Karidja Sakanogo joined us on our Continuous Improvement webinar series to share the core values and dimensions of Lean management that can alleviate parenthood.
You can watch the webinar recording here or read the webinar transcript below.
Morgan Wright: All right, everybody. Welcome to today's webinar, "Raising Lean thinkers in a Lean House." I am Morgan Wright. I'm the Customer Marketing Manager here at KaiNexus.
Today, I'm happy to be joined by Karidja Sakanogo, as our presenter today. Additionally, I will be sending the link in the chat to the slides to follow along.
Let me go ahead and quickly introduce Karidja Sakanogo, our presenter today. Karidja is the founder of Brains Consulting. She's originally from the Ivory Coast of West Africa and now resides in West Virginia with her family.
Karidja has over 20 years of experience in project management, operations management, customer service, and accounting. Additionally, she is certified in Lean Six Sigma, she has a Black Belt, and is a project management professional.
Her educational background includes a Bachelor's in Accounting and Finance, a Bachelor's in Technical Management, a Master's of Science in Project Management. She's currently attending The Helms School of Government at Liberty University as a PhD candidate in public administration.
With that, I will turn things over to Karidja. She will dive into the how and why she found it beneficial to raise Lean thinkers.
Karidja Sakanogo: Thank you, Morgan. Thank you to everybody that took time today to attend the webinar. It's a pleasure for me to be speaking about this subject that's a passion for me. Thank you for KaiNexus for organizing this webinar.
My name is Karidja Sakanogo. I'll be speaking about "Raising Lean Thinkers in a Lean House" today. A little bit more about me, more than [indecipherable 2:00] about over the most obsession, but I'm just going to summarize.
I started my career as a flight attendant for six years because that was a kid's dream, so I had to do it. Then, after that, I was fortunate to work in different fields, banking, production, logistics in US.
That's where I discovered the Lean management. I was seduced by everything about the approach, the human values, the efficiency, and the effectiveness of every tool that was implemented in an organization.
I decided to create a business consulting organization that could promote everything related to Lean in a French-speaking country in West Africa because that's where I'm originally from. We're doing everything. We've got continuous improvement of project management.
I'm facing right now the biggest challenge of my career. It's to make sure I'm a PhD survivor. It's not easy, but I have to do it. I'm working on my thesis right now. I can see the light of the tunnel, so I'm almost done.
The subject I decided to present is the potential impact of Lean culture on public administration efficiency and effectiveness. Anyone in the audience that knows a little bit or a lot about this subject is welcome to let me know, so I can get in touch with them and then learn from them, so they can increase the value of my work.
That's a little bit more about me. Thank you, Morgan, for introducing me. The objective of this webinar is to share with you all the core values and the dimensions of Lean management that can ease parenthood.
I want to share my opinion from my experience because I'm raising four kids. The oldest is 14. I have 11 after that, one that's 8, and the little one is a girl. She's 5. Most important for me is to start sharing my opinion, is to get your feedback.
I will be very happy to get your experience about this subject. I'm sure most of us as Lean practitioners or professionals already started to implement Lean at home, but I decided to go further by integrating it into those kids' education.
The agenda, I'm presenting is three parts. The first one is raising Lean thinkers, the how and the why.
The second part is an exploration of my Lean house, as I call my house. We'll be taking a virtual tour to the house, so you can see how the Lean house looks like for us, and then how my kids are growing up as Lean thinkers. What did I notice that make them different from some other kids or in other families?
How did our Lean journey start? We started with a short story. One day, back from work, very tired, I was watching TV when the kids were all eating at the table together. I could hear the little one crying. When I asked what happened, everybody replied together, "She's crying because she thinks she's in trouble."
I got the incident fixed. Everything was fine. I couldn't even scream or yell at her because she already cried as much as she could.
When everything was over, I reflected on the situation. I thought that if they were able to give me the same answer at the same time, that means probably there are rules that are there. There is probably a standard that makes her think that she's in trouble before I even start talking about it.
I was relating that to professional work. Then thought we might be able to commit standards. Standards that can make everybody agree about what is normal and what is not. How we get in trouble and how we solve the troubles.
Referring to Taiichi Ohno quotes, he was saying, "Standards should not be forced down from above but rather set by the production workers themselves." I thought I should let them create their own standards so they can get involved from the beginning and get willing to serve the standards and apply them.
One example of that type of initiative is making them choose their own rules. I'll show an example in the next slide.
