Are you having problems with Problem Solving?

I would like to take you to the A3 Dojo at lean.org/a3dojo once again.  I am writing columns for the site so some of my material with be shared there.  I may link my readers there from time to time since I am a sensei on the dojo.

Please check out my latest column there - Are you having problems with Problem Solving?
http://www.lean.org/a3dojo/ColumnArchive.cfm?y=2012#Col2044

If you are working on a A3 or have questions about any related to that or Lean please feel free to post a question or comment.  http://www.lean.org/a3dojo

Until Next time,
@tracey_san
Tracey Richardson

Are your assumptions framing the way you do Business?

I would like to share a column that I wrote for the Lean Enterprise Institute's (LEI) A3 Dojo at lean.org/a3dojo.  If you haven't heard about the dojo please come and visit.  I am a sensei on the site, along with Eric Ethington and David Verble.   We add weekly columns you might want to start checking out!  Come see!!   You can follow me on Twitter - @thetoyotagal!

Are your assumptions framing the way you do Business?

Click here:  http://www.lean.org/a3dojo/ColumnArchive.cfm?y=2012#Col2038

Tracey Richardson
@tracey_san

What is your line of sight to the company business indicators?

In a company sense, what is the first thing that comes to mind when you hear this question?  Often times within certain organizations it can be a “gap creator”.   What I mean by that is, having a “line of sight” often means I’m looking towards a specific direction with a goal in mind.  In the case of a business or an organization we frequently call that – True North.  I find throughout my travels that not every place I visit has a clearly defined one.  What could be the repercussions if we don’t have one?

With my roots being from Toyota I often reflect on the true north statement that was always there as our company’s guiding beacon; no matter what an individual did or what level they reached in the organization you could tie your daily work into that statement.   For example, a true north statement could look similar to this:

We will always put the Customer first, while making the highest quality product, at the lowest cost, in the shortest lead time, in the safest manner, all while respecting our people.

As you look at this statement you can visualize the key performance indicators such as quality, cost, productivity, safety, and human resources.    These indicators are what drive the company to improve their processes which in turn assist those results we all tend to focus on heavily.  This type of true north is evolutionary, meaning if you reach the lowest cost then raise the bar on yourself and continue to improve it (continuous improvement).   I’ve seen true north statements say something like – “To be #1 in the market.”  Although I feel that is misleading at times, but the more important part of that is the customer- is that the first thing on their minds?  We often have to be careful with such a result oriented direction.  It’s more so about the processes / thinking that get us there.

With the above as our true north, it allowed us to look at our own work as the business goals cascaded downward from the 50,000 foot level of the organization to the 1000 foot level.  It’s essential that everyone articulates what they are doing to contribute and measure.  If they fall short of that then we could ask the question- “How value-added are we”?  Let’s take a look at how a sequence of questions can align us to that true north and ensure we are adding value.

During my sessions I embed the time to ask specific questions in regard to the line of sight.   It normally is a real eye-opener to some as they realize what they are doing (sometimes reacting-i.e. firefighting) isn’t always contributing towards the company goals in the best way they could be.

The first question I ask them is – What is your role in the organization? This makes them think about their role or scope of work.  This may seem like a simple task to many, but it’s “deceptively” simple as we continue to ask more questions.  Believe it or not, some struggle with articulating their specific role.  It’s often not always defined by our leaders from day one.

The second question is – What is my work responsibility?  This allows you to think about what you are truly responsible for in your daily work in regard to your role.  What is all involved with my responsibilities?  Sometimes I ask “why did the company hire you?”  What is your true responsibility in regard to the business goals?

The third question I ask is – What is your job’s purpose?   This particular question begins the thinking process, most come back and say – “what do you mean what is my purpose, my purpose is to do what I’m told?”  I chuckle inside as they continue the exercise, because it continues to challenge them further and gaps begin to surface.  It’s hard to take sometimes but we all should drive our purpose towards specific standards which contribute to the business need.  Otherwise are we spinning our wheels?  Just as we all have seen the “Got Milk” ads in the past – I ask, “Got Purpose?”

