now. But how people ask me how did you get into this stuff? And what is this stuff? So that’s what I yeah, I know I always as a listener of the podcast, as well as fascinating the different industries that this is applied, and it really helps me, you know, take it back. In my role, but people say, Oh, we’re not manufacturing, you know, that’s something that gets bounced out. You know, this is I’m really passionate about getting that more widely known that this is applicable anywhere and an idle, the way that I really connect with people well is to know a bit more about them, and it helps make it real. So yeah, it’s my first swing as a federal podcast host. So talk about learning. Let’s just give it a go. I’m so excited. So

 

Patrick Adams  15:31

now, that’s great. I’m excited for all of us, it’s gonna it’s gonna be a fun season. We have a really great lineup of speakers and topics throughout the year. So it’ll be it’ll be a lot of fun. Well, let’s, let’s shift a little bit here, team. To our topic for today. I want to take just a few minutes to discuss a, a viral video a viral song. That’s a little bit controversial. Maybe a lot controversial here in the US, I do not want to make this political. But I am talking about Oliver Anthony and his his new hit number one hit Richmond north of Richmond. I know this sounds weird, because we’ve never done this before on the podcast on the lien solutions podcast. But like I said, we’re changing things up a little bit here, we’re gonna, we’re gonna try some things. Now. This particular song actually became an overnight viral hit. And this happened just this over this past year. But within the within days of its release, it topped sales and streaming charts, It debuted at number one on Billboard Hot 100, making Anthony the first artists to debut a top the chart without any prior chart history of any form, right. So this particular song, as I mentioned it, you know, some people are calling it a topical song or, you know, protest music. Again, I do not want to make this political. So I want to throw that out right away, this isn’t a political thing. But in listening to this song, especially just the beginning of the song, the first few lines of lyrics, it struck me in in thoughts about some of the experiences that I’ve had in different environments and cultures, with companies here in the US. And I think that you know, if we if we put a focus on what it means to have let’s just think about a toxic culture, toxic environment, you know, what, what does that do to your employee culture? If if the leadership is one that’s based in power and fear based type of leadership, what does that do to our to our culture and what does it do to support a continuous improvement environment? So that’s kind of what popped into my head and that’s what I want to talk about let’s just take a listen to just the first few lines of the song here real quick so bear with me. All right, I’ll stop it right there. And what I want to do is, you know, the line right at the end there just really, really stood out to me, right, he speaks about control and awareness. He says these rich men north of Richland, lord knows they all just want to have total control. Want to know what you think want to know what you do? And they don’t think that you know, but I know that you do. So these these words are just this this powerful reminder that you know, most people know what the powerful want, right? But often they feel helpless or this this lack of strength to challenge them or they don’t know how to challenge or push back or they’re scared you right? And we talked and talked about fear based culture. But I think what in this part right here what stood out to me is really this this call to recognize as a as an employee, as a as a frontline worker as a manager. This call to record denies our own power and our own awareness and the ability for us personally to make a difference or be able to make a difference in the culture or the environment that we’re working in. Right. So how many of us have worked in organizations or where, you know, or worked for leaders, where it was clear that they wanted total control, total controlling decisions, total control of the direction of things, right, they were accountable. You know, just complete control. And, and or, you know, where it created this this fear based culture? So my question to you guys, and you know, maybe just an open conversation, can can a continuous improvement culture flourish in this type of environment? Right. Any thoughts on that? Shane, any anything from you?

