Dr. Luke Chesla shares how to eliminate errors from your business process.


Dr. Luke
Chesla

"Lean is about waste removal. Six Sigma's about removing the variation and together they're going to give you this nice, predictable process. So we know what we can expect from our employees and what we can deliver to our customers. End of story."

00:00-2:47 Introduction

2:47-9:57 Describing Lean and Six Sigma

9:57-19:14 Why is this framework needed? Can small businesses use it?

19:14-21:23 Practical application of Lean and Six Sigma 

21:23-22:41 Advice for when an finished product with an error is given to a client

22:41-25:30 How to tighten up your process in result of an error

25:30-28:25 What Dr. Luke Chesla’s consulting group does and how they use the V.A.L.U.E model

28:25-30:06- How to contact Dr. Luke Chesla and closing

Rob Hughes (00:03):

Learn how to eliminate error from your process forever to boost your bottom line. It’s Lean Six Sigma made easy with Dr. Lucas Chesla today on the thrive collective. Hey, welcome to the Thrive Collective entrepreneurs, business owners, and leaders. This is your show designed to help you make more money, avoid costly mistakes, or fully integrate your faith into your life and leadership. I am Rob Hughes, your host. It is an honor to serve you. Ecclesiastes nine says, whatever you do do it well, whatever you do do it well business owners, when we lead our systems and our operations, it might seem like the day-to-day the mundane daily blocking tackling of the business. But if this first is true, it’s saying, do it well. If it’s planning and strategy, do it well. If it’s building systems to help your team operate smoothly, do it well.

Rob Hughes (01:10):

It’s an act of worship. How we honor God through the use of our systems, tools and teams. It can be an act of worship in your leadership, but you know what? We’re human. In fact, there is only one person I know of that ever walked on water, and I can guarantee it’s not the guy talking into the microphone and it’s certainly probably not the guy or gal listening on the other side of the microphone. So because of that, we’re going to make some mistakes. We’re going to make some errors over time. And so today we’re bringing a subject matter expert on the show to help us eliminate errors, eliminate rework and makeover for good using lean and six Sigma. I’m so excited to have a good friend of mine, Dr. Luke Tesla to be joining us. Lucas started three successful businesses of his own. He is a business owner.

Rob Hughes (01:59):

And in addition to being a business owner, he’s a Lean Six Sigma Master Black Belt. This guy is the Yoda of how to process improve. And you know what, I’m not just saying that actually the data can point to that. He’s already saved nearly $400 million for the clients that he serves. And I just was catching up with him before the recording, because the organization is on track to be close to half a billion dollars by year end. So the systems and tools that he brings in are effective, absolutely effective. It’s just so exciting to have him on the show, Dr. Luke, welcome to the thrive collective family. It’s good to have you on the show.

Dr. Luke Chesla (02:43):

Well, thank you Rob. I appreciate it. I really appreciate you having me here.

Rob Hughes (02:47):

You know, in business. If we want to scale beyond our ability as entrepreneurs, we’ve got to bring a team into the fold and it doesn’t take very long after somebody is first hired in that realize you just can’t keep it all in your own mind. You got to have systems and tools and process and SLPs in place. But try as we may, whether it’s manufacturing a service business, a product business errors happen, human error happens and lean. And six Sigma is a wonderful toolkit to really optimize a process as I’ve understood, optimize an operation of an organization. And so we’re gonna talk a little bit about that, but first off you are an entrepreneur. You are a business. So if you walked in these shoes so help the thrive collective family, get to know you personally and professionally and a little bit. What’s your story, Dr. Luke?

Dr. Luke Chesla (03:37):

My story for entrepreneurial-ship starts slightly late in life. I started in my late thirties because I was actually in the Marine Corps for almost 21 years. I retired as a major. So that’s where it all started, which ties into the, to the Lean Six Sigma career field that I chose. So at the end of my career, so I was infantry and artillery, right? So our knuckle draggers and getting dirty and muddy and bloody all the time. But at my very last tour, I had gone to Naval postgraduate school and I ended up at Marine Corps systems command. Now that’s where a lot of money flows through. That’s where we’re doing acquisition for the Marine Corps, whether it be a new tank or new tank piece, whatever it might be. And I learned about Lean Six Sigma in that timeframe of my life. And being within the government.

