Unlocking Success with the Theory of Constraints: Insights from Thomas LaMay

Transcript

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But there will be no non-disclosure agreements violated this morning. All right. Perfect.

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One of the best ways to learn about theory of constraints is from someone that's actually applied it.

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Thomas LeMay is going to share how he uses and approaches theory of constraints

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so that you can also benefit from Elihu Goldratt's work and use it in your own practices.

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So the first thing you have to do, you have to get this book, The Goal. The Goal.

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We'll pop it up. So you have to get it. And I would say, and I've told this

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in your presence, don't just get the book, get the audio.

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And the reason I say that, because it is, in my opinion, I'm probably biased, but I don't care.

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It is probably the best audio book that's, that's ever been made.

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And the reason why I say that it's number one, the subject matter is,

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is, I mean, it's, it's the subject matter we're going to talk about today.

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Day, but two voices, actors.

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What does it have? It has music, sound effects, it has sound effects. It, yeah, it does.

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And it's like, it's like watching a movie, but you don't have the video. It's everything else.

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So it's kind of immersive. So you kind of enter yourself into this,

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into this story. That's that's the goal.

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And when, when you do that and read it and go over it and apply it to your life, it's, it's amazing.

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So I just want to leave with that. I don't know if you want to add a tidbit there too.

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That's perfect. Yeah. And it's got a bonus. Well, the two bit another,

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since you baited me, the tidbit at the end of the audio book is the bonus chapter

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where Elijah Goldratt reads standing on the shoulders of giants.

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It was a, like a blog post or a paper.

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I think it was a paper that he wrote where he was talking about some of the

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history of where he came to the concepts of what he had and where he built it from.

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So that's a fantastic read.

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Highly recommend. And it links it to lean.

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Yeah. And it's his own voice. And I listened to it like at a 1.3 X or to 1.5 or six X.

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So you can really hear the passion and sometimes anger in his voice as he's

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going through that standing on the shoulders of giants. Yeah.

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I, uh, I didn't get a chance to take any seminars with Dr.

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Goldrad, but I definitely have listened and consumed as much as possible.

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While I'm sitting here with its whole catalog and perhaps maybe downstream,

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we'll start talking about critical chain, but.

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But today we're going to do the interior constraint. So I'm just going to get right into it.

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And it's important that when you do any kind of introduction to a subject,

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you tell people exactly what they're going to get into.

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Who would read this or go through this with me. And it's like,

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okay, I'm going to show you a brand new subject.

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But this is what we're going to approach. And I put people in a frame of mind

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and kind of hopefully get them into a mood. It's like, I am ready to accept this.

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So this is less just blasting information at a person.

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This is about this is going to be different we're

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going to approach problems in new ways maybe ways you

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haven't even considered or at least maybe in in

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ways that we're going to tweak the way we have a

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mindset about issues and problems and constraints and

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that's what i'm this is the introductions section of

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the of the agenda the next one is like constraints and construction i think

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that word dropped off for some reason and then the next one is cognitive bias

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and that's It's important because cognitive bias just creeps into life and it's

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impossible to escape from.

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So we'll talk about how cognitive bias creeps into your problem solving and

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your constraint removal process.

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There's also identifying process.

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It's funny that I put bias before identifying because it's true.

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If you have bias, sometimes you can't even see.

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And I'll prove it to you. David Pérez- That's all I believe you.

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David Pérez- Prioritize and assign resources.

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So once you've identified things, you have to use your planning,

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your scrum boards, your CPM schedules.

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Your last planner, that, that all of these things that we already use,

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now you have to use them even better and even more efficiently,

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because now you have to get to this prioritization and focusing steps.

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And then there is a tool, it's a constraint log. I'll show the basic steps of

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using a constraint log correctly.

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And then there's some visualization techniques that help you.

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Once you've done all of those steps, you've done all of your prioritization,

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you've done all of your worksheets, everything's all dialed in.

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Maybe you got a Power BI going.

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Once you get to that, you visualize and you show that to people.

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You show your visualization to the workers out in the field.

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World, you show it to architects at other, in other places, say,

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Hey, this is our priority. This is the constraint.

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And you have to get people to agree at that's the problem. So that's what we're going to talk about.

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Let's get into it. So here's the guy, here's the, here's the man himself, Dr. Goldratt.

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And he wrote a book. It's like, what is this, this thing called theory of constraints

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and how it shall be implemented.

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But yeah, so there's Eli Goldratt. and I lived, he lived for a pretty long time,

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recently passed, but on his gravestone, this is Dr.

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Goldratt's gravestone in, in Israel.

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And, and it's so good, but he put on his, on his tombstone, these are six kind

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of, I guess, outward going print that he left on the world. And it's still sitting there today.

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There's number one, people are good. every conflict can be removed three every

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situation no matter how complex is exceedingly simple number four every situation

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can be substantially improved every situation number five every person can reach a full life.

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And number six, there is always a win-win solution. And I think that's important that Dr.

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Goldratt's kind of like legacy on, you know, above,

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above his mortal remains is this statement about like hope and study and an

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improvement and full life. Isn't that great?

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Like, man, it's like everything out there is like, that's, that's nothing like

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I've accomplished. I was an award-winning physicist and a well-best-selling novel author.

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None of that's on here. Everything that's on his tombstone is what he did,

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what his name is, and then his outward statement in English about a whole bunch of positive things.

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I think that's really great. So I always put this in the frame of mind whenever

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I'm dealing with problems, that there's no matter how complex this issue is,

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we can make it more simple.

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Yeah, I love this. Philosophy shows through beautiful philosophy.

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I'm surprised we're aligned with it. Right, Thomas? Yeah. And that's why I talk about fear.

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I talk about being assertive.

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When I talk about like approaching situations and constructions,

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we have to do, we have to do scientific study.

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These, these six words right here is where that comes from. A lot of it.

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Real, this really, really hits me, hits me in a good way.

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And since I've studied a lot of his stuff and then I kind of,

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I kind of understand the man.

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I always put this in here because this is where this theory of constraints,

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like this is, this is the, this is the goal.

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So let's go. So what's the constraint?

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There are many constraints. And I think you've heard me, Felipe,

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talk about being in airports.

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When you're in an airport, you're in many constraints.

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Well, let's talk about, let's talk about basically two.

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So right in the middle there is a physical constraint, things that are physical

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constraint, like, like me and my upside down K-cup, right? Like you can't physically do.

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Unless you damage it, you can't physically insert that K-cup incorrectly because

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you're restricted with dimensions and those kind of things. So we have to understand those.

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And some of those are even designed in, like the good people at Keurig designed

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that system where, hey, without damaging the equipment, if you put the K-cup

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in, it will nest in there and it won't leak all over.

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So you're forced, you're held back by force, physically impossible to form a

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task. So there's, sometimes human beings can be physically constrained, right?

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With handcuffs and put behind bars.

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So that's not always a good situation for human beings, but for things,

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it's actually sometimes a good thing. So we don't damage things.

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We don't get stuff out of control. So that's a physical constraint.

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The harder ones are non-physical constraints.

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And, and you have to, you have to put people into a constraining condition by

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policy or law or agency conditions, like fire, fire alarm restrictions.

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Those kinds of things. Eliminating factors in contracts.

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Oftentimes we would say a non-physical constraint in a contract.

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We like, we are forced to utilize raw materials from a particular place or,

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or avoid using components from, from specific places. So those are constraining

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conditions that we must understand.

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Another one, non-physical constraints are budgets and schedules. We have to understand.

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We have to understand budgets and we have to understand schedules, those kind of things.

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So they put things into, they put some boundaries around things.

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There's other constraints, and I put them over here, learned helplessness and

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unwritten cultural norms. Have you ever felt a cultural norm become a constraint?

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Welcome to the EBFC show, the easier, better for construction podcast.

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I'm your host, Felipe Engineer Manriquez. This show is all about the business of construction.

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Today's show is also sponsored by the Lean Construction Institute.

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LCI is working to lead the building industry and transforming its practices and culture.

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Its vision is to create a healthy and thriving industry that delivers outstanding

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project outcomes every time for everyone.

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Check the show notes for more information. Now, to the show.

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Absolutely. Yeah, especially working across the United States.

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I mean, it's not like one construction project in one metropolitan area is not

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going to act and behave the same way as people would say in a rural setting,

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far, far away from the city, or if people are like away from their home office

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by States and States away, there are these invisible cultural things that absolutely

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are heavy handed and how people are going to behave on the project.

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Yeah. We have to, we have to, uh, acknowledge those. Right.

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So, um, and then, and then a kind of another category that I've really kind

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of been interested in, but it's this this idea of missed or unknown opportunities,

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it's, it's kind of, it's, it's an emotional thing.

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So it's like, it's ignorance of alternative or unexplored options.

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It's like there, there could be a way out of the situation, but we just don't

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know what it is because we just don't know.

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Confusion, confusion definitely comes into play due to poorly designed processes.

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Confusion becomes a constraint real quick when we're in poorly designed processes.

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And then And misjudging the impact of delays. Now we're talking a little bit about bias.

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We talk about misjudging.

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But the two big ones in our industry are physical and non-physical.

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Those are the two big ones. The behavioral ones, those definitely creep in.

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But I would say that the two big ones that which we must overcome first are

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physical and non-physical.

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And this is bias. The one on the left, confirmation bias.

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Have you, I've felt this all the time. It's, it's this comforting lies or unpleasant truths.

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And we will have a tendency to search for, interpret information in a way that

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confirms one's perception.

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So if I believe that we are behind and I am a person who is of importance,

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or maybe I'm a person of, of authority without any kind of proof or, or, or proof.

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Or scientific truths, people will align themselves with, with that.

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And it's, it's something you have to overcome and it's something you have to

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recognize very quickly.

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So utilizing the theory of constraints, it'll actually, it'll actually push

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you out of the situation. So it left out of control.

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We will gravitate towards things that are easy versus things that take a bunch

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of time, but are actually attacking a problem.

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And then the other one is availability bias. And this happened here in the Southeast last summer.

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There was a attack on a gas pipeline, a gas pipeline,

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career attack and they shut down a gas pipeline that was in the Southeast for like a day.

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I think it was a day or maybe it's two days, but everybody went out and filled

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up their gas tanks in their car and there was no gas. Like you couldn't buy gas.

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You couldn't buy gas. And the reason why, because there's more capacity in everybody's

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fuel tanks than there are capacity in the gas station. So if we all run the

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gas station, we're going to run them out and then there's none for anybody.

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So it creates that hoarding behavior.

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When you feel like you don't have something, you just be like,

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whatever's the closest, let's just do that.

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So it's a tendency to overestimate the likelihood of events with a greater availability and memory.

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So it's like, if it's in the front of your mind, like, oh, this,

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we might not have the ability to get fuel for two days.