 

Shayne Daughenbaugh 20:49

Yeah, I appreciate the song. Because, for me, it’s like a voice of the customer. You know, one of the things that that we do in state government, or at least here in Nebraska, is we, we go to our employees, and we ask, Hey, you’re part of this process, whether it’s upstream downstream, you know, or, or, you know, elbows deep in it, tell us about the process. And, and it is as uncomfortable as it may be, or is as much as you want to push it away or dismiss it. That’s part of what Lean is. And that’s, that’s one of the things that I like about about that song is, it gives us an opportunity, if we’re willing to, to listen to the voice of the customer, what is it that that the customer is saying? What What kind of, what kind of issues are they having, and you just, you just laid those out, you know, it’s about control, it’s about feeling, you know, almost micromanaged is what I was hearing, you know, in that, and I want to know what you’re doing, I want to know what you’re thinking. And, you know, all of that, and I’ve seen, I’ve seen the detrimental impacts and effects of that. And it is, it is not good. And it’s as as, as painful it is, for me to say this, it was in a lean environment that I saw that and this was a Lean leader who was leading in this way. And it just made it just tore the team apart. Like it did not work whatsoever. People were leaving, or they were asked to leave. I mean, it was just, it was just a morale killer.

 

Patrick Adams  22:17

It’s so true. So true. I love that love that whole concept of, you know, Voice of the Customer, because, you know, how many leaders are willing to ask the people that report to them, they’re keen, you know, how they’re doing as a leader? How is my leadership? You know, in what do I need to improve on what, you know, you have to be humble enough and open enough to accept what they’re gonna say. And you know, sometimes it might not be all positive, and you have to be open and willing to adjust your leadership style accordingly. Right. Catherine, what are your thoughts on this?

 

Catherine McDonald  22:53

Yeah, definitely. Again, the sun just resonated with me as well. And I just kept watching his face, not even the words, but just his face, like he was really feeling it. And it’s, it is an issue. I mean, so many people spend so many hours and work and come home at the end of the day eating off. And, and that’s not right. And, you know, I do think workplaces need to step up and own that, and or at least take some ownership of it. So it is a big challenge with Lean when as a lean practitioner when an organization wants you to go in and, you know, do your work, do your thing. And really what they’re looking for is a quick fix. And it’s it’s not fair, because there are no quick fixes, firstly, and secondly, they’re looking to for that a me to go in and where my consultant hat and give them the answer. And then they go and tell the employees what to do, which means huge changes to their workload and everyday habits and routines and behaviors with no support and no involvement in the process. And it doesn’t work. That’s what makes people feel like that at the end of the day when they’re not involved in what’s happening. So lean and Lean management, a lot of people associated with, you know, the wrong way with the efficiency with the change. But actually, we do need to spend more time talking about how important it is to engage people in change and improvement and improving their own work. And I think that’s, that’s the essence of lean. And I think if there was more of that, there’d be less people feeling that way.

 

Patrick Adams  24:21

Sure. Absolutely. If you were to go into an organization, maybe you have gone into organization that had a similar leadership style as this. I mean, what would be what would be your advice to the group for that? Maybe you’re talking to the leader, maybe you’re talking to the employees? I mean, what do you what do you tell them in an environment like this? Yeah,

 

Catherine McDonald  24:45

normally, I if I go into an organization, and they, you know, want me to do that go in and fix things. I will say, I can’t, I won’t, unless I can work with the team. And so then they’ll come back and they’ll say, Well, what does that entail? How many hours do you need? All the rest, so they’ll challenge me and then I’ll challenge them back a little bit. But generally what happens is, I’ll suggest that we start small and local, so that we try and take a few hours of a few employees time, involve them in a very structured process where they can be innovative and creative with a particular goal in mind. And we will pilot that we will see how we go. And if that works, we’ll then maybe roll it out elsewhere in the organization, and that helps them feel at ease. Love it, love it,

 

Patrick Adams  25:26

it does seem like this is everything that we’re talking about the four of us, is almost completely opposite of what we’re hearing in the song of what we’re hearing from the voice of the customer. Right, from what Shane said, I mean, the what the people are feeling in the song, it seems like what we’re throwing out there as lean practitioners and consultants is almost the complete opposite of that. Right? Andy, what do you think about that?