The fourth question I ask is – What are the goals that guide your job’s purpose?  Am I making this more difficult or what?   I normally start see people staring to the left to the right depending upon what side of the brain they are pulling information from.  It’s an interesting process to witness because some have never thought of it in the context I’m making them think of before.  Some say, “What do you mean the goals that guide me? - I meet the results!”  This is where I give them a hint towards their key performance indicators.  Everyone’s job has to be aligned with those key performance indicators we discussed before.  If not how do you really know if you are creating value?  How are you measuring your own work back to the company’s goals?  This is why true north and cascading goals are essential in a culture focused on people, purpose, process and problem solving!  See a previous column on  called the 4P’s. http://thetoyotagal.blogspot.com/2012/02/what-do-4ps-have-to-do-with-lean.html 

The last question I ask is –What are the company goals?  This empowers them to align themselves with true north and how they contribute.   As I stated before, how do you go from the 50,000 goal to the 1000 foot level.    It’s an upward cascade regarding your work that parallels with the downward cascade of the strategy deployment of the business plan.   Once I finish the series of questions I tell them to write “My own Ideal Situation”, to the side.   What I have created in essence is that very thing.   If we know our role, purpose, the goals that guide us, and the company goals then we should be able to articulate with our daily actions where we are against that standard at any time.  When you lower the river to see the rocks it’s your own personal development towards the company’s goal which in turn proves your contribution to long term sustainability and growth due to your actions aligning.  When they don’t align you can always ask why and understand what is keeping you from those goals.   (Almost like a background A3 running in regard to your own performance- imagine that)

Let me show you a very simple example that I often use in my sessions that I did for my own line of sight as a problem solving instructor.  Yes I practice what I teach.

My role – Problem Solving Instructor

My work responsibility – is to learn, understand and practice the problem solving process /thinking (PDCA) and also how the company values/principles are intertwined with that thinking to deliver training sessions to various organizations.

My job’s purpose – to effectively deliver the problem solving process to any level /role within the organization that ignites a culture of ongoing thinkers who are able to see gaps against a standard.  (*Note I underlined effectively in the sentence above, I measure my effectiveness as an instructor during and after a class to see if I’m meeting their expectations).

What are the goals that guide my job’s purpose – for my participants to learn, understand, practice, and develop their people in problem solving in order to fulfill the company’s values and true north vision.  (*Note I underlined develop in the sentence above, it is part of the goals that guide me that I teach at a rigorous level so participants can not only learn themselves but also eventually develop others)

What are my company goals – to fulfill the customers’ expectations by providing, high quality training, which enables them to do business differently by changing how their people think and do business.

So this is my personal line of sight, which I consider my ideal situation.  It’s evolutionary and constantly makes me improve how I teach based on the customers’ response.  In essence it’s a gap creator for me that I always look at as my standard and where I am at against it.

In closing, I hope this column gives some insights toward your personal line of sight within your company and your role, but further more do you understand the importance of everyone having one that leads upward to the company true north.  This makes it much easier to cascade your business plan down through the organization.  If people don’t understand it, they tend to be reactive; reactive isn’t something you want to develop has a habit.   Now let’s get to aligning ourselves!

Until next time
@tracey_san
Tracey Richardson

"Leading and Learning"

I can vividly remember the moment I was promoted into Management (Salary) at Toyota (TMMK- Toyota Motor Manufacturing KY), when my Japanese trainer came up to me and shook my hand and asked - “Tracey san, do you realize the expectation as a leader?”  I had quickly considered this may be a trick question but with my experience on the production floor observing other leaders I answered, “Yes!”  He gazed back at me and said, “Please understand that now as a leader you must spent 50% of your time developing your people!”  I will have to admit I was a little perplexed as to how I was going to allot half my time to develop others; if this was the expectation then it was going to be a challenging task.  My mind began to race with thoughts like:

·        How would I make time for staff meetings?

·        How would I answer calls?

·        Take care of issues regarding Human Resources?

·        How would I keep up with evaluations or performance expectations?

·        Maintain my key performance indicators for my group?

·        Maintain budgets?

·        Keep up with my visual management system.   So on and so on!

Had I taken on more than I could handle?  These were my thoughts as I tried to imbibe everything as a new member of management with high expectations.  I think many leaders in various organizations have many similar responsibilities and often find themselves in that reactive (fire hose) mode of doing business.   Unfortunately, some companies promote based on how many fires are put out the quickest.  This management process is short-term gains at best and slowly eats at your culture/morale like a virus.  It also tends to tell the ones you are managing the wrong message and terrible habits are formed that we often label as “tribal knowledge”, or assumptions.   How do you remedy this?  This is a reality for many!  