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I have to go, you know, go to work and I got to go to stuff.

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So I'm going to go right now tonight and fill up my tank all the way.

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And if we all did that, we run it out. There's more capacity in all of our,

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all of our vehicles than there are capacity in the places that serve that.

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So those are two that you have to kind of understand that they are real.

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They're unavoidable. They're unavoidable. And we have to overcome them with

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a consciousness greater than just what's here. So we can't just overcome them

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with confirmation bias by calling people liars.

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Can't do that. And then we can't overcome availability bias with a warm blanket

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and a cup of tea and be like, it'll be okay.

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It'll be okay. Like, no, we must take greater steps than what's on the surface

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level. So we have to kind of dig into stuff.

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So this is a physical constraint.

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And this is a real one, and this actually affected me. This was a overpass on

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880. It's California, Felipe.

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I know. I recognize it. This is the Spaghetti Bowl, and it's the southbound

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and I think southbound and westbound

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off ramps off of the Bay Bridge going towards San Jose or Oakland.

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And there was a tanker truck that got in an accident and it caught on fire and

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burned this section of bridge. I think it happened in the mid-2000s,

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let's say 2000, but this is a real physical constraint.

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And I'll ask you, Lipe, what's a physical constraint?

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A physical constraint is one that creates a boundary condition that we must deal with.

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It either prevents us, stops us, or funnels us into a certain flow or way of

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doing things. So pick it. Which one?

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This one's physical. Just the idea. Oh, the description if I was going to put

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on a log is can't use southbound 880 due to bridge collapse.

221
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But in fact, there's two.

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One bridge is out and the other bridge is blocked.

223
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There are two workflows that are upset. If you look at it, elevate.

224
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Oh, yeah. You got to detach.

225
00:16:06,330 --> 00:16:11,870
Yeah, like Jocko said, got to detach. Elevate yourself. When you look at a constraint,

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don't go look at it at, at surface level.

227
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This is probably taken from a helicopter, but, but you gotta detach yourself

228
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from the situation and idea it.

229
00:16:21,490 --> 00:16:25,430
So this is a later picture when they're repairing that bridge.

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But if you can see it here, I'll, here, I'll, I'll, I'll make it way more obvious. Yeah.

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That when we, when we, when you look at a constraint, one bridge is,

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one bridge is destroyed, other bridge is blocked. That's blocking two flows of work.

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Two flows of traffic here. That's two directions. That's two separate sets of people.

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And then when we repair it, when we do the rework to repair that constraint,

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you also have to consider,

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The traffic flows or the workflows, the flow of anything and the direction there it goes.

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So at some point, and this was part of the, the award winning,

238
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they were able to get that, get some of the traffic flowing again by,

239
00:17:08,726 --> 00:17:10,806
by building this, this, this structure

240
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very quickly, but they're able to release part of the constraint.

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00:17:14,746 --> 00:17:18,866
So they were able to release one of the constraints, the southbound 880.

242
00:17:18,986 --> 00:17:22,006
So you see these people heading, heading towards Oakland.

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Boom. They were able to go back to normal traffic flows.

244
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But if you're going west towards Sacramento on I-80, you still have to take

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an alternate route because they're still repairing the bridge.

246
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So when we think about the constraint and when we design and assign resources,

247
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we also have to think about what it affects downstream.

248
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And if you have multiple constraints that are competing, what are ways that

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we can at least open some of the bottlenecks up to start alleviating the pain?

250
00:17:58,246 --> 00:18:03,006
And that's exactly what they did. The California Department of Transportation, Caltrans, did that.

251
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But don't stop there. There's a teaser.

252
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We go back here's a here's an

253
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actual picture of the work i don't

254
00:18:12,006 --> 00:18:15,266
want to pick on these guys and i know i know the gentleman who

255
00:18:15,266 --> 00:18:20,786
has the feet but i will not release his name i will not identify him but look

256
00:18:20,786 --> 00:18:26,826
at that behavior one gentleman and these are these are iron workers and this

257
00:18:26,826 --> 00:18:32,206
is not an attempt to pick on iron workers but when you when you are doing a

258
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rework or you're relieving a constraint,

259
00:18:34,006 --> 00:18:36,986
sometimes we don't always design the works and that's the most safe.

260
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And this is exactly what's happening. This gentleman, I can't even tell if he

261
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was tied off and I could, how do I tell his, you know, the little bungee cord

262
00:18:45,166 --> 00:18:49,046
looking connector that, that hooks to your D-ring,

263
00:18:49,186 --> 00:18:54,286
it's almost as if it's not connected to anything, there's lots of slack on it.

264
00:18:54,306 --> 00:18:58,546
And almost his entire center of gravity is over the edge.

265
00:18:58,666 --> 00:19:02,406
If you look really closely, maybe this gentleman's tied off,

266
00:19:02,466 --> 00:19:09,086
but he's up on the top of the top rungs of that basket. And that that's just risky behavior.

267
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And they're working at night, working quickly. I imagine there's people that

268
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are like, Hey, we need to get this done.

269
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There's a whole bunch of, there's million, I don't know, 9 million people in

270
00:19:18,686 --> 00:19:21,586
the Bay area who are potentially impacted by this bridge.

271
00:19:21,946 --> 00:19:28,766
So we oftentimes don't work in haste when we plan this rework to correct a constraint.

272
00:19:29,186 --> 00:19:31,986
So we have to consider that. You have to consider that.

273
00:19:32,106 --> 00:19:39,146
So my first lesson and theory of constraints is physical constraints is starved resources.

274
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It starves resources, starves your time. It starves personnel.

275
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It starves budget. So if we have.

276
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If we have a budget problem in our industry, if we have a labor shortage,

277
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and if we're not dealing with constraints, you're actually contributing to that

278
00:19:55,959 --> 00:20:01,319
problem because physical constraints, they disrupt plan sequences of workflow.

279
00:20:01,819 --> 00:20:05,819
It's a contributing factor in risk-taking behavior. We just saw that, right?

280
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Because it's the rushing, it's the haste, it's working at different hours.

281
00:20:10,259 --> 00:20:15,599
So we don't have all of the safety professionals like them who are there for

282
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the observation of that work.

283
00:20:17,159 --> 00:20:20,739
And then that quality and acceptance criteria get diminished.

284
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We just feel like, just get it in there. I've said these words myself, like, just get it done.

285
00:20:26,239 --> 00:20:31,139
So they starve all kinds of resources because it gets us out of our planned

286
00:20:31,139 --> 00:20:32,699
workflows. We don't plan for constraints.

287
00:20:32,919 --> 00:20:39,339
Put time, personnel, and budgets to removal of constraints. We often do so in haste.

288
00:20:39,739 --> 00:20:43,459
And there's consequences to that. And that's what it is.

289
00:20:43,979 --> 00:20:47,539
So then there's non-physical constraints. And these creep into,

290
00:20:47,699 --> 00:20:55,039
and there are some companies out there who have some really good products to help us eliminate them.

291
00:20:55,079 --> 00:21:00,439
Healthy is one, you know, using them as an example, but non-physical constraints.

292
00:21:00,519 --> 00:21:02,619
And I have to get a question here.

293
00:21:02,739 --> 00:21:05,499
It's like, this looks like a photograph, Thomas.

294
00:21:05,979 --> 00:21:12,179
And I'm like, yes, that is a photograph of a removed non-physical constraint.

295
00:21:12,179 --> 00:21:16,819
Here's a photograph of a non-physical constraint, BIM models,

296
00:21:16,999 --> 00:21:23,859
because we have to understand and we build things nowadays in three dimensions,

297
00:21:24,179 --> 00:21:27,499
but in not in a real world, right?

298
00:21:27,639 --> 00:21:34,099
So BIM models allow us, they give us the opportunity to identify non-physical constraints.

299
00:21:34,099 --> 00:21:37,619
Uh, fire is stopping way up above ceiling,

300
00:21:37,899 --> 00:21:43,119
like doing a yoga move and it, the same things happen if we don't put in that

301
00:21:43,119 --> 00:21:47,839
sleeve or we put it in the wrong place, that's not going to stop the concrete

302
00:21:47,839 --> 00:21:52,619
from being poured because Hey, we can always go back in and core drill a hole.

303
00:21:53,179 --> 00:21:59,019
But when we have to go back and core drill a hole, can you guarantee with great

304
00:21:59,019 --> 00:22:03,799
certainty, Felipe, that you won't disrupt anything that was embedded in that con.

305
00:22:04,199 --> 00:22:09,859
Nope. Not even with x-ray. Not even with x-ray. And Hilti makes the x-ray machine too.

306
00:22:10,559 --> 00:22:14,479
Yep. But Hilti definitely, definitely has some products that,

307
00:22:14,479 --> 00:22:19,699
that they sell the construction industry that deals with our inability to properly

308
00:22:19,699 --> 00:22:21,199
coordinate ahead of time.

309
00:22:21,399 --> 00:22:28,459
Or they also sell the, the tool to help us with our ability to coordinate with those sleeves.

310
00:22:29,399 --> 00:22:34,179
And we have to do both. We have to understand sometimes things get installed

311
00:22:34,179 --> 00:22:38,039
incorrectly and we do have to, we have to do rework on things,

312
00:22:38,159 --> 00:22:40,659
but like things like doing fire caulking,

313
00:22:41,622 --> 00:22:47,082
above ceiling, above ducts, above conduits. This is just work that is just poorly

314
00:22:47,082 --> 00:22:48,402
designed for human beings.

315
00:22:49,002 --> 00:22:55,122
Inside of elevator shafts, all this stuff that you're just, your acceptance gets diminished.

316
00:22:55,382 --> 00:23:00,142
You notice the non-physical constraints, all the disruption.

317
00:23:00,402 --> 00:23:04,682
It's all the same as physical constraints. Because what happens is non-physical

318
00:23:04,682 --> 00:23:10,982
constraints, if left to their own devices, they become physical constraints.

319
00:23:11,622 --> 00:23:14,782
And one thing we study, DPR, is the impact of that.

320
00:23:15,282 --> 00:23:20,202
And we actually chart these. And we were showing some of those at the conference

321
00:23:20,202 --> 00:23:22,202
this weekend in Scottsdale.

322
00:23:24,182 --> 00:23:30,042
And it's on a huge factor that quality issues that are identified,

323
00:23:30,282 --> 00:23:35,142
it's like an S-curve, but like the Mount Everest of S-curves.

324
00:23:35,142 --> 00:23:40,222
So like quality issues that are identified in pre-construction and in coordination,

325
00:23:40,562 --> 00:23:42,862
when we're doing like VDC coordination.

326
00:23:43,242 --> 00:23:51,002
There are, we do find many, but we find exponentially more problems when we do things physical.