Dr. Luke Chesla (04:19):

You know, a lot of times we don’t think about how to save money, right? Because we’re not generally dealing with bottom line. A lot of times it’s more with budgeting, so you don’t think too much about it. But I was introduced to this Lean Six Sigma stuff really about that time in the last about five years of my military career. And I just absolutely fell in love with it. And then when I got out of the Marine Corps, I was under the tutelage of a couple of master black belts, but I’ve been around the block. And one of them being, you know, Dr. Scott Bonnie, he’s a great mentor of mine. And so I got out and I was a co-owner of a company that was doing Lean Six Sigma for a lot of government organizations and stuff I decided instead to go and do co-ownership.

Dr. Luke Chesla (05:02):

I went and we started another company as well. Here’s the thing, what I’ve learned along the way that has to do with this podcast was that I’ve made so many mistakes in my entrepreneurial journey. It’s not even funny. I mean, I have made these, these mistakes that cause rework that if, you know, nearly cost you know, customer relationships, I’ve had to mend broken hearts and bones both throughout this process. So I know what it feels like to be put in a position where you’re leading an organization and your heart’s in the right spot, but you just made the decision that cause more heartache and more, more rework and effort and errors than you initially intended. And so I know what it feels like to have to clean that up. And also here’s the cool part with what we do for a living with Lean Six Sigma is I now know as a, as a master black belt, how to prevent that from even happening in the first place. And so that’s the really cool part. So my background essentially is I came from a very strict background in the Marine Corps, which translated very, very well into Lean and Six Sigma because it’s a lot of rigorous analysis and data and things like that. I mean, that’s a brief background of where we are. And then I co-own Jed Co, which is a clothing brand. So, I mean, I’ve done everything from manufacturing and banking and department of defense and our clients are all over the place in tech companies. You name it.

Rob Hughes (06:19):

Wow. So first and foremost, Dr. Luke, thank you for your service. Thank you for your dedication. Your blood, sweat, and tears are for so many of us, you know, civilians. And I just, I thank you for your dedication over the two decades and appreciate very, very much. I’m sure anybody listening would, would echo that. So thank you or you’re welcome. And parlaying that experience 21 years in the service, and then parlaying that in is as an entrepreneur and a business owner, I can only imagine that you just bring such a wonderful skillset to the table and you work as you’re engaged with clients as well. It’s really interesting Lean and Six Sigma, 50,000 foot view. If I was talking to my third grade niece, trying to explain what is Lean and Six Sigma, how would you kind of like brass tacks? Just kind of summarize, what is this?

Dr. Luke Chesla (07:10):

Let me put it to you this way in a very, very simple, simple manner. Lean is about speeding up our processes and removing waste and errors. So if we’re going to talk specifically about lean cause a lot of people think that Lean Six Sigma, cause it said a lot of times as one, it’s actually two separate things. It’s Lean and Six Sigma and they are blended together though in lean six Sigma. So let me clarify all this. If I were to say Lean, let’s think about this for a minute. If I go onto a website and I’m searching for socks, and if it takes me 10 different clicks to even get to a pair of socks, when I’m on the Macy’s website, that is waste. Too many clicks on a screen is waste. That’s time that the customer is not happy. Should have happened in like two or three different clicks at the most. Or if I’m in a manufacturing plant and I have to take three steps to the left every single time to pick up a metal bar and then put it onto the line, that’s wasted movement. So there’s all sorts of waste that we see all around us. It can be again, strokes on a website. A lot of paperwork in this day and age can be automated, so it’s almost, anytime you see paperwork in any organization, that’s actually handwritten, that is waste. So we eliminate those waste and then we speed up the process. That’s Lean. In a nutshell, we lean out the process.

