May 12, 2021

Freedman's Factory: Introduction


Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. 

In episode 15 of the podcast, the topic is: Freedman's Factory: Introduction. Our guest is Mark Freedman, Lean Practice Leader at Tulip for our new segment, Freedman's Factory, which you will recognize because of our new segment specific music, with a cool, shopfloor vibe.

In this conversation, we talk about Freedman's Factory. What is it? What do we hope to accomplish? We learn that Mark Freedman, whose job title is all about Lean--which has to do with eliminating waste and increasing productivity, is, in fact, all about Kaizen, which is somewhat more ambitiously Japanese and means change for the better, or in better English--continuous improvement, from Kai meaning change and Zen meaning peaceful, relaxed, and aware. We are aiming for all those things. In fact, we hope to probe deep into the manufacturing experience, learning from people who live it and breathe it. We also want to investigate what it means to explore Kaizen and Lean together with digitalization--and with the nocode approach. And, as Freedman says, with all change we have to respect the current state. In other words, before we start to change something, we have to take in what is and recognize why it is that way. If all of these things sound slightly philosophical, it is because they are. This is down-to-earth philosophy with a small p.

After listening to this episode, check out Tulip's and Mark Freedman's profile on social media:

  • Tulip (@tulipinterfaces): https://tulip.co/ 
  • Mark Freedman: https://www.linkedin.com/in/markjfreedman/

Augmented is a podcast for leaders, hosted by futurist Trond Arne Undheim, presented by Tulip.co, the manufacturing app platform, and associated with MFG.works, the manufacturing upskilling community launched at the World Economic Forum. Each episode dives deep into a contemporary topic of concern across the industry and airs at 9 am US Eastern Time every Wednesday. Augmented--the industry 4.0 podcast.

Thanks for listening. If you liked the show, subscribe at Augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. If you liked this episode, you might also like episode 10, A Brief History of Manufacturing Software,  episode 6, Human-Robot Interaction challenges, or episode 1, Automation to Augmentation - the podcast's vision to build a movement. Augmented--the industry 4.0 podcast.

Transcript

Freedman's Factory_mixdown

Trond Arne Undheim, Host: [00:00:00] Oh, Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. In episode 15 of the podcast, the topic is Friedman's factory. The introduction, our guest is Mark Friedman, lean practice leader at Tulip. For our new segment Friedman's factory, which you will recognize because of our new segments, specific music with a cool shop floor vibe.

[00:00:33] Mark Freedman, Tulip: [00:00:33] So I'd like to talk about is improvement in the way. I see it now with all these new technologies that are available specifically around, no code stuff. It's just so necessary for Manufacturing. 

[00:00:42] Trond Arne Undheim, Host: [00:00:42] In this conversation, we talk about Freedmen's factory. What is it? What do we hope to accomplish? We learned that Mark Friedman, whose job title is all about lean.

[00:00:54] Which has to do with eliminating waste and increasing productivity is in fact all about Kaiser, which is somewhat more ambitiously, Japanese, and means change for the better or in better English, continuous improvement, meaning change, and Zen meaning peaceful, relaxed. And aware we are aiming for all those things.

[00:01:21] In fact, we hope to probe deep into the Manufacturing experience, learning from people who live it and breathe it. We also want to investigate what it means to explore Kaizen and lean together with digitalization and with the no-code approach. As Friedman says with all change, we have to respect the current state.

[00:01:48] In other words, before we start to change something, we have to take in what it is and recognize why it is that way. If all of these things sounds like it is because they are, this is down to earth philosophy with a small piece. Augmented has a podcast hosted by futurists building on it.  and Manufacturing app platform and associated with MFG works.

[00:02:19] The Manufacturing upskilling community launch at the World. Boer. Each episode dives, deep into a contemporary topic of concern across the industry. And they are 9:00 AM us Eastern time, every Wednesday, Augmented the industry 4.0 podcast. Friedman's factory. How are you? Friedman? I'm doing great. How are you?