I can remember when I took on the responsibility I felt the urgent need to always have the answers; if I didn’t, wouldn’t I come across as an inadequate leader? Isn’t the leader supposed to know everything? What would my people think if I didn’t?  How do you gain knowledge or experience and train others to do the same simultaneously? 

I remember my trainer calming me by saying, “it’s ok not to have all the answers or even have failures along the way”.  His biggest concern was that mistakes were learned from and they weren’t repeated.   He told me regardless of my level or role I was in for the organization, there was one thing that never stopped; that was “leading and learning”. No matter how much time a person invests in a role or gains experience there will always be a level of “leading and learning” that simultaneously happens  with any individual in a leadership role.  The key point he told me which I believe is the essence of how they do business- that is as a leader, “you must always study harder than your subordinates”!   As a current instructor in corporate America, I still find myself practicing this type of thinking.  As consultant do I always have the right answers?  As a consultant will I make a mistake?  Of course, but my goal is to study harder, learn, listen and engage others.  By doing this I’m practicing continuous improvement for myself so I can then share that new wisdom immediately!  For me this could happen week to week.  I could learn something from client A and share with client B the very next week.   I may develop a new “cheat-sheet” or handout that helps explain a theory by bringing it to life.  This is my constant challenge of “studying harder”.  As a leader we must constantly find ways to teach/lead by our actions.  Actions should be lead with a PDCA-mindset that supports our Business plan/True North.  With that as our guiding beacon and our willingness to engage it’s a recipe for a culture where people are your most important asset.  Hence the 50% rule! 

I think in the beginning start up phases at TMMK we were ALL leading and learning at the same time whether we realized it or not.   The Japanese were trying to teach us a new way to think in a different language, set up systems, lines and standards while newly promoted leaders were learning their role, yet at the same time teaching others, if you didn’t study harder then you may be passed by.   There was no room for complacency when the discipline is “everyday-everybody-engage people in problem solving”

When it was explained in this way, it took a little pressure off of me because I realized quickly that being present on the floor (at the gemba), involving, engaging, challenging my people pushed me to be better at asking the right questions and developing their thinking.  It was really a continuous improvement cycle as a person, and believe it or not the people start to mimic your actions as you mimic the actions of your leader.  This is how you “grow” your own leaders! 

I often tell folks that are trying to embed a Lean Culture in their organization that as a leader if you are “comfortable” in your role then you probably aren’t challenging yourself or others.  In all my different roles at Toyota they always challenged me, personally, to be better and I had to challenge others, my goal was to just be one step ahead at all times.   My leader was doing the same thing with me; this was cascaded downward throughout the organization from the President down as I’ve stated.  One thing to remember it was an expectation of our job not a choice.  This is where I feel there is such a disconnection with companies trying to embed lean; it comes across as this “add-on choice” not an expectation/discipline, or a way to do business.  When we try to label it and something special I truly believe it loses its importance.  In the late 80’s we didn’t call it anything we just lead by actions which supported the business.  Does that really need a label other than our job? Think about that! 

So my message to you if you are a leader out there and “work for” your people , you must do this at the gemba real time, asking questions and understanding current situation.  This mentality must be passed down to your leaders and the people below them.   My goal as a consultant/trainer is to always be uncomfortable in my role- that is to say challenge yourself to be better each day through self-development by engaging others in what they do.  This is the key to success not only for you as the leader and your people, but the organization as a whole which creates long-term sustainability and continuous improvement.  “Lead and Learn” give it a try!

Until next time,

@tracey_san

Tracey Richardson

What are some the KEY "take-aways" from participants during my training sessions?

Hello folks,
The subject for this blog post is about key learning points that were "take aways" from my Key Concepts of Lean class at the LEI conference in Los Angeles, CA.  There were 25 participants which is 1 above capacity for this class and they shared their "ah Ha's" with me so I felt I would share them with you.
  I believe I have written about key learning's before in a previous blog post, so I felt it was time to revisit this type of post to share with my readers what other participants are learning from my sessions, either through LEI (lean.org) or my own business Teaching Lean Inc.   These key points help me become a better trainer by understanding what my customers want and need during their lean implementation journey as well as encouraging me to write subject matter here on my site.  I have linked some of the key learning's below to previous blog posts Ive created in the past on the subject if you would like to read more on the concept.  