Rob Hughes (08:24):

I’ve never heard it explained like that. So Lean is cutting out the waste. Brilliant.

Dr. Luke Chesla (08:28):

Yes, that’s it. And then Six Sigma focuses on precision and accuracy. So you got, you remove the waste and then you look at precision and accuracy. And so there’s a lot of data analytics and stuff, which I’m not going to go into any of that because that’s not it. Third grader, if you’re looking at how it goes for removing variation, removing the variation from processes helps us to manage our customer expectations better. Let’s just say mortgage lending even. So if go to a lender and they tell me, well, it’s going to take me between 30 and 60 days to get a mortgage out. That’s a huge variation, huge variation. It’s hard for me to plan, but if I do my statistical analysis, get my precision down, find out the root causes, figure out what’s causing all these different variations. And I come back to you, you know, after running some Lean Six Sigma projects, and I say, Hey, we now can get it done in 30 to 40 days.

Dr. Luke Chesla (09:20):

I go, well, I didn’t even necessarily move their average down from less than 30, but the point is, would you rather have me tell you, Hey, between 30 and 40 days, we’ll get through this process or 30 to 60 days. That’s what the variation is all about. Because then I can know when I’m workload balancing and I’m using my, the employees, how long it’s going to take them, how many customers I can serve in a year, it makes our system more predictable. So one is about waste. Lean is about waste removal, Six Sigma’s about removing the variation and together they’re going to give you this nice predictable process. So we know what we can expect from our employees and what we can deliver to our customers. End of story.

Rob Hughes (09:57):

Drop the microphone. Oh, Thrive Collective. If you’re an Enneagram three or maybe an Enneagram one listening to that, certainly in Enneagram eight listening, you’re like getting goosebumps. I can feel all of that right now. Just thinking how brilliant would it be if an organization was running on minimal waste or eliminate the waste and it was accurate. Talk about the headaches that would be eliminated, the client success stories that you’d be able to celebrate because you deliver on what you intended to. Oh, it’s just so, so beautiful. So there’s times when I’ve been a part of teams and even our current team where we’ll make a mistake. I mean, we’re human. It’s tempting because business is moving so fast to just say, Ooh, yeah, that was an error. Sorry guys, I won’t do that again. And then move right along. It’s very tempting. And quite frankly, with business, I mean, by God’s grace has been very busy and very fruitful for us lately and slowing down to do root cause analysis and all of that almost seems like more work than it’s worth. It’s like, okay, they apologized. They’re not going to do it again, let’s just move on and keep the new projects going, As an Enneagram three, I’m tempted to always look at the next shiny object. So from your perspective, Dr. Luke, why is it that a business really needs a framework like this to uproot those issues?

Dr. Luke Chesla (11:17):

Well, first as a, as a master black belt, I immediately got to jump on that one where you said he or she apologized wonderful and that’s great. Humans will make mistakes, but my mind immediately went to what’s called pokey UK, which is a Japanese phrase for us, meaning mistake, proofing to say, okay, you apologize. That’s great. And I’m glad you made that mistake because now we’re going to put something into place where you can’t make that mistake again. We’re going to make it. So you’re not, it’s not even possible. That’s part of what we do. And so whether it’s putting a red flag on a PDF that says, Oh, you can’t push it forward without doing this. Or it’s setting a bin up in a certain spot so that you don’t forget to throw the trash on your way out or a placard that says turn the off every night, those are ways to mistake, prove our process. So first I had to start there because my immediate thing is, okay, you made a mistake? Wonderful. I’m going to make it so you can’t make that mistake again. And then we don’t have this conversation. There you go.