[00:02:43] I'm doing okay too. So I was wondering what is it that we're trying to create? I think this is the first episodes that we have to promise. We have to make some promises about what we're going to discuss. What are 

[00:02:54] we going to discuss? Oh man. There's so many things we could discuss, but generally speaking, I just am very passionate about continuous improvement and Kaizen and I've done it for so long and I've seen so many.

[00:03:05]Different processes and seeing things work and seeing things not work. And I'm just been like, I'd like to talk about really continuous improvement in the way I see it now with all these new technologies that are available specifically around, no code stuff. It's just so necessary for Manufacturing, especially for Kaizen so things like to talk about, as How would you, like, how could you use software in Kaizen now that we have all we have these cell phones in our pockets and you can do so many things with them.

[00:03:31]You swipe on your cell phone and just with your finger and a pizza arrives or something like this, and you go to Manufacturing and it's not like that almost it's so often not like that. So there are so many problems that exist and. They can be solved. And I just want to talk about the different areas, whether it's materials systems, maybe it's, lean transformation, but honestly it's really just problem solving things in Manufacturing that I've seen things that I'd like to solve.

[00:03:57]Just exciting things like that. But 

[00:04:00] Kaizen to me is actually a foreign word. I think it's a foreign word to most people. What does it mean to you? 

[00:04:06]Mark Freedman, Tulip: [00:04:06] I love cousin is I don't have any tattoos, but if I would get a tattoo, it would be Kaizen. And what it is like good change. It's changed for the better it's continuous improvement. And it's really, it's the idea of lean, right? That's how I think about it. It's. The analogy I use pretty often as if like you don't go to the gym one day and lift every weight in the building and then expect to come home ripped.

[00:04:27] It doesn't happen. Like it's a mindset of continuous improvement and like being honest and transparent about your problems, making things visual, and then solving them and being willing to fail, and that's, for me, what it is it's just looking at processes with the intention to improve them, to know that.

[00:04:45] It can never be perfect, but you're always shooting for perfection in a way. And there's just, it's just very fun and it's a really healthy way to run an effective operation. 

[00:04:55] Trond Arne Undheim, Host: [00:04:55] So when I know, what I know is that Freedman's factory is a podcast segment, but is it actually a factory? 

[00:05:03]Mark Freedman, Tulip: [00:05:03] It's.

[00:05:05] It's not a real factory. It's basically a mental model of a bunch of factories that have been part of and have helped solve problems in. So whenever I talk to a customer or whenever I am working to understand and fix a problem, basically I just create a model in my head of how this thing functions, but you can't fix something unless you understand it.

[00:05:25]So I'm trying to build these models in my head. So we're going to be basically exploring. An imaginary factory, which is a combination of all of the, of all my experiences and customers I've worked with and problems that I've lived through. And, these sorts of things and, they're, these patterns exist.

[00:05:43] So a lot of it, I think, will resonate with people. I've found that, overall people want to do a really good job and at, in whatever factory they're in and there are challenges and some of these challenges repeat. And some of them have best practice solutions and so this there's, it's not a real factory, but it's a mental model of a bunch of factories that I've been in.

[00:06:07] And I fell in love with and hated and like headed, had a fun relationship with. But 

[00:06:13] Trond Arne Undheim, Host: [00:06:13] we also promise to be visual because I know you're so passionate about being visual and visual is everything for you in my, and Manufacturing is very visual. How are you going to deliver on that promise?

[00:06:24]Mark Freedman, Tulip: [00:06:24] I'd like to show images of certain things that people might recognize, like an example of this might be. A drop zone. The other thing is I'll probably try and describe things very visually as I see them and use a lot of analogies. 

[00:06:38] Trond Arne Undheim, Host: [00:06:38] Yeah. Cause we're trying to do two things. We're doing a video and we're doing a podcast, but we're certainly going to be really good, hopefully describing things so that it is a visual podcast.

[00:06:50]That sounds crazy, 

[00:06:50] Mark Freedman, Tulip: [00:06:50] I guess ideas like what's. What I think is interesting is when you're talking to someone in a given Manufacturing cell and they're having a problem, their day to day experience is very much their experience like this piece of paper, or they see things as they come to them.

