We Don't Make Cars: Applying Lean to Other Industries

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People don't go to Toyota to work, they go there to think" – Taiichi Ohno

Although much of what we now call lean has been practiced by Toyota and its suppliers for decades, most of the world began to learn about it in the 1990s with books like The Machine that Changed the World and Lean Thinking. It has been more than 25 years since then and, although companies in a variety of industries are well into their lean journeys and showing positive results, there are still many people who have trouble thinking beyond lean as a strategy for high-volume or automotive manufacturing.

As someone who has worked in a variety of industries, I have encountered difficulties applying lean thinking in certain situations, but it was due more to cultural reasons than industry differences. Regardless of the industry, if the organization has an aim and uses processes to achieve that aim – and they all do – lean thinking applies. Lean is about continually thinking, learning, and getting better about what you do; not about producing cars. If your processes are not perfect, you don't already know everything there is to know about your business, or change regularly occurs in your organization or industry, then lean can help.

During my early days in oil and gas, I got a lot of pushback about the suitability of lean to the industry. When I heard the "we don't make cars" argument, my response was usually if Toyota produced oil & gas and we made cars, we would say lean applies only to oil and gas. The same goes for any industry.

It's Always Easier Somewhere Else

It is common to talk to people in various industries who believe that lean applies easily to other industries but is much more difficult in their own. Even within an industry, I've met people who believe their own circumstances are so unique that, even though other organizations or areas may apply lean thinking fairly successfully, it does not fit their own situation.

Getting people past the notion that lean will not work in an organization or industry requires continual coaching, demonstration, and a lot of patience. It also requires educating people about the basis for lean and how it drives learning and improvement. The key is to get people to understand lean beyond the tools so they will start to see where they have gaps in performance, knowledge, and learning. A tools-focus in lean, something that is far too common, leads people to google things like 5S, value stream mapping, or SMED, and only find examples of application to Toyota or other high-volume manufacturing situations. Seeing examples like this tends to cement the idea that the practice is unsuited to their own situation.

The Lean System

Lean is about thinking and learning, and if a business is experiencing problems of any kind, there is room to learn. The basic steps to drive lean are shown below. The key to success is to use the steps to learn by doing, which requires clarity on the expected result of each decision, action, and process, and using the actual results to see where things did or did not provide results as expected.

Lean is a system comprised of several elements that work together to drive learning and improvement and, like any system, if you leave out one or more components, it won't work.

1. PURPOSE: Every organization must understand its purpose to have any chance of sustaining success. The purpose, consisting of why the company exists (the mission) and where it is headed (the vision) must drive everything it does. The key is to make it clear, a stretch (difficult, but not impossible), inspiring, and focused on providing value.

2. BUSINESS NEEDS: Visions tend to describe the future in general terms like industry-leading, most respected, improve society, etc. This is okay because what is considered industry-leading today is not necessarily what it will mean 5-10 years from now and you don't want a specific target to mislead the organization. This element of lean thinking includes the 3-5 year objectives that make the vision much more concrete. Although many industrial companies often identify the gaps in terms of safety, quality, delivery, cost, and people development (SQDCP), it is important to tailor the objectives to the organization's needs. Basically, the objectives define how the organization needs to perform in the next 3-5 years in order to remain on-track to the vision.

Also included in this element is the one-year plan that gets even more specific regarding what needs to happen in the current year to remain on-track to the 3-5 year objectives. The one-year plan identifies the current year SQDCP targets, which defines how the organization needs to perform this year given its current processes and systems (assuming that regular problem-solving will be required to deal with the daily problems), as well as the 2-3 areas where a step-change in performance is required to stay on track to the 3-5 year objectives (i.e., kaizen/breakthrough problem-solving). Using an oil and gas producer, a current year target could be production of 25,000 barrels of oil produced per day (possible with current processes and systems), while a breakthrough could be the need to reduce cost per barrel from $24 to $18 within 3 years (which would require a step-change in processes or systems).

3. STANDARDS: Once the gaps and performance targets are clear, it is necessary to identify the standards that need to be met in line with business needs. An example of standards within an oil and gas operation could be that meeting a production target requires an offshore platform to operate at 95% reliability, which, in turn, requires a maintenance technician to change a pump filter in 24 minutes. In another example, a coffee shop could determine that, to meet customer requirements, all customers must receive their coffee within 4 minutes of walking into the shop, requiring the person taking the order to select any product on the order screen within 2 seconds. Setting standards requires a clear understanding of the business and continual improvement.