327
00:23:51,002 --> 00:23:57,062
And the reason why is because a lot of those non-physical constraints turn into physical constraints.

328
00:23:57,222 --> 00:24:00,602
And if those physical constraints aren't caught immediately,

329
00:24:00,942 --> 00:24:06,282
they turn into very complex physical constraints, like trying to execute a top

330
00:24:06,282 --> 00:24:10,442
of wall firestop over a whole bunch of MEP encumbrances.

331
00:24:10,782 --> 00:24:17,422
So we have to understand those. And those become rework activities,

332
00:24:17,622 --> 00:24:21,282
and rework activities are poorly designed.

333
00:24:21,502 --> 00:24:27,322
They often come with a whole bunch of consequences, like drilling through post-tension

334
00:24:27,322 --> 00:24:34,902
cables, through electrical wires, through pipes with water and chemicals in them.

335
00:24:35,022 --> 00:24:40,362
So the potential for safety hazards becomes much higher.

336
00:24:40,362 --> 00:24:44,122
The just the statistical if you

337
00:24:44,122 --> 00:24:48,142
just put like recordable injuries against time

338
00:24:48,142 --> 00:24:52,382
against just work hours you're not

339
00:24:52,382 --> 00:24:57,922
it's not it's not designed well the opportunities for for a negative consequence

340
00:24:57,922 --> 00:25:03,402
thing increases and if we're in the business of getting out of that or driving

341
00:25:03,402 --> 00:25:08,502
towards zero rework and zero injuries then we have to get left of the line we

342
00:25:08,502 --> 00:25:11,602
have to get left of the line We have to catch these non-physical constraints.

343
00:25:12,653 --> 00:25:16,573
Great opportunities, BIM modeling, BIM modeling does that, but BIM modeling

344
00:25:16,573 --> 00:25:20,773
by itself does not, does not do everything. It doesn't catch everything.

345
00:25:21,253 --> 00:25:27,553
And here's a, here's a great example of a risk taking behavior about just the dimensional error.

346
00:25:27,553 --> 00:25:33,633
So this is a photo I took of a gentleman who is, who is tied off,

347
00:25:33,733 --> 00:25:41,533
but think about the consequences of, of error here, of, of running that, running that DEX.

348
00:25:42,233 --> 00:25:44,953
Having that kind of error. That's, that's, that's a big deal.

349
00:25:45,313 --> 00:25:48,973
That's a big deal. So we actually design work for human beings and put them

350
00:25:48,973 --> 00:25:50,453
in, into precarious situations.

351
00:25:50,713 --> 00:25:54,233
We gotta stop. We have to stop this. So many constraints.

352
00:25:54,893 --> 00:26:03,533
So many. What to do? And this becomes the work-life balance conversation because

353
00:26:03,533 --> 00:26:08,673
we can identify and go crazy with identifying constraints.

354
00:26:08,933 --> 00:26:14,653
There are just so many. And I always say that there is no balance because life

355
00:26:14,653 --> 00:26:20,913
is 100% of the time. If you had a work-life, your right hand on your ratio,

356
00:26:21,033 --> 00:26:23,353
the life side is a one. Always.

357
00:26:23,713 --> 00:26:27,413
It's always a one. So if you can't, you can never balance that.

358
00:26:27,513 --> 00:26:32,513
If one side is a hundred, so you have time for three things.

359
00:26:32,753 --> 00:26:37,053
Working holidays are two. You pick the third, right?

360
00:26:37,193 --> 00:26:41,373
And that's oftentimes the case. We have to make trade-offs. Just our effective life.

361
00:26:41,493 --> 00:26:46,513
We have to do it. So what we want to do is, is manage resources so that everything

362
00:26:46,513 --> 00:26:50,853
that the constraints are going to consume will be supplied by the non-constraint.

363
00:26:51,533 --> 00:26:55,553
That's the, one of the focusing steps that we learned in theory of constraints

364
00:26:55,553 --> 00:26:58,633
is, is subordinate your resources.

365
00:26:58,993 --> 00:27:04,573
The next one is managing non-constraints. Well, not, they won't help since the

366
00:27:04,573 --> 00:27:08,273
overall system's performance is controlled by the constraints. It's a series of gates.

367
00:27:08,793 --> 00:27:10,813
So if we actually synchronize.

368
00:27:11,672 --> 00:27:15,952
Constrained activities in non-constrained activities, you can actually synchronize

369
00:27:15,952 --> 00:27:20,292
these and Jason Schroeder and Felipe teaches us many things that I've learned

370
00:27:20,292 --> 00:27:22,772
from you Felipe to do this.

371
00:27:22,892 --> 00:27:27,312
So thank you. But if you actually manage non-constraints, so you actually put

372
00:27:27,312 --> 00:27:33,312
things in through a series of gates that you will prevent constraint-free activities,

373
00:27:33,352 --> 00:27:35,912
just to run wild through a series of controls,

374
00:27:36,212 --> 00:27:38,852
you can actually synchronize.

375
00:27:39,992 --> 00:27:44,712
And what does that do? It attacks cognitive bias. And that cognitive bias is

376
00:27:44,712 --> 00:27:45,592
this low-hanging fruit.

377
00:27:45,852 --> 00:27:49,852
This low-hanging fruit, I can just, I'm hungry, I need to eat,

378
00:27:49,912 --> 00:27:53,312
consume, and I'm going to eat this one that's right in front of me that's super,

379
00:27:53,412 --> 00:27:56,052
super easy. And it feels good when you do that.

380
00:27:56,472 --> 00:28:02,572
It feels great when we take this low-hanging fruit and we knock 10 items off the list.

381
00:28:02,572 --> 00:28:07,832
It feels good, but if we don't go, you know, I'll use the Bay bridge analogy

382
00:28:07,832 --> 00:28:13,012
and I know Felipe, you, you've, you've looked down this, this view.

383
00:28:13,252 --> 00:28:15,472
I have, I have hundreds, thousands of times.

384
00:28:16,052 --> 00:28:19,752
Yeah. I've been trapped in that traffic so many times. It's yes.

385
00:28:20,012 --> 00:28:22,352
I have like PTSD with this traffic picture.

386
00:28:24,172 --> 00:28:28,832
We're going towards San Francisco and you have to go through this bottleneck.

387
00:28:28,832 --> 00:28:35,472
The your other opportunity is drive clear down to the 92 which is in mountain

388
00:28:35,472 --> 00:28:40,672
view i guess so it's like way down way out of the way so san francisco is basically

389
00:28:40,672 --> 00:28:42,412
a peninsula it's basically an island,

390
00:28:42,892 --> 00:28:45,872
and there are very few ways to get to it you got the golden gate bridge and

391
00:28:45,872 --> 00:28:49,592
you got you got bay ridge here you know you got want to get into the city you

392
00:28:49,592 --> 00:28:52,592
got to go through bottlenecks it's the same with with everything that we do

393
00:28:52,592 --> 00:28:55,772
in life and at work there are things you have to go through,

394
00:28:56,272 --> 00:29:00,412
So if we have to manage, we have to manage constraints that are on there.

395
00:29:00,472 --> 00:29:03,872
So I always say, imagine if there was a car on fire, and there was a,

396
00:29:04,480 --> 00:29:11,860
And imagine if there was a car with a leaky tire, and then imagine if you had

397
00:29:11,860 --> 00:29:17,680
somebody who's going to run out of fuel, which is the constraint that we need to remove first.

398
00:29:18,320 --> 00:29:22,460
Car on fire. Car on fire, because that's going to do damage to the bridge.

399
00:29:22,580 --> 00:29:24,600
It's going to affect more things, right?

400
00:29:24,980 --> 00:29:29,640
So the car on fire, we need the fire department. We need people to get the hell out of the way.

401
00:29:29,920 --> 00:29:34,420
We need a tow truck. We need a lot of stuff. We need a lot of stuff,

402
00:29:34,680 --> 00:29:38,080
but we have to go apply that because if we don't apply all of those resources

403
00:29:38,080 --> 00:29:41,680
to it, we won't affect traffic flow whatsoever.

404
00:29:41,920 --> 00:29:45,140
And in fact, it'll be worse because now there'll be damage. There'll be a car

405
00:29:45,140 --> 00:29:48,120
that's burned and blocking traffic lanes.

406
00:29:48,540 --> 00:29:51,840
So we have to get all these people organized to get the hell over,

407
00:29:52,020 --> 00:29:56,340
clear a path to allow for first responders to get over.

408
00:29:56,440 --> 00:29:59,740
They have all kinds of lights and sirens. At least they'll get over,

409
00:29:59,860 --> 00:30:04,780
but it does take behavioral to get out of the way so that first responders have to get it.

410
00:30:04,820 --> 00:30:09,260
So we have to think about when we prioritize constraints in the same manner

411
00:30:09,260 --> 00:30:12,440
that oftentimes, yes, we're going to have to apply a whole bunch of resources

412
00:30:12,440 --> 00:30:13,640
to removing that constraint.

413
00:30:13,840 --> 00:30:17,760
But it's just that we have to. We have to avoid the cognitive bias.

414
00:30:18,460 --> 00:30:23,180
So here comes the constraint log. So this is how you apply this in the real

415
00:30:23,180 --> 00:30:27,420
world if you're just doing this out of the gate. There are many,

416
00:30:27,560 --> 00:30:32,140
many, many more ways to manage constraints, but this is kind of where you start.

417
00:30:32,460 --> 00:30:37,200
And I'll say this, and there are great people that worked in the United States Marine Corps.

418
00:30:37,720 --> 00:30:41,340
They've taught me this idea that this is about ownership.

419
00:30:41,820 --> 00:30:44,880
And they have a great saying, and when you go through, I guess,

420
00:30:44,900 --> 00:30:46,680
basic training in the United States Marine Corps.

421
00:30:47,439 --> 00:30:52,539
They give you a rifle and they teach you this and they drill it into that. This is your rifle.

422
00:30:52,799 --> 00:30:57,519
There are many like it, but this one is yours. Without me, my rifle is useless.

423
00:30:57,579 --> 00:30:59,259
Without my rifle, I am useless.

424
00:30:59,779 --> 00:31:04,839
A Marine without a rifle is not a Marine. And a rifle without a Marine is not a Marine.

425
00:31:05,059 --> 00:31:08,699
We have to have both. I will learn its weaknesses, its strengths,

426
00:31:08,779 --> 00:31:11,539
its parts. I will keep my rifle clean and ready.

427
00:31:11,699 --> 00:31:14,499
So if you have a constraint log, it's the same way.

428
00:31:14,659 --> 00:31:20,579
It's yours. And if it's poorly organized or if it's without responsible parties

429
00:31:20,579 --> 00:31:24,879
or without, if it's without proper due dates, or you're not making these commitments.