Our first steps in my family with the kids started with standardization. Last year for Christmas, everybody had their wish list. The number two is Nasa. That's her name. In her list, she has a hoverboard. She says, "I want a hoverboard." For that reason, she got reduced...she made a shorter list because the hoverboard was more expensive than any other gift.
Once she got her gift, everybody wanted to use it. Some of them more than her. Those are small conflicts we have to deal with. I decided to buy a new one, a second one because we thought just so we can share it more easily. It happened that the second one was more fun than the first one because that one got lights and sound, so they were fighting over the new one.
I said, "OK, you guys need to figure out who's able how to use both hoverboards." I sent them downstairs and go figure it out. They went together with the hoverboards. They hang a list of rules that I went later to check on, and I start smiling.
I just want to share it quickly with you. The first one is, "The white hoverboard's ownership name is Nasa." She's the one that asked for the first one. "No fighting with them. Wait your turn. No screaming. Everyone gets 15 minutes before the next one. Have fun. Do not break them."
That makes me smile because they were able to figure out how to be fair with using the little bit of [indecipherable 9:12] they had. Relating that to the work environment is what the Lean approach is always calling people to get involved with the creation of the standards, with how we adjust them to reality. How do we take into account the constraints so we can make new standards that work for everyone?
That story reflected exactly what that quote Joseph Juran says, "Without the standards, there is no logical basis for decision making or taking action." They were kind of confused. They were frustrated about how to use the hoverboards, but because they [indecipherable 10:00] a list of standards, they figure out how to do it correctly.
Our first step where with standardization. How I'm raising Lean thinkers, I'm going above standardization.
Another quote, I love quotes so I share always a lot of quotes in the presentation. One quote from DuBois state, "Children learn more from what you are than what you teach." Because I am passionate about Lean, it was easy for me to integrate everything related to Lean at home. Like many of us, I'm not the first one to think about doing it in my house.
In our personal lives, we all notice that is useful, and helpful to be thinking Lean when we do anything. Besides that, what I'm trying to do is to show them the terms. They don't know the exact definition of Lean, but in their understanding everything that's organized, clean, and smart, for them is Lean.
If someone had to fix a closet, one of them will fix it and they will say, "Look, Mommy. This is so lean." For them is a way to express how satisfied they should be with the cleaning. I'm OK with that. For me, if they know every normal situation that is related to excellency, then I'm OK with it. I'm OK to let them grow that way.
I'm making sure they know exactly the difference between what is normal, and what is abnormal, and then take action when it's abnormal. That's something we face in organizations. People can see situations that are not normal, but they don't think it's their responsibility to step in and then do something. I try to make them think, this is normal. This is where you have to take action.
Another point is about productivity. The way they use time or the way they see time being used around them. My oldest one who is 14, came back one day from school and say, "Mommy, our lunch process at school is so unproductive."
I was surprised that she was using that word. I say, "Why do you say that?" She says, "Because the line is long, we have to do fingerprints before getting our food. Once you get the food, you're at the back of the line. Sometimes you only got five minutes to eat. I think they should make a different way of doing it because that is unproductive."
Hearing those words, for me, is a good start and that's the way for me to help them think about Lean everywhere.
Another aspect is the core values. For me, one thing that seduced me about doing Lean, deploying Lean everywhere, is the fact that we are trying to promote certain types of values that are related to us as humans.
One of them is respect, like respect for people from the Toyota Production System. For me, it's essential for my kids. They have to be respectful of everything. Even when they disagree, there's a way to say it because you have to say it respectfully. It's hard, but I did train.
Another thing is ethics. Acting like everybody is watching you. Thinking about this is fair. This is not. Everything is related to fairness, everything is related to valuing human beings. All those together are called ethics, and that's how I show them. You do this because this is ethical. This is not. That's how I'm training them in the world before they get older.
The last part of the way I'm raising them is to show them some of the dimensions of the Lean approach. The first one is resource optimization. As a parent, we always do that. Don't waste the water, don't waste the electricity, don't waste the food, finish your plate. Everything related to what you have, you have to make sure you manage it efficiently.
Excellence, try to be always the first, good grades. If you play a game, try to be good at it. If you running, you do sport, try to be good at it. Trying to make everything I have to be excellent all the time.
Anticipation, yes, I always asked them, "If you do this, what will happen?" In certain situations.
Prioritization, that's a good one because it's not easy for them as a kid to figure out what they have to do first. When I come back from home, I want to play. Should I do my homework first? Should I take shower first? Should I eat first?