Rob Hughes (12:07):

See, I love that. And it’s about scalability as well. If one team member makes a mistake, it’s not personal. I think if we apply this mindset, Dr. Luke, it’s not a personal thing. That’s like, Oh, I’m sorry, what? That’s great that you’re sorry, but it’s really not personal. It’s the business saying, Hey, there’s a vulnerability here that could repeat itself. And so you’re just simply, Hey, let’s just remove that vulnerability from a business decision. What are we going to do? If it’s a placard or move it a waste basket and so on. Commercial Break (12:34):

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Dr. Luke Chesla (13:18):

So the original question that you had asked is why would we use something like this? Well, repeatability and reproducibility are a couple of words, right? So when you standardize everything, we do the right things the right way, the first time and every time. You kind of look at it from that perspective, the idea is if we have a standardized process and people know how to do their jobs, and now I’m not talking about, well, step by step by step, how to do it. There’s work structure standard operating procedures, all sorts of levels of standardizing. You can do, but using lean and six Sigma really help you to make sure you have a standardized process so that we’re doing things in a predictable and a repeatable manner. So we know what can be expected from Shelly and Tim and Jill and you know, Francine and everything.

Dr. Luke Chesla (14:01):

We’re doing the work the same way. Even though there’s flexibility and creativity in our jobs, we don’t restrict them, but we make it so that there are standards in place. So we know exactly the product or service that we are going to deliver to our customer. And it’s the right thing that our customer actually wants. What Lean Six Sigma really is all about is it’s a great problem. Solving structured methodology. You have a problem. This is a structured way to get to the end of it. And you say, well, okay. So some people will say, doesn’t it seem like the juice isn’t worth the squeeze. I could just fix it. Okay. You do. And there are times when we do just fix things, but when you solve your problems in a standardized format, people know what to expect. And let me tell you these projects that I’m talking about, that we save a million, $2 million are done in less than a month a piece. Usually about three weeks. If you can’t afford three weeks to save a million dollars, I would argue, even if you fixed it in a week, but you don’t standardize and follow through and make people accountable, then guess what? You’re going to redo that project again next year.

Rob Hughes (15:02):

So these tools really are, I mean, I guess maybe a limiting belief that many business owners I might have. It’s like, okay, if I want to Lean and Six Sigma, it’s going to be like a year long dedication, laborious process. It’s going to create a lot of extra paperwork, but I’ll just be honest with you. Like, these are some hesitations of the uneducated. What I hear you saying is actually it’s like measure twice cut once and it creates less paperwork, less issue. 

Dr. Luke Chesla (15:30):

We’re minimalists. I mean, think about it. We’re here for efficiency, effectiveness. I mean, that’s, my job is to be a minimalist. If we don’t need the extra paperwork, like for, you know, not filing it into knowledge management systems and stuff, we cut through the red tape as fast as humanly possible. We only use the tools that we need per project to get to the results, but we do follow a specific pattern, define measure, analyze, improve, and control the may. We followed the domaic problem solving methodology and it lays it out and it makes us accountable to a process improvement process, and that is blazing fast. The better you get at it, you can do it faster than you will without it. And just, just kind of quote, unquote, solving your problem. I can use the full domaic framework or my folks that do this and can teach you how to do it faster than you could just by recreating a PDF file or something. You can get down to the nuts and bolts and solve problems for good forever and fast.

Rob Hughes (16:25):

Ooh, I am. I am excited. I don’t know what to say. I literally I’m thinking, Oh my gosh, I’m already thinking of a webinar that we need to do together. That we teach the domaic process to small business owners. This is so necessary. And I do think that there’s a, a little bit of a myth about this being so mysterious and, and hard to learn. At least that is an assumption I’m beginning to see it loop through this interview is an essential ingredient in organizational structure to have this as a part of your team.

Dr. Luke Chesla (16:57):

And that’s the thing is it’s a culture. Yes, there are tools we have. But like when we do an executive training course, for instance, like you were talking about how, how getting this out to other business leaders, there’s an executive course. It just shows you what’s your role in it. So it’s not like how to do the problem solving, but it says here’s what the problem solving methodology is. So as a business leader, it is your job to have an understanding of the methodology and the framework that you’re implementing within your organization, but you’re not doing it most likely. I mean, the only reason I I do it is because that’s what we do for a living. But another business owner wouldn’t be conducting those projects, but they have to know how to support those projects so their folks can keep continuously getting better. So that continuous improvement, they’re constantly having a mindset of how do we get better incrementally daily minute by minute, hour by hour. So that’s how it works.