 

Andy Olrich  25:53

Yeah, I can certainly connect with why this song has struck a nerve, especially in the States. Yeah. And for me, when he talks about the old soul, and you know, so obviously, you know, you connect with it, because, you know, a lot of people feel that way, and are in a position where there’s, you know, those people up high that, you know, where they said, We, they want to know what you think. And that’s not because I really want to listen to you and see how I can make, you know, make this the place to work or whatever it’s like, I need to know what you think, because I want to potentially stamp that out before that may become a threat to what I’ve, you know, the control that they have. So with me, and how that how I connect this song to lean and continuous improvement is, you know, these people have done their jobs, you know, they know them well. And they’re hard working, they just want a fair day’s pay for a fair day’s work. And it’s that opportunity for I think the hope leaders listen to that song and reflect and go, Well, am I doing that to my people, and that’s where, you know, the core foundations in Lean around respect for people and vulnerable leadership lead with humility, those sorts of things. I think, you know, if leaders can let go of a little bit of that fear of while I’m letting go of a bit of this controller I have here What if it doesn’t work? Or you know, these on the boss, I’ve got a, I’ve got a, I’ve got to make all the big calls. So that’s what I like about Lean. Is it kind of if people can connect with it for what it truly is it help I’d see it as it takes a bit of pressure off the leadership. It’s like, we’ve got this team, right. And these guys are doing their job every day. And you’re not? Are you asking them enough? How could be done better? Because they’re the ones who are right there. So yeah, I think it’s one of those one of the things about that song, I think, we’re I connected to lane as such, as, you know, when the song got released, and I saw it popping up down here in Australia, on socials and things like that, then I started to see immediately someone’s seen something that people connect with and appreciate and see a lot of value in straightaway, people started grabbing it and trying to use it for other things. And not in the spirit of what that song was, you know, when you hear him talk about it, he’s like, I didn’t write that song about that. Or that didn’t mean this. So hang on, no, no, you’ve lost what I was talking about. Right? I see that with lean all the time. It’s like, the core principles and foundations. You know, people get away from that. And they use it as a purely very cost cutting, or we’ll just leave these bits out and go straight to this bit. So yeah, I connected on several different levels with that with that particular song. And, yeah, it’s, yeah, leaving the politics aside, how it goes, and Lane is a really good opportunity to get out of that space. And if we are prepared to listen to that voice, so yeah, it’s a it’s a good one.

 

Patrick Adams  28:46

Now, that’s great. I love those points that you made there. Andy, I didn’t even think about that piece that you just mentioned about, you know, so many people skewing the, you know, what Anthony, meant through the song and putting their own, you know, putting specific names and political you know, whatever. I mean, it definitely has a heavy political meaning behind it, but not not specific to certain things that people were putting out there. And so, again, to your point, the same thing happens in Lean were a love, dear example of, you know, cost cutting like, well, people that are going to do Lean, well, that means that we’re going to start you know, not cost cutting but cutting labor even like, you know, we’re gonna, we’re laying a bunch of people off and that’s, that’s what Lean is. That’s what we need to do in order to become lean, you know? No, that’s that’s a completely skewed view of what Lean really is. And of course, we are going to look at saving costs because the result of what we’re doing is going to make us more efficient and and save costs, but that doesn’t meet necessarily mean that we’re going to be laying off, you know, people, right. So I love that example. And then the other one that you said to was just specific to leadership You know, to take a little bit of the weight off of leadership shoulders is absolutely one of the outcomes of deploying lean into your organization. The problem, though, is that many leaders that I’ve been, you know, that I have experienced with, are super comfortable with where they’re at. And it’s it is going to take them out of their comfort zone, the result is going to be positive it is it’s a long term play, it is going to be positive down the road, but it is going to take some work, and leaders that are willing to do that, but pay off down the road is, you know, astronomical. But it is going to change the way that you do things and take you out of your comfort zone for sure. What do you think on leadership? Shane, from a just from a, you know, leadership standpoint, ownership standpoint, any thoughts?