4. STANDARD WORK: Standard work consists of the instructions that, if followed, will enable the standards to be met. In the examples above, instructions provide a step-by-step description of the work to be done to change the filter in 24 minutes or serve the customer within 4 minutes. Two key points about standard work are (1) the instructions should be created and regularly improved by the people who actually do the work; and (2) the instructions must be clear and simple to follow. It is also important that the standard work is regarded as the best known way to perform the work today, and must be followed until a better way is discovered and the instructions are changed.

5. ACTUAL PERFORMANCE: Learning requires clearly and continually measuring the actual performance to understand where the gaps between performance and the standards exist. If actual performance meets the standards – the pump filter is changed in 24 minutes – then the thinking returns to step 2 to continually assure that business has not changed and that the standards still meet the business or customer needs.

6. IDENTIFY PROBLEMS/GAPS: The real power of lean thinking occurs when actual performance does not meet standards because this is where continual improvement truly happens. For the business to improve, we need people to quickly speak up when problems occur. Whether through an andon signal (lights and music that immediately grab attention) or dashboards that are updated frequently, the key is to find ways to make all problems highlighted quickly. To assure this happens, leaders need to encourage and recognize team members for identifying problems quickly. Taking it one step further, making problems visible should be an expectation of every person in the organization.

7. RESOLVE PROBLEMS: Once problems are identified – i.e., actual performance does not meet the standard – there needs to be a consistent way to understand and resolve the gaps. Rather than calling on black belts to come in and lead the process, lean requires that everyone become problem-solvers. Those closest to the work need to be actively involved in closing the gaps and, to make this happen, leaders need to teach and coach team members how to do it. In many cases, problem-solving leads to changing standards and/or standard work to ensure that improvements stick.

8. DO IT AGAIN: The lean system requires that the process never ends, so the team needs to continue to review business needs, set and revise standards, identify gaps in performance, and solve problems.

Not as Easy as it Sounds

Although following the lean system as described above appears fairly simple and straightforward, it is anything but easy. Each step requires transformation in leadership, thinking, and culture to be effective. Two areas that generally require significant change include transforming managers into coaches and making a culture where it is safe – and even expected – to make problems visible.

The all-too-common approach of focusing on the tools will make the application of lean to other industries difficult – if not impossible. Focusing on the philosophy and transformation in the way people think and approach the business, however, will make the application to other industries far easier and significantly more successful.

Lean Leadership: A Direction . . . Not a Destination

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One of the problems with some of the books and articles on lean leadership is the tendency to oversimplify the concept in terms of a dictator versus coach.  It is too easy for people to read about the characteristics of a traditional manager and, because they aren't that bad, surmise that they are therefore a lean leader.  What many do not understand, though, is that the difference between a traditional manager and a lean leader is not binary . . . it's a continuum and very few, if any, are completely at one end or the other. 

There are many characteristics that separate a traditional leader from a coach and most of us tend to drift to one side or another under any given circumstance.  Moving toward a lean leader, however, requires the application of the PDSA cycle guided by regular and honest personal reflection, along with a sincere desire to help others develop. 

The key to becoming more of a lean leader on a consistent basis is to understand the characteristics that separate the two ends of the spectrum and work to improve the areas where one shows the biggest gaps.  Although it is a humbling and sometimes painful exercise, it is one that can reap huge rewards if done consistently and effectively. 

The Dictator-Coach Spectrum 

Some of the characteristics that separate a controlling manager from a lean leader are included in the questions below.  Understanding how often and effectively you apply these characteristics can be a good starting point for reflection and eventual movement toward the positive side of the spectrum.   

