Category: Quality

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First: Define Value

A couple of days ago, in “The First Steps of The Lean Journey,” I said that there really is no first step, only the next step from where ever you are right now.

I admit that I left out a big assumption there – that you know where you are trying to go.

More specifically, that you really know the value you create.

Bas Mathijsen has posed the question here on The Whiteboard, as well as in a post in the LEI Forums where asks (paraphrasing) “Who defines customer value?” and “What is customer value?”

Good questions, and we don’t spend enough time there.
I have seen a lot of “improvement” effort dissipated because there was no clear idea of what the process was supposed to actually deliver.

As obvious as it seems, customer value is defined by no one but the customer. The transaction need not be monetary, or even commercial. A volunteer for a non-profit organization gives up time (and possibly money) and gets something in exchange. Usually that is some level of emotional satisfaction. A nonprofit that needs to attract volunteers needs to be conscious of this.

Since it is subjective, different customers are going to define “value” in different ways. Dan Sullivan once put it really well with this analogy (paraphrasing):

My neighbor has a really nice lawn. When he buys a lawnmower, he is interested in features like evenly cutting, ease of starting, how well it manages the clippings. But maybe I am looking for different things in a lawnmower. Maybe I hate mowing the lawn. I might be looking for a lawnmower that cuts the grass just below the roots.

Clearly these customers define “value” in different ways.

The other factor to keep in mind is that this isn’t a black-and-white thing. The value the customer finds in your product or service can be enhanced or diminished by an almost infinite matrix of circumstances. These include the magnitude of the (customer’s) problem you are solving, the degree of emotional satisfaction that is gained from your product or service, how easy (or aggravating) your sales and customer support processes are, the customer’s perception of your quality and a host of other intangibles. All of these translate into what (if anything!) the customer is willing to part with to get your product or service. Indeed, we have all heard of things that couldn’t be given away, or that had negative value.

The only real way to know what the customer truly values is to be the customer. This great little piece by Dan Markovitz on Evolving Excellence clearly shows how not to do it. Read the article, then do the opposite.

So, the customer defines what is valuable to him. What does the company do?

The company has to take their best information about customer value and translate it into specifications for the product and service they are going to provide. QFD is one formal way (though not the only way) to do this. Ultimately that becomes the product design. It is now up to production to actually deliver it at the target cost.

All well and good. Where this comes apart is (as always) at the seams.

Marketing and engineering “know best” and provide the “voice of the customer” when the customer actually isn’t even in the room.

The product may be specified, but the details aren’t worked through. There is only the most casual system to ensure that what is specified is actually what is built and delivered. Do you have a specified go/no-go outcome defined for each intermediate step in your process? Does that go beyond the product, and into the conditions required for success?

Delivery dates are given in terms of a range of time. In the USA the “cable guy” is famous for telling you he’ll be there between 9:00am and 4:00pm. We all laugh at how aggravating that is. But then think nothing of quoting “4-8 weeks” for a delivery window. WHEN is it supposed to be there?

Is your product support “leave it on the doorstep and run?” Do you follow-up with the customers and see what is, and is not, meeting their expectations? Do you solicit complaints (not simply collect them)?

All of these actions (or lack of them) will diminish your customer’s perception of value. Reputation and brand can carry past some transgressions, especially if there is really good follow-up. But even a 100 year old brand can be damaged, and the company is likely the last to know (not for want of clear signals).

The first step is “define value” but, to be clear, that means understanding what each and every step is doing to provide value to the next step in a long chain that both begins, and ends, with the customer.

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What Is The Customer Really Buying?

Background: Frank’s still-under-warranty freezer stopped working. The service tech decided it would be repaired, ordered a new compressor and said “See you when the part gets here next week.” Frank and his wife, about to lose a freezer full of food, are not happy with the with this level of service, call “Customer Care” and are basically told that the repair will run its course.

The question posed at the end of follow-up #1 was:

“What, exactly, did the customer want here?”

I asked that question because occasionally it is good to think about not only the product we make or service we deliver, but to reflect a bit on exactly what value the customer receives from that product or service. Sometimes we confuse the technology we apply to get something done with what we are really trying to do.

Let’s look at Frank’s case. If, instead of Bellevue, Washington in July the freezer had broken down in Grand Rapids, Minnesota last December, this would not have been an issue at all. Take the food out of the freezer and set it on the porch where it was actually colder than in the freezer.

What the customer is buying is not a freezer, but an environment that keeps food from spoiling. Any environment that accomplishes that purpose will work. With our current technology, freezing the food by placing it in an insulated box with a vapor-compression heat pump attached is the best way to do that. But it isn’t the only way.