Rob Hughes (17:50):

I’m thrilled. I mean, businesses small and large too, right? It’s not just the big Chrysler’s and GM’s of the world. It’s small, you know, teams that could benefit from this true.

Dr. Luke Chesla (18:01):

So, yeah, without getting too long into the story here, a lot of times people think that all the big organizations, they need the process improvement stuff. Well, they do because they’re big and they’re bureaucratic and things change so fast. And so they got to, you know, improve their processes to keep up with their tech people. Okay? So they go, well, process improvement type of stuff. That’s for the big companies. Wrong X, wrong, absolutely wrong. Because at the small business owner, you’re doing processes on a daily basis, but each person. If you’re, if you have 10 people at your organization, 10 people are doing 10 processes, the different, a different way. So the key to a successful small business in the very beginning is the standardized from the beginning. And then on those, those improvements happen because as you’re pivoting and reacting to say 20, 20 things will change. Things will happen. Some technologies will change, but instead you just make a small, incremental improvement to the standards you already have rather than recreating the wheel every single time. And so standardizing a repeatable process is crucial for small business owners to get it right and take the pressure off their plate because then they know what their people are doing and they know how they’re going to get that product or service out there. The way the customer wants the right way, the first time and every time

Rob Hughes (19:14):

Preach. Brother I’m with ya. I’m I’m so with you and you know, I think there’s probably some small business owners and entrepreneurs are listening in thinking, where were you, you know, 16 years ago when I started? Now, I’ve got all these bad habits. I got to unwind, but that’s the reason Dr. Luke is in the professionalism. You got to reach out to them, got to connect with them. So, okay. Let’s get down to the nitty gritty here, practical application. We’re here to talk about rework, eliminating rework and errors using lean and six Sigma. What’s a tool or a principle specifically that you would share with small business owners that could help them take a first step toward eliminating rework and errors in their operation.

Dr. Luke Chesla (19:53):

So rework and errors. A lot of times they’re going to come from the same thing, but let’s talk specifically about errors, that word I told you earlier, that phrase, that pokey, okay. Or mistake proofing. That’s one of the first things that we do to eliminate errors. Cause, cause that’s all about errors as we think through every step in the process. So when you map a process out and you look at the process and we’re working on these projects, we literally look at every step and whether there’s a hundred steps or a thousand steps in the process, we look at everyone and ask the question to the team that’s in there. If I could make any mistake or somebody brand new to the company today just got hired, could make a mistake in this process, what would it be? And then we look for how could we prevent that.

Dr. Luke Chesla (20:33):

And it’s not complicated. We think as simple as possible. If it’s putting the pen on the right side of the computer, because you know, they’re right handed and the notebook is right there and we want them to do a log entry or something like that. That can be a way to mistake proof. Or do we need to put a red flag on a PDF? So they can’t push the document forward until they filled that out because it’s critical. You don’t want it to get out to the client because then what happened? Rework, it’s got to come all the way back through. And then it’s got to start at a different point in the process. That is one of the coolest tools. And anybody can do that even right now. You don’t need me to teach you how to do that. So for any of you business leaders, take a look at your processes as you lay them out and say, if I could make an error anywhere in here, what would it be? And how do I prevent that from happening? Or if it does happen, how can I detect it before anything gets up to the customer?

Rob Hughes (21:23):

Well, actively asking that question, what would be a potential error? Like what’s the worst possible scenario here? How do we prevent it? What error could be created from it. If an error is indeed created, goes out to the customer, number one is embarrassing. But then after the emotions kind of subside, what advice would you give business owners in like a post-mortem you know, on that era that was, you know, shipped to the client.