The Key Concepts of Lean class is structured to give participants a variety of concepts around the entire aspect of Lean.   It's a "jammed-packed full of information" type of class that has exercises, discussions, PowerPoint, and a manufacturing simulation to bring many points "to life" as we learn them throughout each day in class.
It is a common practice during my sessions to share my stories from Toyota and my experiences as a team member, team leader, and first level management as a group leader during the 10 years I was there in Production Plastics department.   Those experiences are priceless to me and my ability to translate them in a 16 hour session is my goal!  I like to hear from my participants to get a "finger on the pulse" (grasping the situation) of what they are getting from class so at the end of each day so we do a key point exercise.  This helps me understand how to be a better translator of Lean.  Continuous Improvement right?! :)   So everyone shares their key learning or a "light bulb or Aha" moment from the day and I capture them on a flip chart so they can collectively visualize what the entire class learned. 

So I will summarize them from each day.

Day 1 Key Learning's:

• Understanding the importance of defined processes
• Engaging people on a daily basis
• The 1 second lesson- how to translate everything to a "cost" for the company- see my previous blog post on the 1 second translation - http://thetoyotagal.blogspot.com/2012/01/how-to-translate-waste-to-cost-my-1.html
• Importance of kanban (inventory visualization)
• Importance of Visual Controls
• Necessity of "Everyday-Everybody-Problem Solving" thinking
• Difference between Leading versus Lagging Key Performance Indicators (KPI's)
• Importance of developing a culture around people
• Changing a culture through your own actions based on values and principles - http://thetoyotagal.blogspot.com/2011/01/pathway-to-creating-lean-culture.html
• Be careful with labeling Lean as the flavor of the month
• Lean is more about engaging people than just the tools
• Importance of having balanced processes in an organization (seeing waste)
• Asking "what should be happening?" versus "what is currently happening?" everyday
• Importance of communication at all levels "vertically and horizontally"
• Importance of "inter-connectedness" between processes (order to customer)
• Each person in the organization having a Line of Sight to the "true north"- see previous blog http://thetoyotagal.blogspot.com/2009/08/strategy-deployment-what-does-it-mean.html
• Importance of the "what, how, why" thinking - see previous blog post- http://thetoyotagal.blogspot.com/2009/04/visual-of-my-lean-implementation-plan.html  
• Remove the "silo" thinking within an organization
• All problems should be measured
• Using 5S more than just a way to "clean" but a standardization tool to see abnormality at a glance- see previous blog post on standardization - http://thetoyotagal.blogspot.com/2009/05/what-does-standardization-really-mean.html
• Go to Gemba, see the process with the customer in mind- see previous blog post on GO SEE - http://thetoyotagal.blogspot.com/2009/06/does-it-really-matter-if-i-go-and-see.html

Day 2 Key Learning's:

• The importance of having standards before improvement can be made
• GTS^2- (squared)- see previous blog post)- go to see, and grasp the situation- http://thetoyotagal.blogspot.com/2011/12/you-want-tangible-action-for-your.html
• Using A3 to assist in problem solving (visual thinking)
• Importance of the 4P's (people, purpose, process, problem solving) see previous blog
• That failure is a path to learning
• If it isnt broken- "break it". (created gap thinking)
• Asking the right questions - see previous blog post - http://thetoyotagal.blogspot.com/2010/01/are-you-asking-right-questions.html
• That currently designed processes may not be meeting standards
• Get past the symptoms to root causes.
• Gain stability through standardization
• Cycle Bar chart (Yamazumi boards) to visualize discrepancies
• Not having a problem is a PROBLEM.
• Do not let the results dictate your process. See previous blog post on process and results- http://thetoyotagal.blogspot.com/2009/06/process-vs-results-which-are-you.html
• Importance of a Purpose that guides the company, along with principles and values- http://thetoyotagal.blogspot.com/2011/04/organizational-purposedo-you-have-one.html
• Working as a team to eliminate the (WE / THEY) thinking- should be US!

Lots of good stuff shared over these 2 days, I hope it is helpful to see what others are learning.  I call it "planting seeds" :)
Until next time,
@tracey_san
Tracey Richardson

What do the 4P's have to do with Lean?