[00:07:09] But to understand what's really happening, it's a very dynamic, connected situation. So it's like the ideas being described. Ends up being a pretty good representation of reality. Like sometimes you actually need to imagine in order to understand what you're seeing. So I think that works too.

[00:07:28] And some things we'll have to describe if we're talking about an end on light or something, I'll probably describe it in one sense to say yes, if the light bulb. And the other sentence, I'll say that, this is a lot like a doctor walking by a patient's room, all these lights and beeps and things go off so they can understand how things are working and that's the idea behind it.

[00:07:45] So it's visual, but it's also like imagining things that people can reference in their everyday life. 

[00:07:50] Trond Arne Undheim, Host: [00:07:50] Mark question. Are you serious about things or are you a 

[00:07:55] Mark Freedman, Tulip: [00:07:55] jokester? I definitely find humor in things 

[00:07:57] Trond Arne Undheim, Host: [00:07:57] because there's so much, there's a lot of very serious podcasts out there.

[00:08:00] I think I have at least one serious podcast. I'm a little bored. 

[00:08:04]Mark Freedman, Tulip: [00:08:04] I don't know. I'm not promising that I'm funny, but like I definitely find the humor in things. It's serious what we're doing, but it's not serious. It's important to people that their lives get better when they're doing their jobs and that their processes get better.

[00:08:17] This is like someone goes to work every day for, I don't know, 10 hours or eight hours or whatever at a factory, right? That shouldn't be the worst in hours of their life. That should be a good time. So like it's serious in the sense that like the stuff we're doing makes an impact and like you can actually make someone's life better and it's important to them.

[00:08:34] So it's serious in that way. But ultimately it's, it should be fun. It's supposed to be fun. Like you're making things better. This is a fun time. Like it's not the end of the world. And it's also there isn't like a right answer either. So you can't be, you can't be so serious about this is the way to do it.

[00:08:53] This is the tool I have to use standard work in this. Like I'm going to be tried exactly as it is. It's no, like we're here to figure this out. Like we're. Learning as we go. But it's serious because you get to actually make change, but the podcasts, I don't expect it to be very serious myself personally, being like very serious.

[00:09:10] Trond Arne Undheim, Host: [00:09:10] Yeah. So the other thing, I'd love to do this, but I wanted to ask you first since it's the two of us do we could take requests too, right? Oh yeah, 

[00:09:18] Mark Freedman, Tulip: [00:09:18] that'd be cool. I would absolutely one of the things I've always wanted to do was actually like, so I've done by Kaizen so many times.

[00:09:25]But I wanted to take a camera with me to the factory, with the people and talk to people on the floor and have them like, say, Oh this process sucks. And I don't know what these parts are and all this sort of stuff. I just give me, I have so many shortages, whatever it is.

[00:09:36]And just hear from the people who are doing the work, like in the real place from them and just show the process because. It's fun. And if someone would be willing to share that, I'd be all for it. But I guess some companies like we'd have to take the name out or something.

[00:09:52] Some people probably don't want to air their dirty laundry, but when you're in it, if you're the one in the company, then like you gotta be transparent about what's going on. Otherwise you're lying to yourself. 

[00:10:02] Trond Arne Undheim, Host: [00:10:02] Yeah, I agree with that. But even just taking topics, we'll certainly have an email chain open and people can suggest on the show and if we get ourselves organized, maybe we could take some callers and stuff and let's see how this all comes along.

[00:10:14]Mark Freedman, Tulip: [00:10:14] Maybe challenged to if someone like disagrees with me, help me understand what I'm saying wrong. I would love that because this only way I learned, I want but I. I would love any sort of engagement with people who are interested to like, talk about this stuff. People who like this stuff it's, you can tell, so get on here with us and talk to us because, it's I'm a nerd for it.

[00:10:33] It's really fun. 

[00:10:34] Trond Arne Undheim, Host: [00:10:34] Yeah. Let's quickly foreshadow some episodes without giving episode numbers, but we're we're definitely going to talk about Kaizen because you love Kaizen. We may or may not cover Tulip. I think Tulip is is something. Interesting 

[00:10:49] Mark Freedman, Tulip: [00:10:49] tool, but I don't care what you solve.