What upset Frank, and his wife, was not so much that it would take a week to fix the freezer, but that their food would spoil in the meantime. Any solution that solved that problem would have worked for them.

What, exactly, does the customer find valuable?

You press the button, We do the rest.

Sometimes the product or service simply helps the customer create, or recreate, an emotion. George Eastman “got that” and grew an empire from that idea by making photography simple enough for anyone to do. Prior to that, amateur photographers had to mess with mixing their own chemicals, glass plates, their own processing, and persevering to actually get a photograph. The value came from the technical accomplishment as much as the image itself. But that didn’t work for families that just wanted to remember an occasion, and share it with their friends. Kodak changed all of that forever. But their way wasn’t the only way, and a few years ago, a better way emerged. It wasn’t about the technology, it was about sharing the memories.

I have spent a lot of time in the construction equipment business. I recall a senior manager making a pretty insightful comment. “The only part of the crane that the customer cares about is the hook. Everything else just makes it work.”

Most construction equipment is actually is capital equipment for the customer’s business. The owner-operator of an excavator is selling a service: The customer has dirt where he wants a hole. The excavator is a tool that can fix that problem. The owner-operator needs to be able to deliver the service at a price his customer is willing to pay and still be able to make a profit. That fact, in turn, sets the prices for the equipment.

But it is important for the seller of that equipment to remember that, to his customer, it isn’t an excavator so much as a business. The seller that thinks “How can I help my customer provide better service to his customers?” rather than “I sell decent hardware at a fair price” has an opportunity to think of things beyond the hardware itself.

Look at your own operation. What value do you provide to your customers? Not just the product itself. What is the problem the customer can solve, or what is the source of pleasure he gains from your product or service? How would (or could) the customer solve the same problem, or gain the same benefit, without your product or service?

What is your customer really buying?   What business are you really in?

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Is This a Problem – Part 2

Last week I posted a story of a failed freezer, ruined food, and a customer support experience that could be summed up as “That’s how we do it.” I invited comments and asked:

“Is this a problem?”

And when I say “problem” I mean, is this a “problem” from the standpoint of the company’s internal process?

There are some interesting comments, some about the internal culture of the company, others about the support process itself.

But I promised to offer my thoughts, so here they are.

The key question is “What did they intend to happen?” While we can speculate, unless we have the process documentation or are otherwise privy to that internal information, we really don’t know what they intended in this case.

Let’s assume, for the sake of argument, that Frank’s experience was exactly as the company intended it to be. Then, from the point of view of their internal process, there is no problem.

“Wait a minute!” I can hear, “Nobody wants  a customer to never buy the product again.”

And here is my point. We don’t know. This company may be perfectly willing to accept that consequence, i.e. “fire the customer” to preserve their warranty cost structure. They certainly would not be the first. Whether that is good business or not is a totally separate issue. The question is “Did they produce this result on purpose, as a logical, foreseeable outcome of the process as they designed it?.” If the answer is “Yes, they did” (and only they can know), then there is no problem. It might be bad business, but the process is working just fine. (I acknowledge that “bad business practices” can result in unintended results – like bankruptcy. But my point is the results are the outcome of a process, and the process is the result of a decision, even if that decision was to “not care.”)

The key point here is that only after there is clarity of what should happen, can the process itself even be addressed. Until the intended result is clear, then there is no way to see if the process works or not.

Was there a problem here? I don’t know. But this is what I would like people to take away from this little story.

Whenever something in your company seems “not right” ask this really powerful clarifying question:

“Did (or would) we do this on purpose?“
If the answer is anything other than an unqualified yes then it is likely you have a problem.

Here is a tougher position: If something was unpleasant for your customer, and you don’t intend to fix it, then embrace the truth that you did do it on purpose. Take responsibility for your decisions, look in the mirror, and say “We meant to do it exactly that way, and will do it the same way next time.” If you can’t stomach that, then go back the the first question.

Here is an extra credit question for this little case study in customer support.
What, exactly, did the customer want here?

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Looking at the wrong stuff: America’s Best Hospitals: The 2009-10 Honor Roll

This news piece, America’s Best Hospitals: The 2009-10 Honor Roll, originally got my attention because I hoped someone might be actually be paying attention to the things that make a real difference in our national debate about health care.

Unfortunately, it looks like more of the same.

This survey looks at things like technical capability – what kinds of specialty procedures these hospitals can perform, and their general reputation  and then ranks them accordingly.