430
00:31:25,799 --> 00:31:28,019
It's, it's useless fact.

431
00:31:28,439 --> 00:31:34,839
So such a great saying from the Marines, it applies with constraint log.

432
00:31:34,999 --> 00:31:39,539
So I put the five focusing steps that we learned in theory of constraints up

433
00:31:39,539 --> 00:31:42,759
here, and I'll go through each one as it applies to a constraint log.

434
00:31:42,979 --> 00:31:45,059
After you do a constraint log, you.

435
00:31:45,399 --> 00:31:50,419
There are many, many more organization and focusing steps that we can apply

436
00:31:50,419 --> 00:31:54,799
that can update this constraint log. One being Scrum.

437
00:31:54,939 --> 00:31:57,939
Scrum will help you do the elevation.

438
00:31:58,219 --> 00:32:00,659
It'll help you do the prioritization. It'll help you decide.

439
00:32:00,959 --> 00:32:04,019
It'll help you to link. It'll help you to do all of the focusing steps.

440
00:32:04,279 --> 00:32:08,959
So hopefully, Felipe, if you want to interject with some Scrum principles as

441
00:32:08,959 --> 00:32:11,279
they apply here, please do so.

442
00:32:11,479 --> 00:32:16,779
So let's go through the five focusing steps. Here's what a filled out constraint

443
00:32:16,779 --> 00:32:19,239
log looks like, and this will be for a part of a project.

444
00:32:19,359 --> 00:32:26,019
I think it's a project in the Bay area, but let's start with, with these steps.

445
00:32:26,219 --> 00:32:31,159
So these steps, the constraint log is only a list of things.

446
00:32:31,919 --> 00:32:36,079
If you look below, there are many other things that you need.

447
00:32:36,139 --> 00:32:39,739
You need, you need, you need to be type able to talk to craft.

448
00:32:39,739 --> 00:32:44,219
You need fabrication and design drawings and conversation.

449
00:32:44,579 --> 00:32:50,579
There, there are vehicles like RFIs and SMETLs, right? They're just transmitting information around.

450
00:32:51,059 --> 00:32:56,459
There are prioritization and elevation techniques. Those things happen on schedules

451
00:32:56,459 --> 00:33:00,319
and short interval planning, those kinds of things, huddles,

452
00:33:00,379 --> 00:33:02,559
and then there's confirmation stuff.

453
00:33:02,719 --> 00:33:06,999
So we actually have to go physically look at stuff. So this is an issue we have.

454
00:33:07,119 --> 00:33:11,659
I picked one here. It's an angle. and it's needed an elevation change.

455
00:33:12,699 --> 00:33:17,879
So when we fill these things out, we have to fill out all of those five focusing steps.

456
00:33:18,039 --> 00:33:22,459
If we don't fill out information devoted to each one of those five focusing

457
00:33:22,459 --> 00:33:25,139
steps, this is just a list of to-dos.

458
00:33:26,401 --> 00:33:28,441
You're just reporting the news, is what I say.

459
00:33:30,601 --> 00:33:34,421
We hear all the time that building enclosure is the number one problem in construction.

460
00:33:34,801 --> 00:33:38,661
And when the task of the building enclosure is presented with so much pressure,

461
00:33:38,821 --> 00:33:41,181
it's something most of us would want to avoid.

462
00:33:43,221 --> 00:33:47,741
Until now, there has never been a course to teach someone how to manage a building enclosure.

463
00:33:48,101 --> 00:33:51,781
Building enclosure is a problem for every company. And the solution is often

464
00:33:51,781 --> 00:33:57,261
to ask someone within to try to find training or provide training to their teams to avoid these issues.

465
00:33:57,501 --> 00:34:01,241
Field Verified's Enclosure Management course is the answer to that problem.

466
00:34:01,481 --> 00:34:05,401
We learned the hard way. We've learned through failure. We've learned from others.

467
00:34:06,061 --> 00:34:10,281
This course, our team, will help those people who are assigned to manage the

468
00:34:10,281 --> 00:34:13,721
building enclosure be successful the first time so that they're spared some

469
00:34:13,721 --> 00:34:16,381
of the suffering and hardships that all of us went through.

470
00:34:16,661 --> 00:34:19,481
There's so much opportunity for a high return on investment,

471
00:34:19,721 --> 00:34:21,521
not just when an individual attends,

472
00:34:22,141 --> 00:34:25,601
and all of the skills that they'll achieve, But when a team participates together,

473
00:34:25,821 --> 00:34:29,361
they can raise their level of performance by knowing what each other can do,

474
00:34:29,481 --> 00:34:32,841
what to expect, and they can raise the level of performance of that company

475
00:34:32,841 --> 00:34:36,241
as their careers excel and the company elevates along with them.

476
00:34:37,195 --> 00:34:40,635
The training is built on the science of how people learn. We capture all of

477
00:34:40,635 --> 00:34:42,975
the components that are necessary to master a skill.

478
00:34:43,155 --> 00:34:46,475
There's a hands-on component to the training where we're building a masonry

479
00:34:46,475 --> 00:34:50,855
mock-up, a metal panel mock-up, we're doing EFIS, and even installing a window

480
00:34:50,855 --> 00:34:52,375
that later you get to test.

481
00:34:52,595 --> 00:34:56,135
The hands-on training gives us the opportunity to translate the lines on paper

482
00:34:56,135 --> 00:34:57,735
to actual construction in the field.

483
00:34:58,235 --> 00:35:01,355
We always laugh because after the training people come up and say,

484
00:35:01,495 --> 00:35:03,295
you know, this isn't just about building enclosure.

485
00:35:03,615 --> 00:35:06,035
There's a lot of leadership in here. there are a lot of people skills.

486
00:35:06,235 --> 00:35:10,795
That's because those skills are necessary to be successful in building enclosure and in construction.

487
00:35:11,195 --> 00:35:14,835
We'd love to see you get started right away. We have lots of options available.

488
00:35:15,055 --> 00:35:19,075
They can come to us in person at Field Verified in Phoenix, or we can bring

489
00:35:19,075 --> 00:35:23,455
the entire operation to your facility and train up to 25 people at a time.

490
00:35:23,515 --> 00:35:27,175
And we've created an online training that's available for people who might not

491
00:35:27,175 --> 00:35:28,475
be able to attend in person.

492
00:35:28,615 --> 00:35:32,295
Go to the website and contact us. We're going to start by understanding what

493
00:35:32,295 --> 00:35:36,275
problems you're currently experiencing and develop a specific program that's

494
00:35:36,275 --> 00:35:37,775
right for the needs of your company.

495
00:35:39,675 --> 00:35:42,895
I like it. And that first step that you had, like making it,

496
00:35:42,995 --> 00:35:44,675
uh, yeah, identifying the constraint.

497
00:35:44,715 --> 00:35:48,555
That's one of the principles that we know from the, a lean production system,

498
00:35:48,635 --> 00:35:50,995
like a Toyota, which is making things visual.

499
00:35:51,115 --> 00:35:55,795
If you can put it down on paper so people can react to it and have a clear message,

500
00:35:56,035 --> 00:36:00,715
then you can have a much greater chance of communicating the right problem or

501
00:36:00,715 --> 00:36:05,815
need to the people and the system like scrum, like Thomas said,

502
00:36:05,935 --> 00:36:08,115
absolutely will help to make this visual.

503
00:36:08,335 --> 00:36:13,735
And you can take this spreadsheet and turn it into a scrum board as well and

504
00:36:13,735 --> 00:36:17,775
run your entire constraint log through the scrum framework on the scrum board.

505
00:36:18,135 --> 00:36:24,135
As long as you identify basic things on the tags that must be answered like

506
00:36:24,135 --> 00:36:28,655
he has, these are the column headers of each of these rows of the spreadsheet.

507
00:36:29,804 --> 00:36:33,564
You can move it, a card through each one of the column headers, I suppose, right?

508
00:36:33,864 --> 00:36:36,844
Yeah, you could do that too. Yeah, you could just make a task and move it through

509
00:36:36,844 --> 00:36:42,244
the column headers or just make a standard task card, things that it must have.

510
00:36:42,724 --> 00:36:45,944
Like the description. Yeah. Then the resources of who's involved,

511
00:36:46,124 --> 00:36:48,104
materials, people, spaces.

512
00:36:49,004 --> 00:36:52,324
I love it. Love it. And then last, plan our system.

513
00:36:52,404 --> 00:36:55,704
This constraint log is one of the things that you learn is one of the moving

514
00:36:55,704 --> 00:36:57,324
parts and pieces of the constraint log.

515
00:36:57,724 --> 00:37:00,504
It is. For LPS. else it starts to make

516
00:37:00,504 --> 00:37:03,644
work ready so if you're having trouble with the

517
00:37:03,644 --> 00:37:06,744
the the make ready process if

518
00:37:06,744 --> 00:37:10,324
you're probably having trouble with managing constraints so the five focusing

519
00:37:10,324 --> 00:37:14,844
steps i'm going to do each one identify the constraint i always say if i was

520
00:37:14,844 --> 00:37:20,784
going to mail that problem in a letter what's the address what is the physical

521
00:37:20,784 --> 00:37:26,504
location of that constraint what is the address so give Give things, everything an address.

522
00:37:27,284 --> 00:37:32,864
Elevation change 10. That would be like a grid column between E and F. There it goes.

523
00:37:33,024 --> 00:37:37,604
Boom. It's on floor two between E and F. Give everything an address.

524
00:37:37,824 --> 00:37:40,544
Two, decide which resources to devote.

525
00:37:41,534 --> 00:37:47,514
Focusing step two. So you have to decide which resources you're going to give to this problem.

526
00:37:47,654 --> 00:37:51,714
So this problem in this instance, and these resources change,

527
00:37:52,054 --> 00:37:57,334
but in this instance, this is just a snapshot in time that you can see that

528
00:37:57,334 --> 00:37:59,814
there's an angle needed, but yeah. Okay, great.

529
00:37:59,894 --> 00:38:04,454
There's an angle needed. Is this thing going to drop from the sky crane or drop from the heavens?

530
00:38:04,554 --> 00:38:06,794
No, it needs to be fabricated. Right.

531
00:38:07,034 --> 00:38:11,214
So it needs to be fabricated and installed for this RFI. Right.

532
00:38:11,534 --> 00:38:15,874
So that there's a little detail there. We need this, this angle that looks like this.

533
00:38:15,954 --> 00:38:19,174
It's got some things on it. It bolts to a embed or probably gets welded,

534
00:38:19,314 --> 00:38:21,414
but it needs to be fabricated.

535
00:38:21,474 --> 00:38:25,114
We need the prescribed direction in dimensions.

536
00:38:25,814 --> 00:38:32,314
So oftentimes the resources that revolve around fabrication and installation might be different.