They have so much to do, so I try to help them figure it out themselves. Depending on the days, you better do your homework before you eat, depending on other days. I've tried to create that flexibility in the way they act so they can be better organized.
Multitasking, that's the one I love the most because I will always send them to do three things. Go in the room, get the comb, go in the bathroom, get this, that. They're like, "What do you want me to do first?" "You figure out."
That's always tricky for them. That's what I notice. I enjoy doing it because I see the panic in the eyes anytime I say do three things at the same time.
Critical thinking is every day. "Why, Mommy, I did this? Why, why?" "Can you please stop saying why?" That's so they can just think more than what, go deeper in their reflection, and go deeper in their comprehension.
Problem-solving is they will always come to me with some problem, but we always tell them, "What do you think we should do? What do you do in this situation? What do you think is better to do?" I will do that first just to get their opinion before sometimes suggesting something, or I will let them just experiment to see how you come about, how you want.
This is how I'm raising Lean thinkers with the terms, the values, and the dimensions in our daily life.
Now, why am I doing all these? John Novak said in one of the quotes, "With Lean Six Sigma, the tools are the easy part. Changing organizational culture is the hard part." We all noticed it. We talk about all the benefits related to Lean management, but when we don't have a Lean culture in the organization, it's hard to get results.
Why I'm doing it, I'm doing it to prepare them for professional life, but I'm also doing it to make their childhood easier. I want them to be a good child. I want them to be a good professional later when they grow up. I don't know in which organization they'll be working, but I want them to be those that will be building a strong culture wherever they'll be working.
I saw a link about organizational culture that I find very instructive. I shared it on the slide, in probably the last one. They're talking about the strong culture. Different parameters can describe a strong culture. The three that I wanted to share is those ones.
The first one is shared beliefs and values. In a strong culture within an organization, everyone tends to share beliefs and values. The trust and cooperation are enhanced, and the decision-making processes are inclusive.
What I'm trying to do is to prepare them for those aspects that I found very important, but now I'll be reaching that is to design and shape their only personality as humans. Human nature should be easy. People should understand that behind cultural diversity, there's a lot of value to learn.
We should be able to get from each valued culture the most important values and build our own personality as a human. That creates inclusiveness. I'll give my example.
I'm originally from West Africa, Côte d'Ivoire. In Ivory Coast, the culture is the way good humor is something normal. Everybody is usually every time happy. That's my intake. That's something I'll keep preciously in whatever in my personality and my attitude.
My mom is from Guinea. In Guinea, the culture is the way most people are very persevering. The conditions can be very hard, but they try their best to get whatever result they want to achieve.
In Senegal, where I did part of my college, pride is important. Not the bad kind of pride, but the positive one that makes you go one step further. The one that makes you want always be the first, the one that makes you think you're the best, you should achieve the most.
Then in the US, what I've got out, I will never give away is ambition. You have to be ambitious. You have to think I can achieve this, and I won't quit." One proof is, when moving, I wasn't thinking about getting a PhD, but because I'm here the culture is different. I'm thinking I have to do it.
The organizational culture should be a way where diversity is welcome, just because we can learn from each other culture and create a better human nature that can lead to a stronger culture and ease everything that's related to [indecipherable 20:48] deployment.
I'm preparing them for that step by showing them that culture is important, by integrating all I know from my culture, my husband, and themselves, because they are American, together to create a better kind of person that should be able to be productive in any type of organization.
Then the visual show it's my house. This is my Lean house. Similar to the Lean transformational framework, at the top of my house I always put the standards, because I think for their age what they need to learn is about standards because they're the raw products.
They come up. They have to be transformed in a certain way. They won't be perfect because there's no perfection in Six Sigma, but they have to be close to perfection. The way they become good professional leaders, good human beings in society, and good persons in the whole family are my transformation.
For their age, standards are the most important. How we're creating our standards, our house has two pillars. The first one is the beliefs. Our beliefs, we won't experiment with that. I got mine from my parents, from my religion, and from my culture, the one I just mentioned early.
That's how I create that into standards, and they just have to take it. They don't experiment. They will ask why we do this. I say just, "Because my mom says so." Then we go over, "Why are we doing that?" "Because my dad was doing this way." Those are things that we don't experiment with.
On the other side, they have experimentation zones where they can experiment with everything they want. I will guide them sometimes. Sometimes I won't. I let them fail, so they can learn from failures and they can learn from successes.
Both pillars are necessary to find the good standards, to find them, change them when they need to be changed, and adjust them to reality, and, as they're growing up. The standards are so strong that they think they apply to everyone.