But where are we asking about the basics?

Which hospitals kill or injure the fewest of their patients? What is the rate of post-operative or other opportunistic infection? How about medication errors? These are the things that all hospitals should be “getting right” and yet the evidence is overwhelming that most don’t. Further, nobody seems to be paying attention to it except tort lawyers.

Now take a look at this post on Steven Spear’s blog, and especially the Paul O’Neal commentary that he links to.

Tell me what makes a “good” hospital?

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Is this a “problem?”

This morning I got an email from a friend that recounts a (still ongoing) story of a failed freezer.

We arrived home Tuesday from a week away to find the “extra” freezer in the garage totally kaput…..much of the stuff inside already ruined but some still partially frozen. It’s only 4 years old and within warranty, so [we] go on line and schedule an appointment with GE service for the next day, and spend hours sorting what [food] might be savable, getting bags of ice to try and bridge the time until (you would assume) they will exchange this unit with a new one. Tech comes out the next day, announces that the compressor is fried, and that he’ll order the part and see you in a week to install.

Needless to say, the customer is not exactly happy here. What could be saved now cannot. When they elevate the problem to “Customer Care” on the phone, the answer is basically holding the line to the warranty terms which give the company the option of replacing or repairing the unit.

Aside from speculation that the response would be different if this had been a commercial unit for a large corporate customer, this story brings up some interesting issues.

Clearly the company here is well within their agreement with the customer. That is (apparently) spelled out in black and white in the warranty, all approved by the legal department. And repair of the unit is the logical economic choice for the company.

But equally clearly, the customer here is not happy with the response.

All of my protestations about how an exchange unit shipped from their warehouse in Kent today would allow my wife to save her food falls on deaf ears. Not even a transfer to a “supervisor” for exception resolution could be arranged. If you don’t like it, tough luck..not buy another GE product? “hey, your choice” hard to believe!

And a customer with a technical problem has likely been turned into a customer for the competition.

So here is the question.

“Is this a problem?”

And when I say “problem” I mean, is this a “problem” from the standpoint of the company’s internal process?

I have my thoughts, and I’ll share them in a day or so. But I’d like to hear what you think.

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How Many Production Decisions?

Whether in service delivery (including health care delivery), manufacturing, or any other production environment, your team members are likely having to make lots of decisions under perceived time pressure. Even with great visual aids, many of these processes are mistake-prone.

One of the reasons I like pre-kitting parts for a specific option configuration is that it separates the process of deciding which parts to pick from the process of installing them.

This might not seem that big a deal.

Fortunately, if you have a copy of Windows Vista, it comes with a great simulation that shows just how this can feel on the line.

Look under “Games” and start the “Purple Place” game. Select the building in the middle of the screen, and you will find yourself in a cake factory.

cakes

The idea is to look at the TV monitor on the left, and produce a cake that matches the picture. You can move the belt forward and back to position the cake under the various applicators. Then you simply select the correct choice. Seems pretty simple.

Go ahead, try it.

This screen shot is from the “Advanced” level, but even the “Beginner” is pretty easy to screw up unless you are focused and paying attention all of the time.

So – if you find yourself saying “All the employees need to do is look at the picture, and follow the directions – why is that so difficult?” then see how well you do on this game. Play it from the start of your regular work shift until the first break, say two hours, and see how many mistakes you make.

Now consider that your production environment is likely orders of magnitude more complex than this game for little kids. And you are expecting people to work all day, every day, without ever making a mistake.wrongcake

If you are in health care delivery – think about the picture of the finished cake as the physician’s instructions, and the production line as the actual process of filling the prescriptions, administering medications, protocols for preventing infections, record keeping procedures, and ask yourself if there aren’t many more opportunities for error – that are far better concealed – than the ones in this little game.

Just a thought for the day. Meanwhile – enjoy finding a work-related reason to have “Games” loaded onto your Vista machine! 🙂

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Cool Email Mistake Proofing

My main desktop computer runs Ubuntu Linux. The default email client is called Evolution. A recent upgrade introduced a very cool feature. When I hit “Send” it looks for language in the email that might indicate I meant to include an attachment. If there is no attachment, it pops up this handy reminder:

screenshot-attachment-reminder

Maybe Microsoft Outlook does this too, I haven’t used the latest version, so I don’t know. But in any case, this is a great example of catching a likely error before it escapes the current process. I can’t count the number of times I have hit “Send” only to get an email reply “You didn’t include the attachment.” Obviously I was about to do it again, or I wouldn’t be writing this. 😉 Since I am sending out things like resumes right now, that is something I would really like to avoid.