 

Shayne Daughenbaugh 30:53

I think one of the things that this gives us is in regards to lean in general, it lean is like a call for ownership of the impact that leadership has on the employees lives. You know, oftentimes we we see them working with and then they’re gone, we don’t think of them anymore, but the reality is an adult, the majority of their waking life is spent at work. So how are we in in regards to leadership? How are we, you know, enhancing or detracting from their life? Are they going home wanting to drown their hours? Are they going home? You know, are they going home celebrating with their families? Hey, got a really great day, you know, this, that or the other? What is the impact we have? And, and to Andy’s point, that respect for people, and that leading with humility, is just understanding that, I think that we have, as leadership has ownership, they need to start taking ownership start thinking that way, how am I impacting my employees when they leave here? You know, the time they’re giving me there? I mean, the years and years and years of life that is spent at this job, like you have as a leader, you have a lot of impact in that. Absolutely.

 

Patrick Adams  32:11

Catherine, you want to weigh in on Shane’s comment with leadership impact?

 

Catherine McDonald  32:15

Yeah, absolutely. I am your right chain. Like I agree with all of that. And I really do believe that clear leaders, okay, they’re just people, they’re leaders say what goes if they do have, I suppose, the accountability at the end of the day, so there is pressure on them, I work with a lot of middle managers who have to are in control of the task, and they have to make sure the task gets done. And on the other side, they’re almost like the HR manager, they have to be there to support and they’re told to coach their team and be there for the team. And it’s, it’s a struggle to do both of those things. We know that that is the struggle with what for most leaders is to try and get the balance right there. But I think when people really understand lean, and they spend some time in training in it, and being coached and I think they begin to really see that you have to put people first because I know it’s been said before, but processes, we cannot develop processes unless we develop people. So part of Lean is developing people. And that includes developing the team together and developing individuals. And that means checking in with people. It means getting down to those deep, meaningful conversations with people on a regular basis to find out how you are how you feel about your work. Because if people don’t feel right, then we got to get on into all these engagement issues and disengagement issues. And we need people who are engaged and leaders really need to understand that and really need to have those conversations and check ins to make sure that people whatever is on their mind, they have somebody to talk through to it and help them and leaders are in a prime position to do that.

 

Patrick Adams  33:54

So true. So true. Well, I am crazy excited. For this season, as I’ve already mentioned, hopefully, our listener base is getting a good, good feeling for what the season is going to be like with with our amazing hosts this year. So as I mentioned earlier, between the four of us, two to three of us will be on every show with with one or two guests and a little bit more back and forth a little bit more experience, you know, a broader range of experiences and conversation around that this particular topic that we’re talking about right now. I mean, we’ve only scratched the surface. So there’s a lot more conversation that can happen and maybe we’ll continue this conversation in a in a later episode. But our hope was that we would be able to share some of our own experiences, thoughts on this viral this viral song and tie it back to continuous improvement because this is where we live, live and breathe continuous improvement. And so we’re excited for this season, when I’m going to do is we’re gonna drop all the LinkedIn contact links into the show notes. So if you’re listening to us, and you’re meeting Katherine for the first time, or you’re meeting Shane or Andy, for the first time, go to the show notes. And you’ll be able to go out on LinkedIn, connect with them on LinkedIn, see a short bio on each of them. And then we’ll also add in the, you know, some topics for this season, and maybe even some of our guests that will be involved this season. We’d love to hear your thoughts on our new kind of our new layout of the show. So if you’re interested, we’ll also put an email link in there too, if you want to throw an email out and let us know what you think. If there’s any thoughts, again, we’re open to the voice of the customer. So let us know what your thoughts are throughout the season. And we’re looking forward to it. Any last? Last comments from anyone to our listener base as we kick off season three of the lean solutions podcast.

 

Andy Olrich  36:02

Let’s go. All right.

 

Shayne Daughenbaugh 36:04

Very excited. Very All right. Take care everybody.