Sensei Daniel Custódio
In 2017, I began Gold Sensei to introduce clients to a form of Lean that aligned more closely to the core principles introduced by Taiichi Ohno. In my experience, I have had to clean up behind too many consultants who introduce clients to Lean tools. They give the client a hammer and, naturally, the client starts hammering.
Admittedly, most organizations are not ready to go through a true Lean transformation. That would require leadership to commit to a change in their own behavior. When leadership is not ready to do so, it is better they not embark on a Lean journey at all. Lean tools, in-and-of-themselves, change nothing. In fact, when Lean is introduced at this level, it creates burden on the employees. They must do their day job and implement additional tools without understanding the why. However, if leaders are ready to be the change they want to see in their businesses, then it is important they find the right sensei. That’s where I come in.
In 2017, I became the first and only Lean Gold Certified professional in non-manufacturing (one of eight total) as recognized by the Shingo Institute, SME, and AME. In my opinion, most Lean certifications are meaningless. However, this certification is the gold standard in the industry. To receive it, I had to transform several organizations at the enterprise level, from the C-suite to the frontlines. There are few who have that ability. I don’t say that in arrogance, but rather, as someone who feels personally compelled to protect the integrity of the Lean community and to ensure my clients succeed. If they don’t, lives can be lost, financial security put at risk, and talent wasted. As such, it is my Ikigai to be the vanguard of Lean.
A Sacred Work Day
My Value Proposition
In a recent study, only 51% of Americans said they were satisfied with their jobs; and those were only so due to lowered expectations. This is a tragedy when you consider that most people spend more than one-third of their lives at work. At Gold Sensei, we help clients move from the profane workday to the sacred one.
A Sacred Workday is one where we perform unifying rituals that embrace problems and transform them into continuous improvement, thus, restoring employee freshness and strength.
Our methodology highlighted below draws upon universal principles and proven rituals gifted to us by the Shingo Model™ and Zen Buddhism.
Ideal Results and Ideal Rituals
Merriam-Webster defines visionary as having or marked by foresight and imagination. Visionaries see the world through a different lens. When all others see the ordinary and profane, visionaries see what could be the extraordinary and sacred.
In phase one, we help our clients create a vision that includes both ideal results and ideal rituals. In doing so, we create clarity around both desired results and desired behaviors. In this phase, we will leverage a series of analysis to identify where in the organization to initially create a sacred work day. We also use the power of visualization to help leaders communicate the vision to the rest of the organization to begin the process of creating alignment.
Proven, superior ways to deliver customer value
Although creating the vision is a critical first step, we need to develop a road map on how to iterate towards that vision.
In phase two, we focus on creating a roadmap for a Production System. A Production System is a series of tools that work together to deliver value to customers. Using proven, superior ways to do so, we help the client eliminate waste from their current production system and create flow, i.e. uninterrupted delivery of value to the customer.
Superior, proven ways to manage
When using proven, superior ways to deliver value to our customers it is equally as important that we introduce superior, proven ways to manage.
In phase three, we guide the client on how to design a Management System consisting of five key elements: Standard Work, Sensory Management, Self-Accountability, Self-Discipline, and, Coaching and Development. The Management System is the backbone of a sacred work day, proving us with a “temple” for performing the unifying rituals that will allow us to embrace problems and transform them into continuous improvement, thus, restoring employee freshness and strength.
A sacred work day emerges
Now that we have a blueprint for both the Production and Management Systems, we transition to the rituals that will allow us to move from potential to kinetic, from the profane to the sacred.
In phase four, we begin to perform the daily rituals and take steps towards our vision. These rituals include Huddles, Planned and Unplanned Problem Solving, Genba Walks, and Coaching and Development.
In 2017, I was contracted by a pain and spine clinic to help them create a sacred work day culture. Click on the icon below to read about this amazing cultural transformation.
Daniel is an expert in Lean and has strong leadership and organizational skills. But what I think is the most valuable asset is his ability to see the ‘big picture’ and apply his Lean knowledge and experience to a variety of settings. He is kind, compassion, and has strong listening skills. Daniel is very approachable and frequently acted as a resource to healthcare team members.
Daniel was supportive to patients and front line staff and he was someone I felt I could trust, which in my opinion is the most valuable leadership quality a person can have. Daniel would frequently solicit and receive constructive feedback. Daniel was an expert coach allowing staff to be autonomous, but checked in often to make sure they are getting the support and resources they need.
Director at Boston Children's Hospital Pediatric Physicians Organization at Children's
What I've come to appreciate the most about Daniel is his candor, his humility, and his endless passion for continuous improvement. Countless times I've sat with Daniel in a problem session and I come away more excited about continuous improvement than I did previously. In previous organizations we've talked lean concepts, but never followed through on execution. Daniel's done it and is working with us to deliver it daily.
The Lean Management System has changed my way of thinking and doing, not only in my professional life, but in my personal life as well. I am so thankful for Daniel and what he has brought to our clinic. He is approachable, encouraging and truly has our best interests at heart. His knowledge and vision is easy to understand and has made me a better leader.
Jen O'Neill, CMA (AAMA)
Supervisor, Medical Assistants