As I continue to share my thoughts on successful Lean Implementation across the U.S as a trainer, I often get a response that is common in various industries that aren't manufacturing related.    When I share my wisdom with folks within my sessions, its based on how I was taught at Toyota by the Japanese trainers and my 10 years experience on the production floor at in various roles.   So of course my learning is manufacturing based but it can be translated.    The response I get often  during a session is "Ah! this is great stuff, but I don't work in manufacturing so I don't think it will work for me unfortunately".   As a trainer is my responsibility to eliminate this question and translate the "thinking" to any organization.

If you think back when Taichii Ohno developed the Toyota Production System(TPS) it was basically a set of "tools" or "countermeasures" to help them be more effective, efficient and develop people.   I chuckle inside when I tell folks that not ALL the tools worked even within the walls of Toyota.   It's not the tool that is the important part really, its the "thinking" behind the tool that I try and translate.

What I have found there are several essential elements to Lean and how to translate it to any organization regardless of the product or service.   I call these the 4P's.   Similar to Jim Womack's 3P's but I'm adding one more.

So when people say to me, "this is just for manufacturing", I look at them and ask a few questions.

1.  Do you have a purpose to your organization?
2.  Do you have people in your organization?
3.  Do you have processes that create some type of output or service in your organization?
4.  Do you have problems within your organization?

So when they answer "YES" to all these questions above, I tell them they can implement the "thinking processes" to this thing we all call LEAN.  See sometimes the labeling of what we are doing often skews the thinking behind the tools and we tell ourselves "it wont work in our environment".  My thoughts are, "you can't think"?  What do you mean it wont work?   I begin to differentiate the tools from the process or thinking behind it.   Then the light bulbs often turn on.

Let's look at each one briefly!  You will have to come to my classes to dig deeper! :)

Purpose
When I think about purpose, I think about True North.   What is True North?  For me its a guiding beacon that continues to give me direction as a company and leads the company to successful thinking that fosters good leadership.   An example that guided us at Toyota was - Customer First thinking, making the highest quality product, at the lowest cost, with the shortest lead time, in the safest manner, all while respecting people.  This cut across all our key performance indicators as a company and it was an evolutionary statement.   We never got there because if we did we raised the bar and improved.   Purpose to me is why you are doing business!

People
When I think about people I think about the most important asset in your organization!  It goes on to say in the Toyota Way Values book that they (your people) can determine the rise and fall of your business.   If we don't invest in our people then we are missing out on the extraordinary brainpower they have to make a difference.  It is our job as leaders to develop their thinking everyday at the gemba by asking the right questions.  People are the heart and soul of lean thinking and without their buy-in, engagement, involvement, and understanding of how it ties to purpose and alignment of their work; then it will be short term gains at best.   As we all know the infamous "flavor of the month" sets in.  I remember when I was promoted into management at Toyota my trainer said to me, "Tracey san, do you realize that 50% of your job now is to develop your people"!  I'm here to tell you this is KEY!

Process
Do you realize as human beings that our lives our centered around processes or routines?  When you get down to it everything we do has some type of process to it.  We are creatures of habit.  Just to get to my blog there was a process for you to follow.  To get up everyday and get ready for work you have a process.   If there is an output created then there is a process involved.   It is our role as a leader to document these processes and standardize them so your people understand the expectations.   As Taichii Ohno says, "without a standard there can be no kaizen!".   So standards are just the processes we do.   I agree we may not have the same way to do them, but as a leader you must create the best known method in order to gain consensus and buy-in (as discussed above).  Then if there is a better way we improve.   You do not have to manufacture anything to have processes.   I can value stream for you going to the grocery store and all the waste involved. :).   Please understand that with a solid purpose, engaged people, and documented processes sets up beautifully to recognize the abnormality; which takes us to the last P.

Problems
When we have the ability to recognize abnormality at a glance we are light years ahead of most organizations.   I often ask the question:  How do you know you have a problem?  I often hear, "well it happens a lot".   I can remember once saying that to my Japanese trainer.   He replied, "Oh, a lot I do not understand, please explain".   This was his way of saying please do NOT make assumptions if you don't have the facts.  What is a lot?   If we don't have documented standards where we can see abnormality the it leaves us to guess guessing leads to symptom fighting.  It also tends to remove the ability to hold our people accountable for their actions.   Once the abnormality is discovered then we apply PDCA (plan do check act) thinking in the form of the 8 step problem solving process to eliminate the gaps.  To me, problem solving is the glue that makes it all stick together!  Without the 4P's you probably have a fire hose on your back.  Just a guess! :)

So if you have any doubts that lean is just a manufacturing based methodology, then I would like to challenge you to think differently about the thinking behind lean and that it can be translated into ANY organization.  I promise!  
Until next time,
@tracey_san
Tracey Richardson

How to translate waste to cost - My 1 second lesson!