[00:10:51] The problem with the Tulip just happens to be an awesome tool for it, but you can use anything to solve these problems potentially. But some things like, so we're going to talk about Kaizen the whole time, but we might want to spend in one episode, maybe talking specifically about Kaizen and what it means and what it like.

[00:11:07] Especially, I do think it's worth focusing on. I happen to work at Tulip. I happen to love being able to use, I've solved so many problems with information systems in the past that it's worth mentioning. And I do want to focus a little bit on that because I do think that it's I'm convinced how you Ciano he's Toyota production system the founder of it.

[00:11:24] So to speak, I'm convinced he would have loved like Tulip or no, any, no code like development. Tool, because you can just do so much, you can do so many things that weren't possible before. So if you can, you should, so it doesn't want to spend time talking about like that idea, but I want to spend time talking about some other stuff too.

[00:11:43]Like work instructions. Like I find so often people are saying like, we have, we want to make improvements. So we want to make work instructions, and I just want to say like why work instructions? And talk about what. Are you, what do you, what should you show to an operator on the floor?

[00:12:00] Like what's the right thing to show his work, instructions, your problem. I want to want to peel that back and challenge it because oftentimes the people on the floor don't actually need that they've had this 60 seconds, like tack time, they haven't memorized. Like they don't need.

[00:12:14] I work construction. So what do they need? What is the real problem is that we're going to move the needle or not. I'd like to talk about that. 

[00:12:20] Trond Arne Undheim, Host: [00:12:20] I love that. I love that. And I know that you have opinions about paper now, and there's nothing wrong with paper. You told me that. Yeah. Hello paper.

[00:12:27] Mark Freedman, Tulip: [00:12:27] What's wrong with paper at the screen. 

[00:12:31] Trond Arne Undheim, Host: [00:12:31] That's actually controversial right now. I think that may be another promise that we promise to be somewhat controversial than we, I will at least try. 

[00:12:41] Mark Freedman, Tulip: [00:12:41] I also think there's a, there's like communication on a floor. I think we should probably talk about that because like I gave that pizza analogy earlier on your phone, you swipe and you can get a pizza, but I can't tell what the, like how many parts I made, like right next to me or whether or not I have this part.

[00:12:56]I can't tell this information, but I know that the pizza is like down the street and it's going to be here in two minutes. They're gonna take it, how can that, how is that possible? And Communication the shop floor, like one of the most valuable tools that people use in factories is radio, and they're not wrong, it's really useful.

[00:13:10]So what is that all about and how can you make something? If you could make technology do anything you wanted to for this problem, what would you make it? Do you know? And. That's like a reality of the kind of tool you can use today, so use it, like I would love to use that cell phone, use that screen use, like that device, make this is now an option for you.

[00:13:31]And the other thing is that people like, they don't, maybe they don't, most people I've worked with it's usually maybe one or two Excel people, like this is like this girl, if you want to learn how to use, some F's or something, or like a V lookup, like talk to her, she really knows there's one person, right?

[00:13:43] A lot of people aren't really super tech savvy, if they are, they're not on the shop floor, but like now you can be on the shop floor and not have that experience and still make these sort of tools. So it's really neat. I know I've talked about the tools a lot, but I get excited about it. And I think we've talked about is materials that Geosystems are just fun and interesting, like planning systems and stuff.

[00:14:02]Like setting out combine and setting up, set up wheels and. All this stuff. There's so many companies where I've seen that the biggest problem is it's like a materials game. It's like shortages and understanding shortages. Like when you stock out of something, it's this, you can make the argument for, if you have bad quality, then that's obviously awful, but shortage.

[00:14:23] If those are plaguing you, you can just, it just shuts you down. You can't build it. You ended up building a bunch of like whip and you're holding it, waiting for parts. You have to manage all that. It's just so much waste. So I do want to talk about like inventory overproduction waste and like shortages and material systems a little bit, just because I'm so passionate about those.

[00:14:38] That's cool. 