537
00:38:32,694 --> 00:38:36,234
Might be the same, might be different. Depends on the particular situation.

538
00:38:36,934 --> 00:38:40,034
Link constraints to a schedule activity or milestone.

539
00:38:40,754 --> 00:38:45,254
Right? You have to say, what are the consequences? If this constraint isn't

540
00:38:45,254 --> 00:38:52,134
removed, what are the consequences that this might affect in time or to a goal?

541
00:38:52,454 --> 00:38:55,434
Link everything to a goal, everything to a goal.

542
00:38:56,254 --> 00:39:01,794
So in this particular snapshot in time, they needed an RFI responded to.

543
00:39:01,954 --> 00:39:08,354
So there's a vehicle, a very standardized way in which we document information

544
00:39:08,354 --> 00:39:11,054
flow. And that's a request for information process.

545
00:39:11,494 --> 00:39:14,414
And that process is separate from your constraint log process,

546
00:39:14,594 --> 00:39:16,234
right? So now you're merging two together.

547
00:39:16,734 --> 00:39:22,794
And that way you can prioritize the response of RFIs if you have many.

548
00:39:23,034 --> 00:39:27,354
If there are many to pick from, which one should I do? I'm not going to do the

549
00:39:27,354 --> 00:39:29,134
one that's maybe due tomorrow.

550
00:39:29,314 --> 00:39:32,014
I'm going to do the one that has the most impact. So how do you change that?

551
00:39:32,394 --> 00:39:37,934
Prioritization, you use this focusing step. So move, move your due dates up

552
00:39:37,934 --> 00:39:42,074
and down in your RFI log accordingly to this constraint log matrix.

553
00:39:42,984 --> 00:39:46,764
The yellow woman prioritize and elevate constraints that's

554
00:39:46,764 --> 00:39:49,624
what we were just talking about so once you figured out

555
00:39:49,624 --> 00:39:52,484
your resources once you figured out

556
00:39:52,484 --> 00:39:55,684
some process steps to make the

557
00:39:55,684 --> 00:40:00,184
removal process now you got it you got to elevate things you got to prioritize

558
00:40:00,184 --> 00:40:05,824
and elevate i think that's another extreme ownership thing maybe jaco learned

559
00:40:05,824 --> 00:40:10,524
some principles from dr goldrad i'm gonna i think keep sending them requests

560
00:40:10,524 --> 00:40:14,624
like through twitter or if he's actually going to review the goal,

561
00:40:14,784 --> 00:40:18,124
but maybe I'll have to, I'll have to get more, more creative,

562
00:40:18,264 --> 00:40:24,044
maybe I'll just get on the show, but, but you have to prioritize and elevate

563
00:40:24,044 --> 00:40:25,844
constraints against your schedule.

564
00:40:25,964 --> 00:40:30,204
So if I have the thing that's coming up very near and this issue is going to

565
00:40:30,204 --> 00:40:35,164
block something and we're going to have to have to do rework or make delays.

566
00:40:35,484 --> 00:40:40,244
Move the dang thing up, and then we have to devote those resources against that prioritization.

567
00:40:40,244 --> 00:40:42,904
So the the most important constraint on a

568
00:40:42,904 --> 00:40:46,184
log should be number one right at the top what i

569
00:40:46,184 --> 00:40:49,404
mean by that is like your most prioritized your most elevated

570
00:40:49,404 --> 00:40:52,424
constraint on your log floats up

571
00:40:52,424 --> 00:40:55,264
to the top you have to design it that way so that way

572
00:40:55,264 --> 00:40:59,044
things have to be able to move in order

573
00:40:59,044 --> 00:41:01,864
so that way if your if your constraint log is on

574
00:41:01,864 --> 00:41:04,644
a whiteboard you're going to be constantly erasing and

575
00:41:04,644 --> 00:41:07,744
rewriting this is why we need technology

576
00:41:07,744 --> 00:41:10,564
for constraint logs because you just can't write

577
00:41:10,564 --> 00:41:13,724
them in order i guess if you had them on a whiteboard you could rewrite

578
00:41:13,724 --> 00:41:16,504
the number so you have to understand with one

579
00:41:16,504 --> 00:41:21,004
look but then you're creating overburden to make yeah the hunting back and yeah

580
00:41:21,004 --> 00:41:24,664
you got the leg look right so put this on a screen i oftentimes say don't put

581
00:41:24,664 --> 00:41:28,184
things on screens this is an opportunity to put the screen because we want to

582
00:41:28,184 --> 00:41:32,884
float the most important constraint up to the top of the list and that top of

583
00:41:32,884 --> 00:41:34,444
the list might change consistently.

584
00:41:34,644 --> 00:41:39,544
So utilize some technology or even utilize an agile system like a scrum board.

585
00:41:39,884 --> 00:41:44,424
Cause that one, you can move cards around very easily and restack them in order.

586
00:41:44,784 --> 00:41:50,844
And then the last one, and this is the subordinate resources to remove a constraint.

587
00:41:51,284 --> 00:41:55,184
And if you don't, if you skip that step, you're, you're just,

588
00:41:55,204 --> 00:41:58,844
you're just going back to command and control and not the good command and control.

589
00:41:58,844 --> 00:42:00,644
So you have to make an agreement.

590
00:42:00,884 --> 00:42:04,104
You have to make this agreement and you have to make that agreement with the

591
00:42:04,104 --> 00:42:05,864
person who's going to remove the constraint.

592
00:42:06,344 --> 00:42:08,284
Not just the agreement for them.

593
00:42:09,004 --> 00:42:13,664
It's not an assignment. This step is not an assignment. This step is an agreement.

594
00:42:13,784 --> 00:42:20,104
So we have to have an actual conversation about removing this commitment or doing the commitment.

595
00:42:20,244 --> 00:42:23,064
So I said, I set this one. I think this is summit.

596
00:42:23,624 --> 00:42:28,204
And they made the commitment to avoid the delay to the schedule summit to complete.

597
00:42:28,844 --> 00:42:32,584
The RFI response by the 23rd of April. Right.

598
00:42:32,684 --> 00:42:36,604
So they've made that commitment and the only person to make that commitment

599
00:42:36,604 --> 00:42:39,624
is the person who works at Summit, not the person who works at DPR.

600
00:42:40,742 --> 00:42:46,562
It is a, it is the conversation and a commitment that I will promise to do what

601
00:42:46,562 --> 00:42:49,522
I've been assigned to do. And I agree to that.

602
00:42:49,902 --> 00:42:53,722
I agree to that commitment. I make a promise. And by the promise,

603
00:42:53,822 --> 00:42:58,582
I say, no, I'd give it to you by no later than the 23rd of April.

604
00:42:59,182 --> 00:43:02,342
That's how you fill out a constraint. Any comments on that one?

605
00:43:02,622 --> 00:43:05,522
No, other than just remind people that make work ready.

606
00:43:06,102 --> 00:43:09,642
That's some last planner system terminology in

607
00:43:09,642 --> 00:43:13,242
scrum we call that sprint planning and sprint planning you have to make the

608
00:43:13,242 --> 00:43:17,782
work ready as you're bringing it from your backlog to your current sprint or

609
00:43:17,782 --> 00:43:22,562
your time box of work whether that be one week or a month that's right that's

610
00:43:22,562 --> 00:43:26,942
right better practices and from last planner is that that making work ready

611
00:43:26,942 --> 00:43:28,462
or clearing constraints,

612
00:43:29,142 --> 00:43:33,042
usually happens in your planning horizon so you're looking into the future so

613
00:43:33,042 --> 00:43:35,182
like thomas said you're You can come to this sheet, make those agreements,

614
00:43:35,382 --> 00:43:39,462
change the dates to match the flow, looking at things like schedules and commitments.

615
00:43:40,282 --> 00:43:45,762
It's a living thing so that you're always clearing constraints by putting them in priority order.

616
00:43:45,982 --> 00:43:50,582
He said to people, it was very subtle just because the RFI has a due date based

617
00:43:50,582 --> 00:43:53,522
on your whatever system you use that just generates that due date,

618
00:43:53,562 --> 00:43:57,542
maybe even based on contractual elements, doesn't mean that that's the RFI to

619
00:43:57,542 --> 00:43:59,502
get answers next just because it's due next.

620
00:44:00,082 --> 00:44:03,782
That's exactly right. But you notice there is oftentimes the opportunity to

621
00:44:03,782 --> 00:44:07,582
manually change that date in your systems, in your project management systems.

622
00:44:07,962 --> 00:44:11,942
It's there for a reason. It's there for those who want to use Theory of Constraints.

623
00:44:15,342 --> 00:44:20,382
But don't stop there. Do not stop there. I work at DPR. We have some awesome

624
00:44:20,382 --> 00:44:22,842
field technology people.

625
00:44:23,202 --> 00:44:26,242
So good. And they create the one

626
00:44:26,242 --> 00:44:31,182
thing that they created for Florida for flatness, uh, graphs and charts.

627
00:44:31,322 --> 00:44:34,782
So that's the graph on the left that says this area is higher.

628
00:44:34,902 --> 00:44:37,822
This area is lower based upon this laser scan.

629
00:44:37,942 --> 00:44:40,702
And they, they give you a heat map and the heat map looks like,

630
00:44:40,702 --> 00:44:43,462
like a weather forecast for the United States.

631
00:44:43,482 --> 00:44:46,162
And the areas that are this color are here.

632
00:44:46,262 --> 00:44:48,942
The areas of this color that are there. And within one look,

633
00:44:49,102 --> 00:44:54,422
you can see areas that are high and low. I can tell that the area is low at

634
00:44:54,422 --> 00:44:59,762
the elevator core and I can see a high area on the upper right, like within instance.

635
00:45:00,791 --> 00:45:06,571
And that that's utilizing bias that utilizes our human brains to,

636
00:45:06,691 --> 00:45:11,431
I mean, within one look, if you knew what the colors meant, if you knew that

637
00:45:11,431 --> 00:45:14,671
ahead of time, within one look, you instantly know, Hey, we got a problem here.

638
00:45:14,791 --> 00:45:15,471
We've got a problem here.

639
00:45:15,611 --> 00:45:20,571
So let's, why not do that with your problems at, with your non-physical constraints,

640
00:45:20,851 --> 00:45:22,451
make them freaking visual.

641
00:45:22,831 --> 00:45:26,851
This is the first time I've ever seen like this type of view with elevations

642
00:45:26,851 --> 00:45:28,691
as a heat map. This is gorgeous.

