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KAIZEN: Change Your Business and Create Success (with Paul Akers) Pt. 1 - YouTube
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- Is there a way to instantly
optimize productivity
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in your business?
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Yes. And the owner of
an award-winning company
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is gonna show you how your company
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can use Kaizen to increase
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and maximize productivity and profits.
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In no time.
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You wanna make sure you stick around
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and watch this entire video.
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(upbeat music)
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On this episode,
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we're interviewing the
guru of productivity.
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Paul Akers, his company, Fast Cap
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is one of the most innovative
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and dynamic multimillion
dollar operations in the world.
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And his passion for
productivity has taken him
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to more than 104 countries
to work and speak.
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Today, you get a front row seat
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at an exclusive tour of his facilities.
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- He needs a safety glasses, boom,
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his safety glasses go right there.
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He needs his gloves.
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He's put a clip on here that's magnetic.
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I could walk you around this whole place.
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And every time he turned around
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there's gonna be another Kaizen.
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- Paul is gonna explain how to use Kaizen
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to optimize productivity in your business.
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He'll also answer questions like,
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how do we improve efficiency?
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How do we build better
teams and eliminate waste
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but also how Kaizen can help
you increase your profits
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over time.
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- Kaizen makes you happy.
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It improves your life.
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It improves your work,
improves your mentality.
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Well, number one tip is,
if everybody get this
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the world would be a beautiful place.
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- If you're looking for ways
to streamline production
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at your business, you don't
wanna miss this episode.
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Make sure you like this video,
subscribe to our channel
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so that you don't miss any of our amazing
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revenue generating content from Upflip.
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(upbeat music)
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You guys let's go say hi to Paul.
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Good morning, Paul.
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- Good morning, Paul, how are you doing?
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- Doing well.
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- Good to see you.
- Good to see as well.
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Tell us a little bit
about yourself and when
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and why you went lean and
implemented Kaizen at Fast Cap,
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Thank you.
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- Well, I was a very successful
business person three years
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into building Fast Cap and
things were going great.
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But I used to walk through that door
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that you just walked through.
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And every time I came in here,
there was all these problems.
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And I was very frustrated.
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I said, well, this is what
running a business is about.
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I don't wanna do this.
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- Right.
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- And I found out about Kaizen
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or about the Toyota production system.
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And that was the answer
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on how I could solve these
problems that kept reoccurring.
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And it was how to get rid of problems
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so they didn't keep reoccurring.
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(upbeat music)
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- Can you show us the
process that you've improved
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through Kaizen?
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- Yeah. I'm surrounded
by thousands of them.
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Everywhere you look.
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So we just cover the forklifts right here
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and take a look at it.
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So the forklift driver
Johnny has this all set up,
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look at it.
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He's got his tape measure.
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Everything's labeled, he's
got everything in Kaizen form.
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He's got his knife.
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He's got his pans,
blue, highlighter, pink.
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Nothing's random.
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And there's not like there's a little cup
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with a bunch of stuff crammed in there.
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So you have to of grab them every time.
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No, he can see clearly everyone
he needs, when he needs it.
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He needs a safety glasses, boom.
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his safety glasses go right there.
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He needs his gloves.
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He's put a clip on here that's magnetic.
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- Interesting.
- That holds is his glove.
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He's thinking about
everything all the time.
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So everything matters.
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You come over here and you look at this
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and you say paper recycling.
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Well, the problem is people
are using this for trash.
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So what they did is they
put blue liner on the inside
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which signifies to everybody
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in the company instantly as recycling.
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So we don't have a problem
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with people putting garbage
in the recycling one.
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What there's Kaizens
everywhere in this facility.
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How we hold up our
scooters, you can just look,
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I can walk you around this whole place.
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And every time he turned around
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there's gonna be another Kaizen.
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- So let's go back to this real quick.
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For someone watching who
is clueless about Kaizen
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hearing it for the first time, right?
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How did you get to this point?
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What's the process look like?
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I mean--
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- That's a really easy
question, but unfortunately
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it's the answer is not
what anybody wants to do.
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So Johnny didn't just say,
Oh, I'm gonna go Kaizen there.
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- Right.
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- What happened was we
trained Johnny to Kaizen
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and we trained him in our morning meeting.
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And I know that's one of the
questions you're gonna ask me.
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Why is the morning meeting so important?