[00:14:38]Trond Arne Undheim, Host: [00:14:38] Mark, what I would love for us to do is for you to reverse engineer some products. Like I just got something from Amazon the other day. I want to know how it got there. I would possibly got there that fast and what damage I've probably done to the environment to get it there. And we should talk about just things around us, like how, reverse engineer society, and then just see how much of it is Manufacturing.

[00:15:01] Mark Freedman, Tulip: [00:15:01] Yeah. I have one thing I promise is that I'll never pretend to know something. I'll mostly just ask questions about things and then continue to build on that model in my head. So I don't know exactly like how Amazon does a lot of the stuff it does. I consider them like masters of logistics and I'm very impressed with a lot of what they do.

[00:15:17] And I think about them often and Not to go back to the software thing, but I'm betting, they use a lot of custom software. It's Amazon and yeah, they've had the ability they've had, they must've had like software engineers on their team to build this from like years ago when I first getting started.

[00:15:31] So it just shows you how powerful these things can be if they're all in sync, and changing and adjusting. But the other, the thing is it's not, I just meant it's not just Manufacturing. Like I'll go to. Like I got a COVID test, and just watching their process.

[00:15:49] It's everything is a process. And every so watching the way they process customers through that facility and like seeing the waste and like it's everywhere. It's just, it Springs up all the time. So people will, this is really awesome video. I saw online where there was this like volunteer organization that we're packaging up.

[00:16:08]And I'll share this with you. I'll find the link. It's really one of my favorite videos, but they basically are packaging up like soup cans and like goods to donate and they're doing into boxes and they're just using a process that they fell into because they're just volunteers there.

[00:16:22] And no, one's really thinking about this, but they send this company over. I forget the company to do process improvement with them. And they're like talking with the people who are doing the packaging, they're looking at the people unloading the trucks and they're doing all this stuff and they make these small little improvements to it.

[00:16:37] And it just makes, it's just so fun to watch that improvement. And that's more, that's like a pack and ship operation, so that kind of is Manufacturing. But, my point is that it's everywhere, yeah. So we can deconstruct things that we don't see. Like I can't see the inner workings of Amazon right now.

[00:16:50]So it's hard for me to tell you or imagine, I can imagine, but it's hard for me to tell what's going on. With any exactness, but, I can see how they process things in so many other places and like, how might they improve that? And 

[00:17:02] Trond Arne Undheim, Host: [00:17:02] sure. You've also, I'm sure been to quite a few factories around the world, so it'd be lovely to great to have you explain what you're seeing in factories.

[00:17:13] Mark Freedman, Tulip: [00:17:13] Yeah. I don't know how if I can use any names of these places, I probably can't, but I can describe some of the best practices that I've seen. Like I love best practice. I go to a factory and literally my favorite thing to do is. Like we'll walk around together and I'll talk with, the managers or whoever the people are, who, are, a couple levels above the operation, but then I'm like, can I just run, walk around for a while?

[00:17:37]Can you just talk to people? Do you mind? So I just like scroll about and talk to water spiders and look at boards. And I find there's always people who are making it work. Who are facing problems every single day in like covering them up. And if those people aren't there, then like the factory, has a problem.

[00:17:56]And I love finding those people and seeing what they're facing and I'd love to talk about that sort of stuff, but also there's some like really impressive cultures. Like I've come to appreciate like organizational culture and people help people rally around. Problems and get things done because I've seen somewhere it's, a problem where people are actually like, shooting themselves in the foot a little bit and making it harder for them to improve.

[00:18:17]I've also seen some where people will take these ideas, like standard work and a U shaped cell and this sort of business. And they'll just force it upon operators or hourly associates. And. Give all of these great ideas of really bad flavor for people on the floor, because, they're like, why can't I sit in a chair right now?

[00:18:39]Because someone, somewhere in like Japan told me I can't use a chair, like I'm soldering really careful. Like I have to be very careful as injured to get work. Like I can't be standing is like hurts my feet or something, so there's a lot of times when these sort of. Like ideas can be used poorly, and hurt improvement.