Dr. Luke Chesla (21:47):

So as a post-mortem, because we’re talking to probably small business owners, I mean, but I don’t know the, the owner of GE here. So if it’s a small business owner, here’s what I’ve done. And I’ve made errors again, I’m a master black belt. We do have smooth processes, but I make errors. Like I said, I take the time myself and I will call the client. I do, I don’t send anybody in my stead. I contact them personally. And I say, that was my fault. The error shouldn’t have gotten out of this, you know, out of my organization, really sorry about that. And I can tell you right now, I haven’t had anybody come back after that type of contact and still be upset. I said, what would you like for me to do? And they’d be like, no, that’s okay. That’s okay. It slowed us down, but that’s all right. That’s how I solve it. And it seems to work really well. I make the call myself because our clients, as a small business are our everything. I mean, that’s who keeps us in business. Right? I do not pass that off to anybody, but this guy, yeah.

Rob Hughes (22:41):

I love it. I love it. Relationship first is one of our core values. And so that just well represents it, Luke, where you reach out first and then as your team. I’m just curious to keep going with this and digging in. There’s maybe a process that was violated or a process that was skipped or a step that was skipped and the error went out. What advice would you give business owners as they’re trying to tighten up their process as a result of that error,

Dr. Luke Chesla (23:05):

The whole point is going to come back to the root cause analysis. There’s several tools we use for instance, but I’ll give you one again. You don’t need to hire a consultant and you know, pay me $50,000 to run your initial root cause. If you have an error or a series of errors that are occurring and you’re trying to figure out what’s going on and develop that root cause there’s a simple tool called the five whys. Think of a three-year-old. What is your three-year-old to all the time? Daddy? Why daddy? Why? Why, why, why? You literally say, okay, well this data entry error occurred. Well, why? Because of this? Okay, well, why did that occur? Why? And then by the fifth, why you generally will have your root cause. That’s why it’s a, it’s a rule of thumb, but it could be three could be, you know, six, but the whole point is you just literally lay out that problem and say data entry error on this.

Dr. Luke Chesla (23:55):

And then you say, well, why did that data entry error occur? And a lot of times, by the way, in small businesses that you’re going to find it comes back to, Oh boy, well, we really don’t have a standard operating procedure. Hence the reason why you do this process improvement type of stuff is to get these in. You want to make sure that you’re putting standard operating procedures on a process that’s effective and efficient. That five why’s is a wonderful, wonderful tool, bosses and CEOs that you can use. And our business leaders have of any rank or status, whatever. Just ask why five times to get to the bottom of it with your team. And then when you, do you find a way to put that? How do I eliminate that?

Rob Hughes (24:34):

I love it. So you would, you would recommend, you know, circling the team together to talk through those five whys. Again, it’s productive. It’s nothing personal. It’s about for the business. It’s not accusatory, we’re not pointing fingers. We’re just trying to figure out what, what does it take to prevent this in the future?

Dr. Luke Chesla (24:49):

Sure. Let me, let me offer you this. Here’s something that was done by a study. I believe it was GE. So I’m sure somebody can fact check me later. There’s a study by GE that was done several years ago and they found out that over 85% of the errors that are occurring in these processes are not from the people working on the processes. It’s the process that you’re asking your people to do that’s causing the errors. That being said, it can’t be personal. You go in there with the mindset of going, listen, it’s not you Jill, Tiffany, Frank, you know, Francis, whatever. It’s the process we’re asking you to do. So, somewhere in there, I am helping you to cause errors. So, let’s fix this together.

Rob Hughes (25:30):

I love that. We’re saying the business is responsible for this. Yes, that team member might’ve been a contributing force. Like they were part of that system. But at the end of the day, they’re going to be part of the solution too. And nobody’s closer to it than them because they were part of the, the issue. Give us as the Thrive Collective family. Give us a little overview briefly of what it is that your consulting group does specifically. What do you do as a guide for client journeys? And then, you know, if there’s any advice that you say is just like, man, this is the one thing I would really want the Thrive Collective family to hear that would be encouraging to them.