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Because that's where we train
people to think differently.
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You can't do what you're seeing here
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unless everybody's thinking differently.
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So they come in here thinking one way
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and we have to transform them
to thinking in other way.
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And that other way is
everything is a process
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and everything must be improved.
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So we've trained Johnny to think this way.
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- Gotcha.
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- So when he goes to get his pen
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and he struggled, when he
goes to get a tape measure
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and he struggled, when he needs his hammer
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and he struggled, he says, stop,
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fix it now.
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Fix what bugs you now.
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(upbeat music)
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I think it's real important
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that you understand the word Kaizen.
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So the word Kai, K-a-i is a Japanese word.
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It means to change.
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Zen, is good.
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To change. Good.
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To change.
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- [Both] Good.
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- I like that.
- You see what I mean?
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- Yes.
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- Now for the Japanese,
this is really important.
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The Japanese are the ones
that really brought us
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to this concept of to change good.
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And that's who, we're
kind of following, right?
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In the Japanese culture,
this Kaizen means daily.
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It doesn't mean like,
Oh, do it when you can.
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It means wake up in the
morning and Kai-Zen,
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change for the good.
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It's a whole different mentality.
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And so most people are not thinking like
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did you get up this morning and you say,
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the first thing I'm gonna
do is I'm gonna Kai--
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- Make some improvements.
- Zen, no, no.
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Most people don't think that way.
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This is the way everybody thinks here.
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- I love that.
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- You train them to think
that way. (upbeat music)
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- So Kaizen or Kaizen, right?
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What's the right pronounci--
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- Kaizen.
- Kaizen, okay.
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Different ways to pronounce it.
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Okay. Yeah.
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So it's worked effectively
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for big corporations, like Lexus, Toyota.
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What about for somebody
who's just starting out?
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so same way for them?
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- Yeah. It doesn't matter.
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It's an individual. You can do it at home.
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You could be a homemaker.
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You could be a stay-at-home worker.
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It doesn't matter.
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You wake up in the morning
and you brush your teeth.
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- Okay.
- Right?
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When you're brushing your teeth,
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ask yourself, how long does
it take to brush your teeth?
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Three minutes, four minutes.
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How could you possibly do
it maybe a little faster
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and even its a little faster,
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how could you do it more effectively?
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So let's say you still using
three and a half minutes.
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Cause it's not all about speed, right?
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- Right.
- It's about quality.
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- Right.
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- So let's say you take
three and a half minutes
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to brush your teeth and you
do this pattern like this.
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But you find out that if you
go in a circular pattern,
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you're getting twice as much plaque off.
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But you're still gonna take
three and a half minutes
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because you want that to happen.
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But now you're getting twice as much done
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in the same amount of time.
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So we're in pursuit of
quality, not just time-savings.
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So we want to increase
the quality of our life.
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We want to increase the effectiveness,
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the efficiency of our life.
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And so you start considering everything.
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So you asked me, how do you
do it if you're a one man shop
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and not Toyota?
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You consider how you brush your teeth.
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You consider how you answer your email.
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You consider how you make your life,
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how you make your coffee in the morning.
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How many steps you go back
and forth to the refrigerator.
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How many times you open the cabinet door?
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How much time you look for the cereal.
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I mean, everything is a process.
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Where your knives are,
where your forks are
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in relationship to your stove.
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I mean, I could go on and on and on.
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It's everywhere.
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- Yeah. So for someone watching this video
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thinking corporation companies
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I think it's a good point to get across
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that it starts at home.
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- Absolutely that.
- The moment you wake up.
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(upbeat music)
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what are Kaizen events?
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- Okay.
- And then are they necessary?
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- Well, traditionally that's
the way Kaizen was deployed
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in most large companies.
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They hire a Kaizen expert
and then they come in
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through a department and
they do Kaizen on you.
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They show you how to save
money, time and efficiency.
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I'm gonna be more efficient.
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So that's not the way we do Kaizen.
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Let me explain.
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We do Kaizen by simply fix what bugs you.
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You have a problem, you have a struggle,
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whether it be the pen, whether
it be the pocket, chizel
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or whatever it is
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and you stop right there and
you make a small improvement.
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- Okay.
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- So the Kaizen that I teach
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is the aggregation of marginal gains.
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The Kaizen event is one big improvement
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made by experts that
generally go into an area.
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So let's take, for instance,
what you see right here.