[00:19:01] And then there's other times when people they get embraced and people are like 5s sitting there, like five S in one factory, the term 5s. In one factory, it means, Oh, you're going to throw all my crap away. And another factory it's a sense of pride. And they like are all about having an award of like myself as the, like the nicest looking cell.

[00:19:17] So what is that culture, like how does that get created? Cause it's everything. 

[00:19:23] Trond Arne Undheim, Host: [00:19:23] That's really cool. There are so many topics. Work instructions, digital lean, the whole idea of what happens to the ideas of lean in the digital world machine monitoring, like basics around all of that vision based inspection.

[00:19:36] Some of the other topics that we didn't really cover so much ERP systems that you're connecting to on the shop floor. All of these industry frameworks and acronyms. I imagine we'll be trying to cover a bunch of each of these, but not too much like bite size. I think that's the concept just a little bit every time.

[00:19:55] Mark Freedman, Tulip: [00:19:55] Yeah. I think the approach that you'll find I most often take is what is, I want to be as close to the floor as possible when looking at this. So I'm looking at an ERP, we could talk about the schema of the database and its table structures and so forth. Cause I've like definitely spent time like looking into these and trying to make sense of them.

[00:20:17] But none of that really matters at, in that level of detail on the floor. People just want to know what am I supposed to do right now? What is this part that just showed up in what what is this? So I care more about the way. That people on the floor, whether the supervisors or planners or hourly associates whoever's dealing with the actual work that needs to be done, like how does, how do they experience the ERP?

[00:20:47] That's what I care about. I always care about that that person. 

[00:20:52] Trond Arne Undheim, Host: [00:20:52] So as we're rounding this off, if you were to define Freedman's factory in terms of a physical factory, let's say you are building your own factory. W what are the things that you're thinking about just to give a picture to people of what's in your head, when you're thinking about a factory, 

[00:21:09] Mark Freedman, Tulip: [00:21:09] I'm thinking about a lot of humans who have over the years, some of them have memorized.

[00:21:18] They know the job there. They take pride in their work. There are some new people who joined. They're learning the ropes from these older folks. There's a lot of, machines, some of them are CNC machines and some like really great, like DMG, Mori five-axis machines with a huge target, some of these, and then there are some that are like manual lays and it's a toolmaker, and it's that guy or a girl who is, they have to do the secondary operation and Polish that like that small, like drive shaft or something, I'm thinking about discrete manufacturing.

[00:21:48] So I'm thinking about assembly areas. That are putting components together. I'm thinking about the, the planner who's been there at the jobs, like their first job out of college. They've been there for two years and they're walking around trying to make sure their parts are they, they have a good supermarket for their area.

[00:22:05]I'm looking, I'm thinking about. Molding cells and, sub assembly cells and someone trying to manage all the moving pieces in order to getting those done on time and thinking about, skewed ups or daily management walks, gemba walks, where people are looking at these boards, and they're trying to see whether they're winning or losing.

[00:22:20]I'm thinking about all that stuff. I'm thinking about paint lines and someone trying to put in a combine system for this. Part that they're stocking out in all sorts of things like this. This is it. This is what I'm imagining happening. It's to depend on, on, on what we're talking about too, like those are the places that I'm describing that I've been a part of is mostly vertically integrated, they're making their own components, they're buying some components, they're assembling them. They're sending them up for external processing. They're measuring them and they're, trying to pack them and ship them. And then sometimes we'll to pick and pack and ship area, so I'm thinking about like pickers who have like pick lists, walking around, grabbing stuff, think about all that. So it 

[00:23:03] Trond Arne Undheim, Host: [00:23:03] seems to me that. It's you're imagining a problem and a solution, but you're not going straight to the tech. You're going to the people first. And then you, what you were describing to me is the processes that people want to put in place, not necessarily coming from the top, but just the processes that sort of naturally emerge.

[00:23:23] And then you're thinking about the tech almost like last. 

[00:23:28] Mark Freedman, Tulip: [00:23:28] Yeah. Yeah. I I don't care what we use to solve. I really don't care what we use to solve the problem. If there's a simple, like the simplest solution that we can try to, like quickly is what I want to do. I want something that's gonna, that's gonna make an impact quickly that people can get behind and is going to sustain.