I'll give you a quick example. One day, I told my boy, and he said, "Mommy, can I sleep with you?" I said, "No, you have to sleep in your room. Everybody's sleeping in their room." He said, "OK, so why is Daddy sleeping in your room?" For him, if that's the standard, if that's the case, why it doesn't apply to someone?
Sometimes I have to explain that there's a standard and there are conditions that won't. In the organization, it's the same. Some of the procedures have to be explained better so people can understand.
My foundation is respect. As I said earlier, for me, it's the most important. Respect yourself. Respect your siblings. Respect your parents. Respect everybody outside. Your teacher, their rules, their standards, their culture, their religion. They have to be respectful of everything around them. It's the most important.
I would say if there's a sentence that summarized my Lean house, I would say united by standards. My kids are born to the same parents, but they have a lot of differences. They have different personalities, somehow sensitivity, too. Standards are the way for me to harmonize those differences and create a world that's more stable for them.
We have a stronger family identity because we know what we look like. We know our standards. When they go on vacation to their cousin, I would say, "OK, when you get there, they have their own standards. Don't try to change yours, but you have to accommodate them because you're in their house."
They ask me, "You don't let us do that. Why does Auntie let their kid do so and so?" "Well, because it's Auntie, that's the way she thinks is better, and obviously, we have a different way." That's sometimes tricky to make them understand that it's different.
Increase kids' independence. With standardization, I would let them step in with all the dimensions. I will make them step in to act because Mommy won't be always here, Daddy won't be always here. You have to step in.
Then the last point is to sustain our beliefs. I got a lot of the beliefs from my culture, my mom, and my dad. I got some from my religion. I don't want them to disappear. With the Lean house, I'm trying to sustain it and then transmit it to them so they can do the same with their kids. Hopefully, they'll do it.
The last slide for you is growing up as a Lean thinker. This picture is the one that I shared months ago with the Women in Lean. They enjoyed the picture. For me, that picture summarized everything I want them to do because I'm integrating everything that's related to their education.
Learn from each other. Support one another. Be happy together. That course wasn't easy to make. I was just sitting, watching them. Then they had a common vision. They say, "If you want to do this, all you have to do, is take the picture." It was a lot of tries. They helped each other. One side was done before the other one, then they had to help each other.
Immunity to fail because someone will fall down, they pick them up, say, "OK, let me retry." Care for all because they want all of them to be in. You can't just go, "On this side, we do it." No. I was looking at them. Then once I got the picture, all those feelings came in. I'm thinking probably it's the best way to do it.
It's very challenging to raise kids and then, at the same time go to school, at the same time have a job. I would say, with Lean in my house at every level, me and my husband, the kids, in our daily life, that made things much easier because they understand what are their roles and their responsibility in all this going on.
That's one reason why I can travel so far for two weeks and let them go to school because they understand. They have grown up already, step by step. Some of them understand there are challenges everywhere.
I will be happy to hear from you all the feedback, how you think that can help or is already helping, and then learn from it. Thank you very much for listening, and then, thank you, Morgan.
Morgan: Thank you. That was wonderful. I love that photo. They are just so precious.
Karidja: Thank you so much.
Morgan: Real quick before we jump into Q&A, I just have a few announcements as we close up. We'll go to that webinar slide. Those of you who've been here before, know that you can find all of our past webinars at Kainexus.com/webinars.
Additionally, you can sign up for our future webinars. Right now, our next webinar on the books is our Training Team Office Hours which are for customers only.
You'll see that our new training and enablement manager, Brittany Currier, will be hosting. Some of you may know Brittany as our past support person, but now she has actually transitioned to a new role. We're really excited to have her in that role. She's awesome.
Additionally, typically, the training team office hours are Thursdays at 1:00 Eastern, I believe, but next week it will be actually Tuesday instead of Thursday. Those will be from 11:00 to 11:30 Eastern time, so just note that change.
Additionally, KaiNexus Con, our user conference is coming up here in two short weeks. Those of you that are attending, we are so excited to see you guys and meet you guys in person. If you aren't attending, we hope that we meet you next year.
The next slide. The blog at Kainexus.com is the home to both our Improvement and our Customer Blog. If you're not already subscribed, you can go to blog.kainexus.com to subscribe to both or either of those.
Then finally, we'll jump to the next slide and we'll talk real quick about our podcast series. Please listen, subscribe, rate, and review via your favorite podcast app, or you can find us at Kainexus.com/podcast. The audio from today's webinar will be available there as well.