643
00:45:29,411 --> 00:45:32,011
Yeah. yeah so like i could already tell like where i'm going

644
00:45:32,011 --> 00:45:35,371
to have to do like you know yeah where i'm

645
00:45:35,371 --> 00:45:38,671
going to be spending money refinishing the concrete so i

646
00:45:38,671 --> 00:45:42,751
can install door frames and make all my tolerances for closing and it looks

647
00:45:42,751 --> 00:45:47,111
like it's in the worst possible place it's happening at all of your door openings

648
00:45:47,111 --> 00:45:52,371
on the floor it's just so weird how coincidental that is yeah and the reason

649
00:45:52,371 --> 00:45:56,411
why they do that is we can we can overlay the what you just said like door swings

650
00:45:56,411 --> 00:45:57,631
wings and critical dimensions,

651
00:45:57,851 --> 00:46:01,131
like elevator landings, because they got to land at a specific spot.

652
00:46:01,551 --> 00:46:06,811
Um, so we might have to modify the flooring to match where it has to land.

653
00:46:07,491 --> 00:46:11,091
So we do these scans and then we create these reports and these reports are

654
00:46:11,091 --> 00:46:15,311
incredibly visual. So I want to say, Hey, why do we just have to use that for,

655
00:46:16,113 --> 00:46:19,733
floor tolerances, why don't we just use that for our, our non-visible constraints?

656
00:46:19,873 --> 00:46:24,033
So the picture on the right, uh, if you have color ups, great.

657
00:46:24,193 --> 00:46:27,773
If you do zone maps, great. Or I should say good.

658
00:46:29,093 --> 00:46:32,653
It is good to have zones. It is good to have.

659
00:46:33,373 --> 00:46:37,553
Yes. It's good to have, you know, color chart things.

660
00:46:37,653 --> 00:46:41,193
Cause it incredibly, it's the same thing. It organizes your,

661
00:46:41,233 --> 00:46:42,793
your brain very rapidly.

662
00:46:42,793 --> 00:46:45,493
Rapidly because we learned when we were you know

663
00:46:45,493 --> 00:46:49,453
neanderthals the shape and size and

664
00:46:49,453 --> 00:46:52,253
patterns of a saber-toothed tiger that we

665
00:46:52,253 --> 00:46:55,233
should either run away or understand very quickly so

666
00:46:55,233 --> 00:46:59,313
we understand these patterns rapidly and if you overlay your issues and you

667
00:46:59,313 --> 00:47:04,613
even it you color code your issues and you give and you already know those locations

668
00:47:04,613 --> 00:47:09,573
you can start to heat map where your problems are And you can just see your

669
00:47:09,573 --> 00:47:12,413
eye naturally gravitates that lab area two.

670
00:47:13,133 --> 00:47:20,293
This has got a lot in there. So if I was like lab area two, what's the turnover date for that area?

671
00:47:20,873 --> 00:47:27,833
I'd be like that turnover date likely at risk because there is a bunch of open

672
00:47:27,833 --> 00:47:33,953
issues that are lingering around that in that lab. And in lab area one, there's one.

673
00:47:34,053 --> 00:47:39,873
Lab area two, one. Lab area OFC, area one, there's two.

674
00:47:40,973 --> 00:47:45,673
So if you need help with your prioritization, start to heat map these things.

675
00:47:45,733 --> 00:47:47,573
And you can be like, whoa, we need to focus.

676
00:47:47,653 --> 00:47:52,573
We need to do a focus session on whatever is burdening area two.

677
00:47:53,313 --> 00:47:57,533
And then all of a sudden, if we did this focus section, we can knock out or

678
00:47:57,533 --> 00:48:02,993
at least design to go remove these, these constraints in that area, too.

679
00:48:03,593 --> 00:48:06,613
So it, it has the same focusing steps.

680
00:48:06,753 --> 00:48:10,633
So these visualization techniques, they're probably already like laying around

681
00:48:10,633 --> 00:48:14,993
or maybe it's taped to the wall of your trailer and that's good.

682
00:48:15,153 --> 00:48:19,373
To make it great is we actually, we overlay our problems on top of those things.

683
00:48:19,553 --> 00:48:21,593
So if we, if we can combine time

684
00:48:21,593 --> 00:48:29,193
and space in issues, now we can do prioritization. So I really like this.

685
00:48:29,253 --> 00:48:34,533
And if you have VDC people or even just, I use magnets.

686
00:48:34,753 --> 00:48:40,393
So we'll put these on the wall and we'll take the issues as a magnet and slap it on there.

687
00:48:41,733 --> 00:48:46,433
And then you can just, it's a visual technique that you can do and then put

688
00:48:46,433 --> 00:48:48,573
these not in the trailer.

689
00:48:48,693 --> 00:48:52,553
I mean, it's good, good to put it in the trailer, but if you actually put this

690
00:48:52,553 --> 00:48:56,633
in that area, say, Hey, this area, this area, this area. at this area.

691
00:48:57,604 --> 00:49:02,404
These are problem areas. Please don't cover these up. It becomes a signal to the people at work.

692
00:49:02,704 --> 00:49:07,824
And if I was doing work in that area and I would be like, there's five issues in this area.

693
00:49:08,384 --> 00:49:11,344
I'm going to make a decision or at least start asking questions.

694
00:49:11,564 --> 00:49:13,864
Hey, what's up with these issues, Thomas?

695
00:49:14,444 --> 00:49:20,864
And I'd be like, you're right. Let's rearrange our installation so that you, Mr.

696
00:49:21,024 --> 00:49:24,864
Plumber, who are about to install something that you're going to have to rip

697
00:49:24,864 --> 00:49:26,964
out and install later in a different location.

698
00:49:27,604 --> 00:49:30,964
Instead of doing that, even though it's on the schedule that you're supposed

699
00:49:30,964 --> 00:49:37,764
to do that, don't and subordinate your decision-making process against that and that.

700
00:49:37,864 --> 00:49:41,144
Here we go. Now, all of a sudden it has this focusing step.

701
00:49:41,284 --> 00:49:44,904
It has an organizing effect and now it starts to make decisions for us.

702
00:49:45,144 --> 00:49:51,704
What do you think about allowing a system to make human being decisions for yourself?

703
00:49:51,924 --> 00:49:54,244
This is overcoming bias, by the way.

704
00:49:54,624 --> 00:49:58,464
This is why I use scrum. I mean, it's a beautiful way, like you said,

705
00:49:58,524 --> 00:50:04,584
a powerful way to link winning, just like Goldratt said, creating win-win solutions.

706
00:50:04,884 --> 00:50:09,844
Like, why would you demoralize the plumber by forcing them to do something just

707
00:50:09,844 --> 00:50:12,884
because the schedule says so, knowing you've got five constraints in the area

708
00:50:12,884 --> 00:50:17,084
and they're going to have rework and somebody's going to pay for that rework. It's not free.

709
00:50:17,704 --> 00:50:21,044
Just don't install it yet until you clear the constraints first. That's right.

710
00:50:21,124 --> 00:50:27,384
And sometimes the cost to do rework is oftentimes not monetary.

711
00:50:27,824 --> 00:50:32,964
It's in energy. It's in poor ergonomic situations, right?

712
00:50:33,084 --> 00:50:39,684
So the cost to do rework is not always a time and budget hit to your spine or

713
00:50:39,684 --> 00:50:42,984
your elbow or your face, right?

714
00:50:43,044 --> 00:50:48,184
There's a physical cost to things. And then there's a non-physical cost to things.

715
00:50:48,244 --> 00:50:53,884
If you, if you're now, my back hurts because I had to do a bunch of work below something,

716
00:50:54,064 --> 00:50:58,784
or I had to do yoga poses all day and do a bunch of risk-taking behavior,

717
00:50:58,924 --> 00:51:03,324
standing on the top of my scissor lift because I have to do work over the top

718
00:51:03,324 --> 00:51:07,364
of it and something that's blocking me, physically blocking me.

719
00:51:07,424 --> 00:51:14,764
So now I'm tired, I'm hurting, and now there's this work-life balance that's super lopsided.

720
00:51:15,844 --> 00:51:20,904
I take that home with me and I'm tired. And now if I have underlying issues

721
00:51:20,904 --> 00:51:25,164
with mental illness, if I have underlying issues with substance abuse,

722
00:51:25,364 --> 00:51:26,964
I just go straight there.

723
00:51:27,144 --> 00:51:29,804
And those, those become my medication.

724
00:51:30,204 --> 00:51:35,464
Those become my outlet. And if there's people who I love and I live with who

725
00:51:35,464 --> 00:51:41,024
love me and who need me for their nurturing and attention and education,

726
00:51:41,444 --> 00:51:44,204
I might not have enough energy to devote to them.

727
00:51:44,204 --> 00:51:46,564
So there's, there's a real cost to that.

728
00:51:46,664 --> 00:51:51,844
And if that swirls in a highly negative reinforcing cycle.

729
00:51:53,329 --> 00:51:58,769
We often choose, and it chooses, sometimes mental illness overcomes us,

730
00:51:58,789 --> 00:52:01,349
and it leads us to some serious negative outcomes.

731
00:52:01,469 --> 00:52:04,909
So how do we improve mental illness in the construction industry?

732
00:52:05,389 --> 00:52:08,789
You're looking at it. For me, this is my opinion. And you're looking at this

733
00:52:08,789 --> 00:52:11,829
right here is if we can organize our work, have conversations,

734
00:52:12,249 --> 00:52:18,289
help people make the decisions by overcoming their cognitive biases and their

735
00:52:18,289 --> 00:52:25,729
fear and just allow a system to prioritize our work for us and devoting the resources that are of.

736
00:52:25,729 --> 00:52:30,469
When we start knocking these out, guess what happens if there's no constraints

737
00:52:30,469 --> 00:52:37,229
on a floor and we had a flow chart and we did tack that system works.

738
00:52:38,009 --> 00:52:43,129
So we got to do that. So the last focusing step that Dr. Goldratt teaches us.

739
00:52:43,589 --> 00:52:48,509
And how do you know deep your ideas, tech planning areas? Here's proof. Proof.

740
00:52:49,769 --> 00:52:54,609
Shameless plug. Yeah. Yeah, well, you know, I had to do this right before LCI

741
00:52:54,609 --> 00:52:57,929
Congress because there's going to be a bunch of examples and I can't wait.

742
00:52:58,289 --> 00:53:01,169
But how do you do make ready planning?

743
00:53:01,749 --> 00:53:04,189
This is what it looks like. It's a group of people.

744
00:53:04,869 --> 00:53:09,469
I hope the guy playing on his phone is texting out some instructions to somebody.

745
00:53:10,449 --> 00:53:15,629
But you can see you need many things. You need to have conversations.

746
00:53:16,189 --> 00:53:19,389
You need to understand locations. We need to have assignments.

747
00:53:19,629 --> 00:53:20,869
We need to understand sequence.

748
00:53:21,589 --> 00:53:25,809
But Dr. Goldratt says, do not allow inertia to cause a system constraint.