Dr. Luke Chesla (26:05):

In that regard, I would have to say that what we do is there’s two different kinds of pipelines if you will. We do consulting and we do training. We do them both kind of equally. Now when we go and we do the training piece, what we are doing is we do we train and say, Lean Six Sigma green belt, Lean Six Sigma black belt, lean practitioner, whatever the course is. And we offer a coaching and mentoring so that when people go back and they work on the projects that they’re actually making these improvements on, we provide coaching through their whole first project, whether it’s a, a one month project or a six month project, we walk with them step by step to make sure that they get the tangible results in that when they’re done, they feel comfortable moving onto the next project and leading it just by giving us maybe a call and saying, Hey, I need a little tip.

Dr. Luke Chesla (26:52):

I’m kind of stuck on this tool or the way forward here. So we do training with coaching and mentoring on that side. And then on the consulting side, we’ve done enterprise level implementations where we really work on how do we translate this into a culture kind of overhaul or seamlessly integrating it into the culture that’s already there because you don’t want this to be like a replacement culture. It’s great to fit in seamlessly with what you’ve already got going. Whether you’re a hierarchical culture or you’re as flat as Google, it doesn’t matter. It fits in and will blend in with a good consulting group. You can actually fit this into, into what you’re currently doing. So it’s not disruptive completely. It actually is a good supplement and we’ll help you get there. So we help transform cultures is really what we focus on. And so what we do is I’ll tell you, we use the value model: V A L U E.

Dr. Luke Chesla (27:43):

So we validate pain points. One of the first things we do is we go in, we say, okay, why are we not hitting our constraints? What errors are we having? Why are we not producing the best possible product or service for our customers? Then we assess, and we do these a couple of different cultural assessments. Are we ready to move on with this culture? Are we ready to absorb lean and six Sigma right now? And then we also assess the pain points that we’ve identified. And then we launch a custom implementation plan for that particular organization. And then when we are working through some projects and we’re improving processes, then we universalize the standardization. So that’s V A L U and then E is we make sure that we’re looking at the expected results. That’s really in a nutshell, how it all breaks down to what we’re doing.

Rob Hughes (28:25):

I think about most entrepreneurs and business leaders that are tuning in you’re in the business that you are called to be in. If it’s manufacturing, that’s your jam. If it’s a service business, that’s your sweet spot. Many of us feel called into serve in our, for me, for instance, marketing agencies, what we do with Houston integrated, I don’t have time or expertise to run systems off. Some optimizations I would like to, and maybe some of the five why’s we could implement little like tiptoe into Lean Six Sigma, but I’m telling ya, y’all you need the bandwidth and the experience to really make a difference. That’s where hiring a guide like Dr. Luke can really make a difference and really make an impact. So I just, I loved having you on the show. I’m so thankful for your contribution. And I endorse Dr. Luke loves Jesus. I’m here to tell you he loves Jesus and he loves business optimization. So if you’re listening to this show at this point in the show, I think that’s probably true of you too boldly. I say, and if not, that’s cool too. Instant message me, and we can have another conversation. Glory. Hallelujah, happy to do that. So, Dr. Luke, if a Thrive Collective family member is looking to reach out, and would like to talk to you about Lean Six Sigma, how would they best reach you?

Dr. Luke Chesla (29:42):

So, on our website, which is www.va616.com, or you can just look me up on LinkedIn. My email is Lucas.chesla@va616.com. And just remember this too, when you say like you don’t have the bandwidth, our lowest ROI with, with our clients currently is a thousand percent. So we pay for ourselves. I mean, that’s just how we work. You don’t need to worry about that part.

Rob Hughes (30:06):

Well, Dr. Luke, I am so blessed by this interview. Learned so much myself for our agency. Thank you for your investment in the Thrive Collective family entrepreneurs, business owners, leaders. You know, this is your show and we’re going to bring in subject matter experts, ninjas. In fact, black belts, master black belts that are here to help you grow your revenue and make more money, avoid costly mistakes, fully integrate your faith into your life and leadership. I am Rob Hughes, your host. Hey, thanks for tuning in. Be sure to subscribe to the thrive collective and we’ll see you on the other side. Thank you so much.

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