Now, we will jump to our Q&A. We'll jump to the next slide. We already have a few questions coming in. The first question is from Annie and she asks, "At what age do you recommend starting with children, and at what age have you found that they're most receptive to the Lean principles?"
Karidja: Thank you. That's an excellent question. I asked myself the same questions. I was thinking once you get out of the hospital after getting your baby newly, you always recommended having a scheduled time for eating or changing, so to create a habit. Those are the basics for me.
The baby is already understanding that "OK, I have time to eat," so that's already something that they have to follow. Then there's some flexibility depending on how the baby is sick or not. For me, there is no age. Anytime you feel like they have to understand some of the values, they have to understand that it's important to be organized. You should go in and then do it.
Some of them for me are easier. I will say my oldest is 14, and I use her as a leader. That's my secret. I use her as the leader so she can help me in bringing the other ones to the approach and implementation. That's another thing that makes it easier.
I'm assuming with one kid it might be challenging, but always find what is essential and then start with the basics. For me, respect is the most basic. How do you think we have to be? We have to follow what we see. Those are examples, but any age depends on how smart and clever is your kids. That's what I can say.
Morgan: That's fantastic. Our next question is from Andrew. First, thank you. Then he asks, "Do you recommend or do you use a tracking performance, i.e., chores chart, music practice, brushing teeth, to show and motivate the desired behavior?"
Karidja: Yeah. [indecipherable 33:00] those specific tools, but you have to create a way to motivate them. I figured out, with mine they like having fun. As you see in the shot actually, they say have fun, so everything. Brushing timers to make them have a specific routine that can help.
Another thing is they are always looking for improvement. They get tired of the same thing all the time. They are very creative for that reason. It's OK to introduce anything that makes it fun. Like I say, even if they don't know exactly what it is, even in an organization, we don't always know what [indecipherable 33:41] but we do it because we understand the benefits of doing it.
You can introduce all those elements to make it fun, so they can understand that's a fun way of doing it and be motivated. It's a good question. Yes, you can do it.
Morgan: That's great. Andrew also wrote that they, at their home, put a colored rubber band on glasses to indicate which one belongs to who, and each of them has a different color because the glasses are identical.
Karidja: That's fun.
Morgan: That's a cool suggestion.
Karidja: Yeah, it is good. I'll probably try that one, so thank you.
Morgan: Yes, thank you, Andrew. Our next question comes from Sabrina. She again, thank you for your inspiring webinar and she asks, "What is your best tip to engage children in Lean and to spread your enthusiasm?"
Karidja: It's hard. [laughs]
Morgan: Good question.
Karidja: I will say, I play a role model. Good question, Sabrina. I'm the model, I try to be. They learn more from what I am than what I'm saying. I try to show them, "This is what we should do," and the way I'm enthusiastic about it, the way I reward them for doing it. That's something that helps and makes it easy too.
Children like rewards. They like recognition. You say a good job to Adibo. Why don't you say a good job to me? Those kinds of reflection make you, OK, you have to motivate them with reward and recognition as little as it can be, but it's helpful too. They get enthusiastic about it.
Morgan: Awesome. It looks like we don't have any more questions in the Q&A, so you guys keep writing in. I have a few questions that I'd like to ask you.
Karidja: Go ahead.
Morgan: My first question is have you found your kids to be resistant to any piece of Lean thinking in your household, and if so, how did you overcome that?
Karidja: That's a good question. I will say some of the dimensions, one that's very recurrent is finding solutions, problem solvers, so finding solutions themselves, because I'm the one...When they come to me, it's usually to get the solution. They don't come to try to figure out how we're going to do it. [laughs]
Morgan: They want the answer from you.
Karidja: Yes. That's hard to make them, "OK. Now you stop crying and let's figure out what we're going to do. What are your options?" Sometimes it's hard for them to do that. As soon as they are sad or they're crying, so this part is difficult.
I'm saying even us, as grown up in organizations, it's not always easy to think that I'm the one that's supposed to find the solution for everyone, except for leaders, so it's the same thing with them. Problem-solving is a good one. Hard, but I'm trying.
Morgan: Awesome. Oh, we just had another question come in from Yvonne. She says, "Some childhood development experts think there's the harm in over rewarding kids. For example, everyone gets a trophy, and there are no winners or losers. What do you think of this?"
Karidja: Can you resay the question? [indecipherable 37:11] the answer.