• Do you stop and reflect regularly on your performance as a leader?   Effective leaders take time to reflect on the performance of their teams and how their own performance could have improved results.  Sincere reflection can help determine where to focus development efforts for the team as well as well as yourself. 
• During conversations with team members, do you listen more than you talk?   Perhaps the most common behavior that drives leaders toward the traditional side of the continuum is the propensity to talk too much.  Besides the fact that development does not generally occur when people are lectured to or talked at, they tend to turn off when they do not feel listened to.  If, after a conversation, you can't clearly understand the other person's opinion by recalling specific examples of what they said, you most likely did too much talking. 
• How often do you realize that you don't know something?   One characteristic of great leaders is that they continually develop themselves.  One way to effectively self-develop is to have the courage to regularly question your own knowledge and performance.  Kaizen thinking is personal and happens when someone deals with a situation by questioning the status quo and challenging what they and others believe to be true.  
• Do you spend more time worrying about your own image than developing your team?   A clear red flag that someone leans toward the traditional side of the spectrum is spending more time with those above him or her in the organization than team members.  It is an unfortunate but it is common for leaders all the way up the organization to be disconnected with those on the team. Performance reviews, promotion systems, and overflowing in-boxes are just a few things that distract leaders from their main responsibility to support and develop people on their teams, and although these things can explain the reasons for becoming self-centered, they do not excuse one from ignoring one of the most important responsibilities of leading a team. 
• Do you continually develop your own skills?   An important trait of successful leaders is that they never stop developing themselves.  When it comes down to it, it is not possible to continue to develop others unless you continually develop yourself.  I have known many leaders over the years who stagnated and stopped learning and developing.  Whether resulting from too much to do or thinking they already know everything they need to, stagnation really means atrophy.  When it comes to development, you either go forward or backward . . . there is no standing still. 
• Do you go see your team or make them come to see you?   Although a basic element of lean thinking, going to gemba to see and learn firsthand is something that still has not made it into everyday leadership.  Leaders who refer to an "open door policy," do not understand how intimidating it is for some people to walk into their office.  By making team members come to them instead of going to the team members, they also do not understand the importance and value of seeing for themselves. Relying on spreadsheets, meetings, and the opinions of others to know what is happening in the workplace misses a critical dimension in truly understanding the facts. 
• Do you help your team understand how they contribute to the purpose of the larger organization?  To become engaged in their work, people need to understand how it fits into the bigger picture for the organization.  Through regular conversations, coaching, and effective dashboards, the team can gain a much better idea about how important their work is, and why it is critical to continue to improve.  Leaders can also become more effective when they gain a better understanding the larger system.  Handoffs between teams improve and more attention is focused on improving the value stream rather than attempting to optimize individual team performance.  

Moving toward lean leadership involves a system approach that requires attention to and development of numerous factors.  There are obviously more than the seven listed above, but these are the issues I see most often.  The key is to understand how you, as a leader, fit into the performance equation of the team and to continually improve the areas where you can positively affect the outcome. 

One of the most common reasons organizations fail with lean is that they attempt to deploy it in the operation without changing the system of leadership.  Lean is about shifting the way people throughout the organization think and approach work and if leaders expect it to happen without transforming themselves, the probability of sustaining improvements is pretty much zero. 

Kaizen & Changing the Way People Think

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"If you can't explain it to a six-year-old, you don't understand it yourself." - Albert Einstein

For most people, structured problem-solving is not a natural process.  After years of being rewarded for quick answers and telling people what to do, along with the fact that most of us are overloaded, the ability to approach a problem without a preconceived solution is counter to the way people work.  Many see structured problem-solving as cumbersome and requiring more time than is necessary to address a problem - especially when they think they think they know the answer.

Because of this, coaching is critical to help a person move from jumping to countermeasures to following the process and actually learn about the problem before arriving at answers.  Even using a problem-solving A3 tends to result in filling in the boxes in a way that supports what we already know needs to be done.

Coaching is critical to changing the way people think about and approach problems. The advantage of using a tool like an A3 for this is that the coach can see what the person is thinking as he or she follows the process. An effective coach can review an A3 and, even without a deep understanding of the problem or related processes, ask a series of questions to help the person understand where they went wrong and how to improve the effort.

An A3 should provide a simple and clear overview of the issue, and the story describing how it was addressed. In fact, the simpler and more clear the A3, the better handle the team has on the problem, what caused it, and what to do to address it.

THE QUESTIONS 

There are a series of questions that can help someone learn to follow the process.  There is much more to problem-solving than following the steps listed on an A3.  The key is to help a person change the way he or she thinks. It's a tall order, but it can be done if the person is open to learning and the coach is experienced and patient (it also helps if the coach is also open to learning).

The questions below, along with a good deal of practice, can help to start the change in thinking that will lead to more effective learning and better problem-solving.

