Paul Akers

Well, who doesn't like to go to work and the hammer's where the hammer's supposed to be and the toilet paper's where the toilet paper's supposed to be?

And the cream's in the refrigerator when you need it.

And the coffee pucks didn't run out.

Who doesn't want all that?

Who doesn't want to be in a flow state where everything just works, you know?

You walk into the airport and, you know, the line's a mile long.

I mean, that's not flow.

who loves to walk into an airport and you see three people in the security line just boom boom boom go through and you get on your plane plane shows up who doesn't want that it's all basic stuff and there's nothing arduous about this it's just the opposite it makes everything easy but you got to slow down you got to improve your processes ask yourself why they're not going well and

start improving.

And you know, the one improvement's not going to solve all your problems.

It's going to probably be about 30 improvements, 50 improvements per process, and you'll get it refined to the point where it really is working nicely.

What do you do?

What do you do, right?

What do you do?

What do you do?

I gave you the answer earlier.

I'm quizzing you just a little bit.

Is it a people or is it a process problem?

Well, the problem is most people have 10 hammers.

Think about this, Dwayne.