[00:23:46] And then we're going to improve that later on. Anyway. But like the most important thing for me is understanding the problem. That we're actually trying to solve, I really want to be like, I think the most important thing, honestly, in, in what I do and what I like to do is empathy.

[00:24:00]I want to talk to the people who are dealing with it and see what they've come up with. One thing I love to say is like respect the current state. Like a lot of people I've seen when I was, I did this myself in the past like earlier on, I would go there and be like, Oh, like this.

[00:24:17] This isn't good. I need, we have to prove this, but I'm not respecting all of all the decisions that are being made currently and why this might be a good reason for some of these things. And if I don't understand them, then I'm really just maybe creating more of a problem by ignoring that I'm speaking a little bit in code here, but, respecting the current state and understanding why things happen the way they do and how things work is really important.

[00:24:43] Another thing that I've come like another pattern that I recognize, and I like the movie Jurassic park a lot. So I'm gonna use that as an example, but like Dr. Malcolm was talking about he's I think it's Dr. Malcolm anyway, but Jeff Goldblum, he's talking about, life finds a way.

[00:24:57] Do you know what he says that in that movie, He says, life finds a way. And he's talking about how all female velociraptors, whatever can somehow breed. But the point is really valid. I think it Manufacturing because you're going to shift stuff. Someone's going to figure out how to ship it.

[00:25:13] And if that report doesn't work or if like you have to who knows how it happens, but this is like a moving river. And it's your job to try and control it, and if you have a barrier there in some way, it's gonna go over and around the barrier and ship, like people are going to ship this stuff.

[00:25:32] And a lot of processes that you see like a lot of re the reality that I see at least is that it found a way. And some of that is Jean is really. Genius work that someone came up with a way to make this happen and it's not documented necessarily it's tribal knowledge potentially. But it is painful and it's not controlled and we can help improve it.

[00:25:53] But we have to respect it first, just, I can't see that barrier that they're going around. Doesn't mean it's still not there. 

[00:26:00] Trond Arne Undheim, Host: [00:26:00] Makes a lot of sense. Thanks. I think I got a pretty clear idea what we're going to be doing here. So this makes sense to me. So hopefully it makes sense to other people you have just listened to episode 15 of the Augmented podcast with hosts through none of Undheim.

[00:26:14] The topic was Friedman's factory. The introduction our guest was Mark Friedman, lean practice leader at Tulip. In this conversation, we talked about factory, what is it? What do we hope to accomplish? My takeaway is that Friedman's factory will take a steep into the shop floor philosophy of Kaiser. And with that into the heart of manufacturing excellence, this is a tall order and we will need to explore it slowly, carefully, but also forcefully and definitely.

[00:26:48] Concretely. It's almost frustrating to be limited by this introductory episode, which merely scratches the surface and hints at the discussions to come. However, in order to fully understand how Tulip.co deeply humanistic approach to no-code is rooted in the shop floor experience. And trying to reflect, but also question factory floor behavior to go on a learning journey, we will get to the discreet tasks and functions that digital note code apps make so naturally work instructions, machine monitoring, and other things, but we need to go there only by imagining something better.

[00:27:29] Experiencing the patterns that exist and making sure we are truly making an improvement, the depth in Friedman's message lies. It seems to me in his insistence unexperienced, before tools, understanding before action and understanding people and the reasons behind find their current process way before introducing any kind of technology as a tool.

[00:28:00] Thanks for listening. If you'd like to show subscribe at Augmented podcast.co or in your favorite podcast player and rate us with five stars. If you liked this episode, you might also like episode 10 at brief history of Manufacturing, episode six and human robot interaction challenges. Or episode one, automation to augmentation the podcasts vision to build a movement.

Augmented the industry 4.0 podcast.

 

Mark Freedman

Lean Practice Leader

Mark is passionate operations leader with experience in Lean manufacturing, materials and logistics integration, and process engineering, highly skilled in problem solving, data analytics, system design and communication. He holds a degree in biology from the University of Vermont.