1) Why should I care? 

Right up front, the A3 should objectively demonstrate context for the problem and the benefit(s) of addressing it now.  An excellent way to do this is to connect it to the vision or high-level objectives for the business.  Getting the person to do this will help others agree with the importance of the issue in case support or help is needed to implement a countermeasure, and help to keep the team from straying away from the original objective.

2) Explain the logic? 

The steps in the process are not meant to be done independently; they must connect and build on each other. Going over the A3 backwards is a good way to get the person to see where the logic breaks down. A good check on the logic is to make sure that the units of measure throughout the effort don't conflict. Although it is possible that the units may change as the problem is broken down, there must be a logical relationship between them and, once the selected problem and target are defined (step 3 in the 8-step process), it remains consistent throughout the remainder of the effort.

3) What did you learn? 

A key objective of the structured problem-solving process is to learn. Besides making the problem smaller and easier to attack, the reason for breaking it down is for the team or person to learn something that was not previously known. Looking at data from a variety of perspectives (what happened, who was involved, when did the problem occur, etc.) should lead to discovery about the issue. By asking what the person learned during this step, it becomes easy to see if they began the process with the countermeasure already in mind and backfilled the steps to justify their idea.

4) Why did you move on from one step to another? 

Another question that can help a person learn where they didn't necessarily follow the process is to ask why they moved on from one step to the next. As they broke down the problem, for example, they decided that they had enough information to select the problem to attack and move to the next step. Question where they got the data – or if they used data to effectively prioritize the issues, and why they chose not to break down the data any further. Even if the person made a good decision in moving to the next step, asking why can help him or her realize how important it is to think about it during future problem-solving efforts.  Another benefit of asking why is that it helps the coach learn about the issue and ask good questions going forward.

There are many more common questions associated with coaching problem-solving – like who did you involve in the effort and how did you test the countermeasure? Although these are important, they are more procedural and focused on improving the mechanics of following the process, whereas the above questions help to get the person to change his or her thinking. Fundamentally changing the way people think helps them become coaches and can drive lean thinking in all situations rather than only when working on an A3.

Driving Improvement Through Systems Thinking

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"Management of a system requires knowledge of the interrelationships between all of the components within the system and of everybody that works in it." - W. Edwards Deming 

One important discovery people make when they start on a lean journey is how much they still need to learn about their business.  Although they may have extensive knowledge about individual parts of their products, processes, markets, etc., lean thinking forces them to connect the components as a system, which is something many organizations have never done before. 

When starting an improvement effort, I usually ask about the minimum target the team is attempting to achieve.  The answer is often something made up on the spot or a generalization, like as much as possible.  Improvement efforts should generally be driven by the actual requirements of the business.  For example,  if a company determines that the time between a customer placing an order and receiving the product is too long, it should determine an improvement target based on what the business needs.  If it currently takes 42 days and customers expect to receive the product in 22 days because of their needs or what competitors are offering, the minimum improvement needed is 20 days.  Although the gap appears to be significant, people will look at it as if it is based in reality, rather than a target that management dreamed up.  So,  instead of thinking of it as an impossible target, it becomes possible and something that the business needs to survive.  Attempts to go beyond the 22 day target can be attempted later, but should still be based on strategic reasons. 

Although the concept appears simple, it can become much more difficult when applied to something deeper in the business than a product lead time.  In an oil and gas operation, for example, suppose it is taking too long to change out filters on a compressor.  Setting an improvement target would require first understanding what "too long" means.  This involves quantifying the compressor's contribution to the overall system, and includes things like: the overall production target; uptime of the facility required to meet the production target; uptime of the subsystem where the compressor is located in order to meet the facility uptime; the compressor startup time after maintenance; the current uptime of the compressor; and the time needed to change the filters.  By understanding how all of these elements connect and contribute to the production target, it becomes easier to accurately determine the gap between the required time to change out filters and the actual time. 

The more people learn the connections the components have with each other to achieve the overall business objectives, the easier it will be to see the problems and set improvement targets based on reality rather than gut feel.  It is not enough for people to know that the work they do contributes to the organization's purpose and objectives - they must know how.  This comes through a continual focus on coaching and basing improvement activities on learning, which happens through questioning, discussing, and connecting to gemba. 

Are We Happy With Mediocrity?