So as many of you know, I was blessed with the opportunity to learn lessons from my Japanese trainers during the start up phase at TMMK (Toyota Motor Manuf KY) in 1987-88.   I was in production and we had to determine many things ahead of time in regard to standards, 5S, work instruction, and visual controls in order to meet the needs of our customer which was the Assembly shop.   Each of our groups were assigned a trainer or two depending upon the size and they were there to mentor us every step of the way.   At the time I really didn't think it was so interesting or how priceless their presence really was, they could be very annoying and deep down you wished you could have hid from them.  They seemed to ask WHY all the time- go figure!. :) 

  Looking back almost 24 years later I didn't realize how special those times were and if I had to do over again I would see it through different eyes- meaning "picking their brains" as much as they would let me.  One of those famous hindsight things we all think about after the fact.  Ah! to life experiences!

 Their actions and way of thinking did rub off on me and has contributed greatly to the sensei I've become today and how I've led and learned my whole career!  I can't begin to thank them for their time and patience they dedicated to our learning.
There is one lesson today I would like to share with you that really opened my eyes to how important the smallest actions are within your daily processes/work and how that translates to the company long term sustainability and also how can learn to do business.

Let's call this the 1 second lesson:

I can remember this vividly as if it was yesterday because it was a moment in time where the lightbulb came on and I was only 19 years old.  This lesson defined how I looked at things after that moment.  So if know me personally you may say it was the start of my obsession with seeing "muda" or waste. :).  If you have been in any of my sessions before you have heard this story.   I speak about it during my morning Culture session on Day 1.   This story was about our culture and how we were taught as individuals to think and how it benefited us in our work and ultimately the company.  They valued our thoughts on a minute to minute basis!

So one day our trainer gathered us together and said, "everyone, I have challenge for you"!  We were somewhat excited yet nervous regarding what expectation he may put upon us; remember their role was to get us to do what were didn't think we were capable of.  Similar to my role now as a sensei!

   So he requested us to all look for 1 sec of waste in our process, for me when he said that it was like a deflated balloon feeling.  I was saying to myself inside "Is that all"?  "sheesh"!!  "Who really cares about 1 sec?"  So he sensed we didn't share the same passion for the 1 second as he did so he stopped and explain WHY it was important.   One thing that we were always involved in as workers during my time there was understanding the purpose and why we were doing something.    Many companies explain what they want you to do and sometimes even how they want you to do it, often left out in the cold is the purpose/why its important.  See a previous blog post about the WHAT, HOW and WHY! http://thetoyotagal.blogspot.com/2009/04/visual-of-my-lean-implementation-plan.html

So the trainer explained the importance of 1 second.   So basically he translated that 1 second to a cost for the company, which many aren't willing to do nor understand how to do.   He stated, "if everyone in the plant saved 1 sec on their process we could make 8 more cars a shift!"   Internally to myself, I was like "WHAT!"  So let's just say that each car was a profit of $1000 dollars (disclaimer** I am making up an easy number for Math) so that is $8000.00 that was "waltzing" out the door that we "rolled our eyes at".  No one should care about 1 sec right? Isn't that too picky? Give me a break right?  Well after that moment, I started saying "wow", 1 shift, how much is that in a week, month, year? --That adds up! That 1 second could be my Job Security one day  Really just 1 second!!  So from that moment I was looking for seconds everywhere.

So how do you translate this to your world is the question?  I ask companies it may not be a second like it was for us, but it could be:
1 hour of time
1 day of lead time
1 penny
1 dollar
1 week
Where is your waste?  Are you seeing it? Can you translate it if you do see it?  This type of thinking is a requirement in my opinion not an option.  How much has to hemorrhage out your door before you care?  "Go Thinking" as my trainer would say!
Until next time
@tracey_san
Tracey Richardson