Morgan: Somebody writes that some child development experts think that over-rewarding children can be harmful. For example, a lot of times on sports teams now you see everybody getting a participation trophy instead of somebody who's the best only getting the trophy. What do you think of this? Do you agree? Do you not agree?
Karidja: It depends. I would say it happened in mine too. It's the society, I'm going to say, where we're in. Where I'm coming from, it doesn't work like that. You have ranked at school. Who is the first, who is the second, who is the last one in the class, we all know? That's the way it's made, the society is made there. Everybody can understand they have a rank.
In the US you have this culture. That's where I figured out that, there's no ranking. They try to make everybody understand that everyone is good. Everyone has value. That's the way I see it. Mentally, it's good, because no one feels like they're frustrated.
It's up to us as parents to see how we catch up, how we realize that, "OK. This is not good. Even though you get recognition for this, you have to work on this." It's a way to avoid frustration.
For me, it's fine, because it doesn't limit the kids, but at the same time there's work to do. We've to help them be the best, the way they're supposed to be, and get that recognition.
Morgan: It's good advice. I have another question for you. What do you do differently with Lean at work based on your experience with your Lean at home? Do you feel like there's a difference in how you engage with people and lead them?
Karidja: Yes. I say I'm more patient at work, because...
Karidja: Yes, because I always think that, as we say, the culture is the hardest part, but it always comes from the way we were raised, the value we had when we were growing up. Because some people are missing that, that's what's making it challenging.
I'm more patient because I look at them and say, "Well, it's not their fault." We should help them reach that point I want them. It's a lot of patience for me because I'm learning from my experience with the kids, which makes it easier.
I'm understanding that we have to go to the basics first. Not everybody is willing. You have to get their engagement. Like Sabrina was saying, "Get them enthusiastic about doing it." It's the same at work. I'm learning from them and bringing that to the workplace because it's the same situation, almost.
Morgan: That's awesome. Thank you for sharing. The last question I have for you is what would be one piece of advice that you would give to parents trying to begin to implement Lean thinking into their household?
Karidja: I would say everyone that learns about Lean is very ready to do it at home with the way they organize themselves. When it comes to children, I would say you have to first observe them and see what they need more from your own understanding and then start with one thing at a time.
Mine was standardization because I think I needed to sustain beliefs. I needed to get them independent so I can have time for other things. That was my choice for my situation.
Depending on where you are, observe and then see what's the most important. Try to do one thing at a time. If problem-solving is the most important for you, you can focus on that. Small by small, step by step, you can. One thing at a time, that's my advice.
Morgan: Annie has one more question for you in the chat here. "What benefits have you seen as a parent personally from building a Lean house?"
Karidja: A lot.
Morgan: I bet.
Karidja: Thank you for the question, Annie. You're giving me an opportunity to talk about it. I lost my parents when I was young. My kids never got a chance to know them. Because I built that Lean house, there's a lot of stuff that's cultural that I'm teaching them. I'm telling them it's from my mom or from my dad.
For me, that transmission emotionally means a lot for me. They're always, "Mommy, Dad was doing this. Daddy does [indecipherable 42:27] culture." That's the first thing I can think about. Thank you for the question and let me raise that.
The second thing is more time for me because I have kids I'm raising as Lean thinkers. I have a Lean leader, which is my oldest one, so of course, I get more time to focus on something else. They can correct each other. If Ibrahim says, "My friend did this," and the other one will say, "You're not your friend." That's automatic. Don't try to do the same thing as your friend do.
Those [indecipherable 43:08] . I don't have to go to the explanation.
Morgan: That is great. It looks like that's all the questions we have today. We're wrapping up a bit early. Karidja, do you have any final thoughts to share with everybody?
Karidja: I suppose the thanks notes. Thank you for the webinar. Thank you for being a good moderator. Thank you to everyone that asked question. I'll read the comment later on in the chat. I didn't get the chance. Thank you.
We need to help society. We need to help the community by just raising Lean thinkers. When it comes to change management later, it's easier for those who will be in charge. You know now as a professional how it is. It's hard to be able to get people to change.
By raising Lean thinkers, we can help so they can understand some of the basics of everything that's going on now as strategies to build a better organization.
Morgan: Fantastic. Thank you again for an awesome webinar. I know I thoroughly enjoyed it. It sounds like the audience did as well.
Remember, you guys will be receiving the slides and the recording here in the next 24 hours. Thank you, everyone, for attending. Thank you, thank you, Karidja. Travel safe home and enjoy your time.
Karidja: I will. Thank you. Thank you to everyone.
Morgan: Bye, everybody. Have a great day.