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“Nobody gives a hoot about profit.  I mean long-term profit.  We talk about it, but we don’t do anything about it.” – W. Edwards Deming

W

hy do so many companies seem to be happy with mediocre performance? People generally consider the idea of having it all – perfect safety, high quality, short cycle times, low costs – as something that is impossible to achieve.  As a result, the bar is set low and everyone feels good when the low targets are achieved.

So often, it is our experience that interferes with moving to the next level of performance. We don't set aggressive targets because we know they are impossible to achieve and, in the end, we don't want to be disappointed or suffer the consequences of missing a target. As a result, we trudge along with average results and view many problems as inevitable or out of our control. If we're lucky, our competitors operate in the same mode. If not, we fall further and further behind until we are either acquired or forced to close our doors.

Energy Can Be Created and Destroyed

A group-wide acceptance of problems as inevitable is what causes people to lose their energy and inspiration. When one views significant improvement as impossible, intrinsic motivation wanes and extrinsic motivation – e.g., compensation – dominates. And the longer this type of “it happens” mentality continues within a company and the more deeply engrained it becomes in the culture, the more difficult it becomes to change course.

Leaders can stop or prevent mental mediocrity by first realizing that their own behaviors and the systems they created may at the root of the problem. It's not necessarily easy to do, but letting go of some traditional beliefs and methods of management can begin to drive the type of change that can energize improvement efforts and give people the confidence that they can have it all.

To do this first requires that leaders believe that problems are not inevitable and that the company has the ultimate control over its own future. They must fundamentally believe that they can have it all.

Stretching Without Breaking

Leaders have to trust that the people in the organization possess the talent to successfully tackle the difficult problems facing the company. They must often develop this ability, though, by stretching people and encouraging them to accept challenging projects and targets, and coaching them in their efforts to succeed. People won't always be successful in achieving the target (if they are, they're probably not being stretched enough), but the learning and development that occurs with each project is invaluable to tackling future problems and opportunities.

A stretch target refers to a target that is difficult, but not impossible to achieve and, although you can't stretch people all the time, you've got to make sure there is enough tension within the organization to keep people developing and the company's performance improving.

Getting people to accept stretch objectives assumes that they will not be penalized for missing a target. Reward systems need to support development and participation in stretching the organization rather than merely meeting a target. If you encourage people to stretch but continue with a reward system based on meeting targets, nothing will change. People will continue to pursue safe targets and push back on any attempt to stretch. In the end, mediocrity will reign.

More often than not, organizations cause their own problems. The effects of problems caused by the external environment tend to pale in comparison to those created on the inside. Understanding and accepting this, however, often requires a shift in thinking toward the idea that mediocrity is unacceptable and that the organization can, and will, have it all.

When Lean Fails: The Common Causes

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Many companies today are jumping on the lean bandwagon and expecting huge cost reductions as a result.  Unfortunately, many of these companies will never see the type of improvements they expect from lean, and their leaders will likely become disappointed and frustrated, and eventually abandon the effort.

There are a number of reasons companies fail with lean.  What I present here are the causes I’ve seen over the years that are the most destructive and the most difficult to resolve.  It is important to understand these causes and work to prevent or address them early in the process in order to initiate the type of transformation that will lead to a more competitive and stronger organization in the long run.

1.       Underestimating the Transformation
Most leaders tend to underestimate the level of transformation required to create a lean thinking culture within the organization.  Lean is not something you “implement” or use when convenient.  In virtually all cases, it involves a dramatic shift in the culture to drive a new way of thinking and approaching work.  As such, it requires transformation in the systems for leadership, training and development, recruiting and hiring, promotions, and others before one can expect to see results that have any chance of being sustainable.

2.       Delegating the Effort
One of the major differences between lean and improvement methodologies like six-sigma is that it requires the involvement of the organization’s leaders to be successful.  As noted above, lean requires a fairly significant transformation in order to be successful and this can only be done by those at the top because they are the people who are in the position to make it happen.

3.       Humility
Arrogance is one of the biggest killers of a lean culture.  Built on the Plan-Do-Study-Act (PDSA) cycle, lean is about continual learning.  I have seen many organizations over the years that had started well with the effort but, after a few early successes, became overly confident and killed the transformation.  The saying that the man who is too big to learn will get no bigger applies to organizations as well as individuals. 