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These are injection molding machine.
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We just got a brand new
injection molding machine
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that we're installing right now.
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You could say this was a Kaizen event
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because we've been planning
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and working on this for
six months, maybe a year.
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So we got our engineers together.
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We got all of us.
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We visited trade shows.
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We went and learned about
injection molding machines,
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the new technology, we've
made tons of phone calls.
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We had reps, everybody
we're gathering information.
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That was kind of like a Kaizen event.
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- Okay.
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- And it took all that to
get this machine in place.
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That's a big improvement.
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We're making a big improvement.
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That's kind of like the
way most people do things.
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- Okay.
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- That's not the way we ascribe it.
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Certainly there are opportunities
to have Kaizen events
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but that represents this
much of the improvements
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that we make.
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This is the improvements
that we're really making
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the aggregation of all
these small improvements.
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And then occasionally
we'll do a Kaizen event
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and that really should
make up the vast majority
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of the improvements in any organization.
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They should be small improved.
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And when the opportunity comes up
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or we need to solve a problem,
then we'll do a Kaizen event.
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But it is not the main way we improved.
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(upbeat music)
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- Talk to us about the Kaizen
plan-do-check-act checklist
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I guess, this should be interesting.
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- So this is the way
that the Japanese learnt
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from the Americans after world war II,
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how to approach any problem.
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So the first thing you do
is you look at the problem
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and you say, okay, let's
get a plan together.
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How are we gonna solve that problem?
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We need to visit injection
molding machine companies.
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We need to go to trade shows.
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So we go ahead and do.
- okay.
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- We're gonna go to those
shows, we're gonna do all that.
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Then we're gonna check all
the results that we got.
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We're gonna come back
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and check everything
we've learned on that.
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And then we're gonna make the act.
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We're gonna cut loose with
the resources and do it.
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So it's a cycle of thinking.
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Again we always talk about thinking.
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It's really important
that you think clearly.
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So when you look at a
problem, you wanna look at it.
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You want to plan, what's our plan?
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What are we gonna do?
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And then what are we gonna do? Okay?
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Now we've gotta execute and
then we're gonna check it.
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What happened as a result
of what we did, did it work?
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right?
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Did it work? And if it didn't
work, what are we gonna do?
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What are we gonna change?
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And we want to just keep
repeating this cycle.
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And this is the refinement cycle
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of how you make improvements.
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You just plan, you do, you
check, you adjust or act,
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plan-do-check-act.
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You just keep going around.
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You're constantly improving everything
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through this simple way of thinking.
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(upbeat music)
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- Make sure you check out
our blog upflip.com/blog
[682]
with a ton of awesome articles
on all kinds of businesses.
[685]
Also, we've got something
exciting coming for you next year.
[688]
And that is our Upflip Hub.
[690]
You can go to that place
and you can build a business
[692]
from start to finish and you
have all the resources there
[696]
that will help you grow a
business and be successful.
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(upbeat music)
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- Show us another happy employee
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maybe a Kaizen process that you mentioned.
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- Oh, I'd love to, come on over here.
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So Yuri, can you show them
like, show him this thing?
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Is this too big of a hustle
to show them real quick?
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- This is really easy.
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- Watch this. this is amazing.
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This is how little the Kaizen are.
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- If you need to change the effells.
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So basically you have to take those screws
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and you always take those
screws like on the sides.
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I put somewhere and
then go back and forth.
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Magnets idea, pull and pull its--
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- [Paul Akers] Take one screw out.
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- It goes exactly in the spot--
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- [Paul Akers] Watch this.
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- [Paul Bunalov] I see. So
you're not losing those screws
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or--
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- [Paul Akers] Look at that, green, green.
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Red, red.
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- Try this, not really
the same on each screw.
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So it goes much easier
exactly to that spot.
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- That's how it is.
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This is the Kaizen improvement.
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- That's a Kaizen improvement.
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- It may save a millisecond
of time, but that millisecond
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is important because now
Yuri is not struggling ever.
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- Right.
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- Ever.
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- And you're the one that
figured it out, right?
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- Absolutely.
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- You're working on the
station you're thinking--
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- Always some kind of problems
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or something that makes your work harder.
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So you can make easier your life easier
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with something easier, something simpler.
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- So another Kaizen, show him this one.
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So now he wants to take these off
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you turn on by hand normally we said, no,
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we welded nuts on there.