749
00:53:26,009 --> 00:53:27,469
Don't allow your culture.

750
00:53:28,289 --> 00:53:34,249
Don't allow your, some schedule activity. This has to be done.

751
00:53:34,569 --> 00:53:40,649
And we can't move this. If we just put due dates to things and we subordinate

752
00:53:40,649 --> 00:53:45,109
our resources to due dates instead of each other and physical and non-physical

753
00:53:45,109 --> 00:53:47,229
and all those things, we'll run into problems.

754
00:53:47,229 --> 00:53:51,969
So we have to, we have to decide as a team, what to change.

755
00:53:52,789 --> 00:53:55,869
So how do you decide as a team? You, it's a picture like that.

756
00:53:56,009 --> 00:53:58,449
You have to decide as a team, you can't decide as a person.

757
00:53:58,709 --> 00:54:02,029
You definitely need a leader and you need a facilitator. You need to have a

758
00:54:02,029 --> 00:54:06,089
bunch of information flowing around, but you have to make that decision as a team.

759
00:54:06,149 --> 00:54:09,129
So you have to pinpoint your core problems, which have a major impact.

760
00:54:09,549 --> 00:54:10,969
That's, that's confronting fear.

761
00:54:11,909 --> 00:54:14,529
Don't believe me, get close to some core issues.

762
00:54:15,862 --> 00:54:20,922
So go ask some really, really core issue questions with a group of people and

763
00:54:20,922 --> 00:54:24,482
they will, it's just a human being. We just avoid those problems.

764
00:54:24,702 --> 00:54:28,542
So if we use systems to tell us, hey, we've got a bunch of problems in area

765
00:54:28,542 --> 00:54:35,562
two, let's go decide as a team to, let's tease these issues out and go through them one at a time.

766
00:54:35,642 --> 00:54:37,842
So you decide what to change it to.

767
00:54:38,522 --> 00:54:43,482
And Dr. Goldratt says what to change to as you find the simplest solution available.

768
00:54:43,662 --> 00:54:45,662
What is, what is the most simple?

769
00:54:46,242 --> 00:54:51,742
Simple is not easy. Simple does not equal easy. By the way, I didn't put find the easiest solution.

770
00:54:52,362 --> 00:54:56,622
It's the most simple and simple uses the fewest resources.

771
00:54:57,362 --> 00:55:01,582
Simple uses the fewest resources. So if you have said easy, the easy button

772
00:55:01,582 --> 00:55:05,442
could be, Hey, let's just work overtime for the next six weeks.

773
00:55:05,962 --> 00:55:12,442
That's an easy, But just, yeah, just turn the P six activity to the seven day calendar.

774
00:55:12,642 --> 00:55:14,142
That could be the easy way. The

775
00:55:14,142 --> 00:55:18,302
simplest be like, Hey, hold off on this activity until this one is done.

776
00:55:18,422 --> 00:55:22,202
That could be, that could use few resources because you're stopping one activity.

777
00:55:23,022 --> 00:55:27,402
And you're allowing a constrained activity to continue slowly through.

778
00:55:28,102 --> 00:55:31,282
That's a decision you have to make as a group. Cause one, you have to stop one

779
00:55:31,282 --> 00:55:33,202
work, one unconstrained activity.

780
00:55:33,462 --> 00:55:36,642
You have to gate it like a series of gates. and so

781
00:55:36,642 --> 00:55:39,802
simple the my equation is it uses the

782
00:55:39,802 --> 00:55:42,842
fewest resources but the dr goldratt says use the simplest

783
00:55:42,842 --> 00:55:48,302
solution and then a very important step and i again i use highlighting and colors

784
00:55:48,302 --> 00:55:54,022
to make make our highly biased brains focus on it and that's once your solution

785
00:55:54,022 --> 00:56:00,382
is known okay we have the solution you have to decide how to cause the change

786
00:56:00,382 --> 00:56:01,502
so you actually have to implement,

787
00:56:01,922 --> 00:56:04,562
what are the steps to make this change?

788
00:56:05,002 --> 00:56:10,842
And if you do this in a group, all of the sudden, ask assignments and due dates

789
00:56:10,842 --> 00:56:15,102
and priorities and these kinds of things, they start to align themselves.

790
00:56:16,062 --> 00:56:20,942
And if you're starting to align yourselves in a group, in a team setting,

791
00:56:21,522 --> 00:56:24,302
all of a sudden you have these organizing steps.

792
00:56:24,522 --> 00:56:28,722
And all of a sudden, if you have flow in a team setting, people get happy.

793
00:56:29,282 --> 00:56:35,922
They get satisfied. They enjoy it. And when people have enjoyment and happy

794
00:56:35,922 --> 00:56:38,722
in a group setting, then there's camaraderie.

795
00:56:38,742 --> 00:56:43,022
And there's that work that we love to say, that work that we love to say.

796
00:56:43,082 --> 00:56:45,382
I said that twice for emphasis. It's teamwork.

797
00:56:46,442 --> 00:56:50,082
All of a sudden, it's I am a human being, I am an individual,

798
00:56:50,322 --> 00:56:54,782
but I also contribute to a cause that is greater than me. Everybody.

799
00:56:55,342 --> 00:56:57,142
And that's how we overcome inertia.

800
00:56:57,902 --> 00:57:02,282
And I paused, if you want it, and say anything else. Yeah, let's work into that.

801
00:57:02,442 --> 00:57:05,322
What we talk about, we learned in the Scrum Patterns for happiness,

802
00:57:05,482 --> 00:57:08,882
purpose, an intrinsic motivator.

803
00:57:08,982 --> 00:57:12,822
Like Thomas said, when we get into that flow state and people start naturally

804
00:57:12,822 --> 00:57:14,062
gravitating and aligning,

805
00:57:14,062 --> 00:57:17,382
you're working to a higher purpose than yourself as

806
00:57:17,382 --> 00:57:20,162
a team to accomplish something this goal like you said

807
00:57:20,162 --> 00:57:25,922
do everything towards a goal and scrum we have that we call it the goal and

808
00:57:25,922 --> 00:57:31,162
scrum exactly it's called the goal it's called the goal yeah it's the same word

809
00:57:31,162 --> 00:57:35,842
it's the same word it's like these great ideas all borrow and build and play

810
00:57:35,842 --> 00:57:39,582
well with each other it's awesome so last planner system,

811
00:57:39,882 --> 00:57:43,982
if you're doing it, you can pull plan the constraint removing process.

812
00:57:44,262 --> 00:57:49,602
This is a great organizing process within the last plant, last planner framework.

813
00:57:50,002 --> 00:57:55,662
That's pull planning. It is a great system to help to organize constraint removal.

814
00:57:56,102 --> 00:58:00,322
So if you have a constraint that's super, super complex, and it's kind of overwhelming.

815
00:58:01,002 --> 00:58:04,782
Turn, turn 180 degrees to your whiteboard behind you and start pull planning.

816
00:58:04,782 --> 00:58:10,342
If it's, if it's a complex one and that way you can, you can make the simple

817
00:58:10,342 --> 00:58:15,422
to understand production plans off of your, that pull planning effort.

818
00:58:15,602 --> 00:58:18,942
So even the whole planning on the board might be complex.

819
00:58:19,122 --> 00:58:24,062
Let's make it even more simple with a more easy to digest production plan.

820
00:58:24,602 --> 00:58:29,342
So this is I wanted to plug the last planner system because doing a constraint

821
00:58:29,342 --> 00:58:34,242
log by itself, not the last planner system. And it's a, it's a,

822
00:58:34,242 --> 00:58:38,042
it's a, it's an effort that's within it doing pull plans by themselves.

823
00:58:38,662 --> 00:58:44,262
Good. If you start to combine these things and you combine scrum with your constraint,

824
00:58:44,802 --> 00:58:48,822
removal process, if you combine it with your constraint removal process,

825
00:58:49,022 --> 00:58:54,202
if you provide, if you combine your visualization, BIM models, meetings.

826
00:58:55,682 --> 00:59:01,042
Your problem solving techniques, your, your retrospectives that are happen,

827
00:59:01,342 --> 00:59:05,242
like your plus deltas, we start to combine these things and stack them on top

828
00:59:05,242 --> 00:59:08,782
of each other instead of being like, oh, this is so much extra work.

829
00:59:08,922 --> 00:59:12,742
Your extra work is your wasteful work. Get rid of that. Throw that out.

830
00:59:12,862 --> 00:59:18,242
Put that, let's stop doing that and start to stack up these powerful techniques.

831
00:59:18,422 --> 00:59:24,462
So the last thing I will say with theory of constraints in construction is you

832
00:59:24,462 --> 00:59:29,442
got and combine your efforts with everything else. This is not a one-off process.

833
00:59:30,262 --> 00:59:31,782
This is a integrated process.

834
00:59:33,002 --> 00:59:38,382
And then we have some resources that, that, that definitely is missing one construction scrum.

835
00:59:38,502 --> 00:59:42,242
I'll throw that on there, but it definitely, you need to get that one,

836
00:59:42,342 --> 00:59:44,082
but, but, but get on audible.

837
00:59:44,482 --> 00:59:49,322
So what I usually, I tell people to do, go consume the goal.

838
00:59:49,682 --> 00:59:54,782
And then immediately after go consume the undoing project because it, it, they link together.

839
00:59:56,002 --> 01:00:00,542
And the goal is, okay, I need to have these focusing steps. I have these activities.

840
01:00:00,962 --> 01:00:04,162
I have this prioritization. Then you go to undoing and it's like,

841
01:00:04,222 --> 01:00:09,242
change your mind, change your brain, change the way you think about things, overcome bias.

842
01:00:10,282 --> 01:00:15,122
The undoing project is, is a story about the gentleman that,

843
01:00:15,202 --> 01:00:17,362
that wrote the book thinking fast and slow.

844
01:00:17,882 --> 01:00:23,502
So it's like the behind the scenes, behind the, behind the scenes of how you,

845
01:00:23,522 --> 01:00:27,022
how to uncover your, your bias and how to, how to work through those things.

846
01:00:27,022 --> 01:00:35,002
Lean Builder, of course, they actually have a blog post, Boost Your Constraint Management Skills.

847
01:00:35,162 --> 01:00:37,782
I go straight over there immediately, immediately.

848
01:00:38,262 --> 01:00:44,202
And then actually just start discussing, have conversations about constraints.

849
01:00:45,342 --> 01:00:49,562
And if you start to use those words, constraints, and you start to talk about

850
01:00:49,562 --> 01:00:54,582
physical and non-physical, everybody will start engaging. It's just,

851
01:00:54,582 --> 01:00:56,882
it's just, it's just how we work as human beings.