The most effective leaders I have worked with are those who accept responsibility for the organization’s problems and realize that it is they who need to change in order for the organization to change.

4.       Patience
The extent of change in systems and behaviors required to be successful with lean takes time to achieve.  Although there will undoubtedly be early successes, the ability to sustain the successes and drive others will not happen without continual effort to shift thinking.  Especially when a crisis occurs, people will go back to their comfort zone, which most likely involves how they behaved before learning about lean.

The key is to never let up by continuing to reflect and drive change through the conversations and actions that occur every day.

5.       Consistency
Lean requires clear alignment from the organization’s purpose to the work performed by people every day.  In order to achieve and maintain this alignment, the organization must have a clear and constant purpose that is motivating and well understood by everyone.  Doing this well requires a significant amount of effort by the leadership team – especially during bad times when many organizations find it easier to abandon the purpose in order to maintain profits and short-term goals.

Leaders must be enlightened enough to understand that, although success will not come easy, it is possible to transform the company into a stronger and more successful organization.  Looking out for the causes of failure can save a lot of frustration early in the process and greatly improve the chances for success. 

Did Ohno Miss Something?

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“The basis of the Toyota production system is the absolute elimination of waste.” – Taiichi Ohno

Every now and then, I like to go back and reread books I’ve read in the past to be reminded of important points that I’ve either forgotten or just missed the first time around.  This is particularly true of books by, or related to W. Edwards Deming, Peter Drucker, and Taiichi Ohno.  Recently, I reread Ohno’s The Toyota Production System: Beyond Large-Scale Production.  Each time I read this book, I get a better understanding of the thinking behind the development of TPS, including how I can address a number of organizational problems I face that I’ve been unable to resolve.

This time around, though, there was one point that kept coming up and I couldn’t get past.  Throughout the book, Ohno repeats the idea the TPS is completely about eliminating waste.  The issue I had with this is that, in my experience, people who focus lean efforts only on waste tend to get overly focused on the tools and end up working a number of disconnected problems that result in little sustained improvement.

A more subtle message in the book that I don’t believe gets as much attention as the elimination of waste is the challenge that Kiichiro Toyoda put forth regarding the need to “catch up with America in three years.”  Ohno writes very fondly about Toyoda, including how important he was to Japanese industry and the development of TPS.  He credits Toyoda’s statement as being inspirational, but rather than being the drive for the development of TPS, translates it into a call for the elimination of waste.

So Much More than Waste

Perhaps Ohno’s view of waste is more complex than most people can truly comprehend, but I think that the message of using lean to reduce waste has gotten so watered down that most companies fail to achieve the big gains that a true transformation can achieve.

When the focus is waste reduction, lean can easily become a toolbox to reduce costs.  In my experience, every organization that turns its lean effort toward cost reduction fails to sustain the improvements and eventually drops the effort when something else draws its attention.

I contend that the focus of lean should be the company’s vision.  This assumes that the organization has a vision and that it’s truly inspirational.  In Toyota’s case, the vision was to catch up with America.  Other companies that have been successful with lean tend to have equally inspirational vision statements.

Deming said that a company’s vision is a value judgement and must include plans for the future.  This means that it includes much more than profits or share price.  It must relate to providing better and better value to the company’s stakeholders, including customers, employees, suppliers, the community, and shareholders.  It is the focus on improving the value to all stakeholders to a level never before achieved (or even conceived) that provides inspiration. 

When the organization has a clear statement that inspires people, lean becomes the vehicle to make it happen.  It provides a method for everyone in the organization to align efforts and work together to drive sustained and never-ending improvement.  The effort begins with the vision and translates it into more and more detail as it works through the company’s long-term objectives, annual plans, dashboards, meeting rhythm, and daily problem-solving. 

It is through the alignment of these efforts, beginning with a clear and inspirational vision, that lean enables innovation and an obsessive focus on closing the gaps that are truly important to the organization.  And when lean efforts are anchored by the vision, people will not be distracted by the numerous management fads that can derail the effort.

What Did Ohno Mean?

We’ll never get inside of Ohno’s head to understand whether or not the vision of catching up to America in three years is what truly inspired the development of TPS.  It is only my interpretation that the vision is what leads to sustained gains and what drives lean at Toyota.  Perhaps I’ll see this more clearly the next time I read the book . . . or perhaps I’ll find something else I completely missed this time.