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And now he can just
take them off like that
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and let's that go.
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It's done.
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He doesn't have withdraw the tool.
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Show him this one down here, the tape one.
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- I take this material,
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I just use like two inches.
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I don't get much,
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so I get this much goes to
connect material together
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like this, right?
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And if I need to splice
it, this yeseran material,
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I need to go all the way five inch exactly
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the material there and when
I go to this, five inches,
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exactly five inches for you.
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- Precisely what he needs.
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So Kaizen is also about precision,
about being very precise
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because precision produces higher quality
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and less rework and less depack.
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(upbeat music)
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- Show us some tips for someone who wants
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to start today in implementing Kaizen
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and wants to see something.
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- Well, number one tip is
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fix
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what--
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- Perfect handwriting Paul.
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- Bugs
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you.
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- I'm glad you think I have good writing,
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I work hard at it.
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- Mine's worse.
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- That's the first one.
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Fix what bug you.
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Number two.
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- This is money right here guys.
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- Simple.
- Simple.
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- Simple.
- Keep everything simple.
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Its gonna be complicated.
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You're going not get anybody
to buy in on this, right?
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That's why we go back
to fix what bugs you.
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That keeps it simple.
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You got that?
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- Yep.
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- Third one and probably
most important one.
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If you're a leader like me,
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there's only one place to be.
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When you came here today
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and you went upstairs to
prepare, to get ready for that.
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Where was I?
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- You were on the floor
with your employees.
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- On this floor with my boys.
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I was working.
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I was on the shop floor.
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So the third one is shop floor.
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- You weren't stuck in
your executive office?
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- No, I'm not my executive office.
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We call this GEMBA.
[902]
The Japanese word is G-E-M-B-A.
[907]
This is a real important word
for everyone to understand.
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Okay. So GEMBA, G-E-M-B-A.
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And then I'm gonna put a big
magnifying glass right here.
[920]
Okay. There's my magnifying glass, GEMBA.
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It means the shop floor,
but what it really means
[927]
in Japanese is the scene of the crime.
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- Interesting. So when a tap...
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when a Japanese reporter is reporting
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they say I'm at the GEMBA.
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I'm at the scene of the crime.
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So you want to get out of your office
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and go to the shop floor or the GEMBA
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because this is where the action is.
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This is where the problems are.
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If everybody did this, the world
would be a beautiful place.
[954]
(upbeat music)
[959]
- Everyone we've talked
to mention team meeting up
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at some point.
[963]
When did they happen?
[964]
Walk us through really the evolution.
[966]
- Every morning we get here
at seven o'clock sharp.
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And we 3s.
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We clean our entire facility.
[971]
We look for problems.
[972]
We look for the burden.
[973]
We look for the variation
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so we can find the MODRE
and we make improvements
[978]
like Emily said, we're all
having time to make improvements.
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Then at 7:30, we have our team meeting.
[983]
This is our scoreboard right behind us.
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- Okay.
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- And a different person leads
a team meeting every day.
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So the last Christian, Darby, Darla
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and they're evaluated at
the end of the meeting
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they were evaluated on their
passion, their preparedness
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their engagement, their
questions, their transition
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their humor, their control, their time
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and their average and what
they're gonna work on.
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- Interesting.
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- So the important thing here is
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this is our handset remember plan-do.
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- Right.
- So they plan their meeting.
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They're doing the meeting
they plan it, right?
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Emily is doing the meeting tomorrow
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she already planned it.
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And then tomorrow she's gonna do it.
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And then we're gonna
check, plan-do-check-act.
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So we're gonna check.
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We're gonna evaluate her
on all these instantly.
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Not after the fact, not in a 30
[1028]
not in a six month review.
[1029]
Oh, Emily.
[1030]
Let's talk about your morning meetings
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that you've been doing--
- Six months ago.
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- Let's talk about right now.
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And then we make plan-do-check-act.
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And then what's the next act.
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We're gonna be more prepared.
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We're gonna have more confidence.
[1042]
We have more passion, more movement.
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So we're constantly
doing this all the time
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and it all happens in
the morning meetings.
[1048]
- I hope you guys took away a
lot from this impactful video
[1051]
about how Kaizen can change
your life and your business.
[1054]
Thank you for watching make
sure you like this video
[1056]
subscribe to our channel
and check out part two.
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