852
01:00:57,202 --> 01:01:03,402
You can sit next to me in an airplane. I can describe why it's so wasteful to

853
01:01:03,402 --> 01:01:07,542
stand up if you're in the 20th row, when there's 20 rows of people ahead of

854
01:01:07,542 --> 01:01:08,762
you, just, just, just relax.

855
01:01:08,962 --> 01:01:13,002
We just set it on an airplane for six hours. We can sit down and enjoy ourselves

856
01:01:13,002 --> 01:01:16,482
for another five minutes and then engage with other lean builders,

857
01:01:16,622 --> 01:01:21,682
because here's the thing, Felipe, doing any engagement, it just builds upon itself.

858
01:01:21,802 --> 01:01:26,562
This is the best part. And there are no boundaries to engagement.

859
01:01:26,842 --> 01:01:31,242
Like Jennifer Lacey and I work for highly competitive companies.

860
01:01:31,302 --> 01:01:36,122
And Felipe and me, we both work for highly competitive.

861
01:01:36,342 --> 01:01:40,702
Like we are constantly in similar assessments.

862
01:01:41,502 --> 01:01:44,182
So there's a competition, but here's the thing. It don't matter. It doesn't matter.

863
01:01:44,778 --> 01:01:49,238
You imagine if the competition was Robinson, Wharton, DPR, and Bolt,

864
01:01:49,458 --> 01:01:52,738
this is a selection I would like to have if I was an owner.

865
01:01:53,018 --> 01:01:56,018
I was like, oh my God. It's going to be tough for the owner to pick.

866
01:01:56,018 --> 01:01:56,978
It's a tough decision, right?

867
01:01:57,658 --> 01:02:00,138
Exactly. It's like we always tell people, like when they ask me,

868
01:02:00,158 --> 01:02:02,218
you know, why do we do stuff like this? Why don't we collaborate?

869
01:02:02,838 --> 01:02:07,138
And I take the answer comes right from Deming himself, William Edwards Deming, Dr. Deming.

870
01:02:07,618 --> 01:02:11,438
We learned from him that you need to have good competition in order to increase

871
01:02:11,438 --> 01:02:15,458
your skills. So another way that it's, I've heard it said, I think Jocko actually

872
01:02:15,458 --> 01:02:19,678
might've said this iron sharpens iron, steel sharpens steel,

873
01:02:19,898 --> 01:02:22,438
diamond cuts diamond. Yeah, exactly.

874
01:02:23,038 --> 01:02:28,618
Yeah. So when we sharpen the saw, I think that's a Stephen Covey reference. That's right.

875
01:02:29,738 --> 01:02:32,918
But get even better. So it's like, it has this compounding effect.

876
01:02:33,098 --> 01:02:35,138
And the best part is mostly, it's mostly free.

877
01:02:35,538 --> 01:02:39,138
Maybe you got to spend some time and money on getting physically located,

878
01:02:39,358 --> 01:02:42,778
but we get better and better and better. and our industry needs that.

879
01:02:43,058 --> 01:02:47,218
And I'm willing to help. So hopefully we can share this out to the world.

880
01:02:47,858 --> 01:02:53,358
But that's what it is. So you have to learn all these things and you have to learn them.

881
01:02:53,558 --> 01:02:57,238
This doesn't come naturally because of bias.

882
01:02:57,698 --> 01:03:02,918
And then to get even better, to boost your game further, you have to engage with other people.

883
01:03:02,958 --> 01:03:06,418
And other people sometimes are outside your organization and that's okay.

884
01:03:06,878 --> 01:03:10,958
Same for me. Thank you for giving all these beautiful steps and bringing theory

885
01:03:10,958 --> 01:03:12,638
constraints to life with your stories.

886
01:03:13,118 --> 01:03:16,878
People watching this, you need to get out there and start applying it.

887
01:03:17,018 --> 01:03:23,018
And he gave you several examples of how to apply it. It's not the only way to apply it.

888
01:03:23,318 --> 01:03:28,758
Thomas uses this in just how he thinks now. He's trained himself with practice to think this way.

889
01:03:28,898 --> 01:03:32,818
And I've told my son the same thing. I said, as you learn what the system is,

890
01:03:33,078 --> 01:03:37,978
now subordinate the system to serve you and exploit the system to your benefit.

891
01:03:38,980 --> 01:03:46,140
I learned that from Goldratt because it allows you to build these super simple visualization things.

892
01:03:46,300 --> 01:03:48,760
It could be a sketch, it could be a color of drawing, it could be anything.

893
01:03:48,900 --> 01:03:50,600
It could be a snapshot out of a model.

894
01:03:51,140 --> 01:03:56,100
When we utilize that in the setting, when you bring that to someone out in the

895
01:03:56,100 --> 01:04:00,420
field and be like this, this thing right here, it's like, it shoots all that information,

896
01:04:00,640 --> 01:04:04,140
all, everything that you brought to that date, it shoots it

897
01:04:04,220 --> 01:04:07,000
all into into their eyeballs and it

898
01:04:07,000 --> 01:04:10,300
gives them everything it gives them

899
01:04:10,300 --> 01:04:13,060
everything that they they might need or at least it helps them

900
01:04:13,060 --> 01:04:16,580
understand the situation and when we do that it's so

901
01:04:16,580 --> 01:04:19,420
awesome because it's like now it's this is it this

902
01:04:19,420 --> 01:04:22,940
whole thing this idea of respecting people all

903
01:04:22,940 --> 01:04:25,900
of the people that that gave and spent energy and

904
01:04:25,900 --> 01:04:28,880
did problem solving and all of that was to to serve one

905
01:04:28,880 --> 01:04:31,980
purpose and it's to help people it's to

906
01:04:31,980 --> 01:04:35,400
help people it's a completely serving process and

907
01:04:35,400 --> 01:04:40,780
that when we do that and we actually say my contribution is important but my

908
01:04:40,780 --> 01:04:46,080
card contribution is towards a goal and when we align ourselves when we do that

909
01:04:46,080 --> 01:04:51,120
stuff it has this reinforcing effect and that reinforcing effect and really

910
01:04:51,120 --> 01:04:54,740
like it in a system it creates enthusiasm Enthusiasm.

911
01:04:55,300 --> 01:05:00,020
And when you have enthusiasm and we had DPR, we call it spinning the flywheel

912
01:05:00,020 --> 01:05:06,280
because once you get the hardest thing to get a flywheel spinning is the initial push and it's harder.

913
01:05:06,640 --> 01:05:10,000
And it is, it's like, this is a lot of work and I got to have meetings and I

914
01:05:10,000 --> 01:05:13,360
got to, I got to include people I don't like talking to.

915
01:05:13,460 --> 01:05:17,200
I got to like, I have to do this. This is, these are all required steps and

916
01:05:17,200 --> 01:05:22,940
I run through these focusing steps. And once I do that, I've now got the flywheel spinning.

917
01:05:23,080 --> 01:05:28,460
And a flywheel, it has a balancing effect on an engine or a system.

918
01:05:28,720 --> 01:05:34,440
And that flywheel is hard to start, but once it gets going, it balances the system.

919
01:05:34,640 --> 01:05:39,220
And that balancing system, for me, and I learned this from Jesse Fernandez,

920
01:05:39,460 --> 01:05:43,080
it's enthusiasm or it's passion or it's knowledge.

921
01:05:43,320 --> 01:05:48,180
And when we focus our energy and our effort on that.

922
01:05:49,090 --> 01:05:55,430
We can spend less time devising systems of control or spend less time writing delay letters.

923
01:05:55,590 --> 01:06:01,010
We can spend less time angling leverage deals, right?

924
01:06:01,130 --> 01:06:04,710
Because there's no choice now. It's like, or the choice is super hard because

925
01:06:04,710 --> 01:06:08,710
I was like, all these companies who I, who I want to choose for my project are amazing.

926
01:06:09,250 --> 01:06:13,970
And when we do that, then all of a sudden having assessment about cost or money,

927
01:06:14,110 --> 01:06:19,110
it's It's no longer an option because we know, we know there's going to be less

928
01:06:19,110 --> 01:06:25,230
to waste in, in this, in this, on this project with this organization and in, in this industry.

929
01:06:25,350 --> 01:06:27,750
So how do we start changing our industry?

930
01:06:27,870 --> 01:06:31,750
How do we start helping mental illness? You got to start doing stuff.

931
01:06:32,350 --> 01:06:36,410
Can't talk about it. We definitely need to highlight that there is an issue.

932
01:06:36,590 --> 01:06:41,110
That's step one. Step two, start doing stuff. So I'm super excited to get this

933
01:06:41,110 --> 01:06:45,390
out and then work with, work with super people. I respect deeply Felipe.

934
01:06:45,690 --> 01:06:49,210
I got into scrum because you gave me your business card and I was like,

935
01:06:49,250 --> 01:06:50,990
what is that? And we didn't type it into Google.

936
01:06:51,230 --> 01:06:55,030
And then it was like, Alice, just down the rabbit hole. Yeah.

937
01:06:56,450 --> 01:07:00,530
So you got to engage with people. So I'm just so happy to be a part of what

938
01:07:00,530 --> 01:07:01,850
you're doing. That's, this is awesome.

939
01:07:02,230 --> 01:07:06,050
Yeah. Likewise, man. And it's like I said before, like when I heard you pipe

940
01:07:06,050 --> 01:07:08,770
up from the back of the room, when When we were at that last planner conference

941
01:07:08,770 --> 01:07:14,570
and you just asked your questions or made your statements, I knew instantly, like, this guy knows.

942
01:07:15,390 --> 01:07:19,810
This guy knows what's what. You got a live one. Yeah, it's so rare to find.

943
01:07:20,250 --> 01:07:24,410
A lot of people talk about things like they know what they're talking about.

944
01:07:24,550 --> 01:07:27,630
They just use the buzzwords. But if you've done it yourself,

945
01:07:27,950 --> 01:07:32,550
you can hear the difference from another practitioner versus a theoretician.

946
01:07:32,650 --> 01:07:35,870
And theory is important, but you have to execute.

947
01:07:36,150 --> 01:07:38,970
You've got to do it. but you got to put it into practice. We call that empirical

948
01:07:38,970 --> 01:07:46,530
process control theory or empiricism, which is just fancy words to describe learning by doing.

949
01:07:47,870 --> 01:07:51,890
That's right. Awesome. Awesome. Thank you. Very special. Thanks to my guest.

950
01:07:52,870 --> 01:07:55,110
I'm Felipe engineer, Manriquez.

951
01:07:58,810 --> 01:08:05,010
The EBFC show is created by Felipe and produced by a passion to build easier and better.

952
01:08:07,950 --> 01:08:15,150
Thanks for listening. Stay safe, everybody. Let's go build.

Unlocking Success with the Theory of Constraints: Insights from Thomas LaMay

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