When talking about mistake proofing, or poka-yoke, there are really three levels.

The first level prevents the error from happening in the first place. It forces correct execution of the correct steps in the correct order, the correct way. While ideal, it is sometimes easier said than done.

The next level detects an error as it is being made and immediately stops the process (and alerts the operator) before a defect is actually produced. That is the case here.

The third level detects a defect after it has occured, and stops the process so that the situation can be corrected before any more can be made.

Each has its place, and in a thorough implementation, it is common to find all of them in combination.

Related to this are process controls.

Each process has conditions which must exist for it to succeed. Having some way to verify those conditions exist prior to starting is a form of mistake-proofing. Let’s say, for example, that your torque guns rely on having a minimum air pressure to work correctly. Putting a sensor on the air line that shuts off the gun if the pressure drops below the threshold would be a form of stopping the process before a defect is actually produced.

A less robust version would sound an alarm, and leave it to the operator to correctly interpret the signal and stop the process himself. Your car does this if you start the engine without having the seatbelt fastened. (back around 1974-75 the engine would not start (see above), but too many people (i.e. Members of Congress) found this annoying so the regulation was repealed.)

Consider the question “Do I have all of the parts and tools I need?” What is the commonly applied method to ensure, at a glance, that the answer to this question is “Yes?”

If you answered “5S” then Ding! You’re right. That is one purpose of 5S.

A common question is how mistake-proofing relates to jidoka.

My answer is that they are intertwined. Jidoka calls for stopping the process and responding to a problem. Inherent in this is a mechanism to detect the problem in the first place.

The “respond” part includes two discrete steps:

  • Fixing or correcting the immediate issue.
  • Investigating, finding the root cause, and preventing recurrance.

Thus, the line stop can be initiated by a mistake-proofing mechanism (or by a person who was alerted by one), and mistake-proofing can be part of the countermeasure.

But it is not necessary to have mistake proofing to apply jidoka. It is only necessary for people to understand that they must initiate the problem correction and solving process (escalate the problem) whenever something unprogrammed happens. But mistake-proofing makes this a lot easier. First, people don’t have to be vigilant and catch everything themselves. But perhaps more importantly, they don’t have to take the (perceived) psychological risk of calling out a “problem.” The mechanics do that for them. It is safer for them to say “the machine stopped” than to say “I stopped the machine.”

Back to my email…

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Is Quality Losing to Cost?

Tom posed an interesting question on The Whiteboard.

Has anybody else noticed that quality is taking a back seat lately due to the tough economic conditions? Things are tough everywhere, but I’m seeing more and more evidence of companies taking short cuts (to cut costs) where the end result is poor quality.

I’ll say what I think, but I would also like to invite anyone else to comment as well. This is an important issue.

Background:

First, it is important to understand that the term “quality” carries at least three definitions. There may be more, but here is how I came to understand them.

  1. Grade: The product’s position in the market.
  2. Fitness for use: Whether the product is suitable for the customer’s intended purpose.
  3. Conformance to specification: Whether the product is as the producer intended it.

Some examples.

Grade:

In air travel, there are two (and sometimes three) grades of service offered on a typical flight. Coach is basic transportation. It gets you there quickly and safely. First Class gets you there just as quickly and just as safely as coach. But there are more amenities offered, the seats are bigger, in general it is more comfortable. First Class is a higher grade of product.

In the automobile market, we have expensive luxury cars, such as top-end BMW or Lexus. We have middle grade cars, we have basic cars. Even within a specific make and model, there are different trim levels that each carry a different “feel” as well as a different price.

Thus, the grade of the product reflects an effort to create higher value by adding features and amenities that probably go above and beyond the basic purpose.

It is important to understand that the grade of the product is set by the producer’s decisions on market position. They are trying to deliver more value in order to command higher prices.

Fitness for Use:

Fitness for use is defined from the perspective of the customer. The product is sold as being suitable for some purpose, and the customer buys it to fill a need. How well it fills that need is ultimately defined by the customer’s experience of the product in use. This is probably the easiest to screw up, as many companies tend to rely on internal experts or the highest-paid-person’s opinion rather than getting their shoes dirty and actually paying attention to what customers do with the product. It is easy to delete or alter a feature which turns out to be very important to the customer. Customers can also surprise you and find uses which were never intended by the original design.

Conformance to Specification:

Once the research is done, and the product designed, some kind of production system must be established to actually produce the product (or actually deliver the service, it is the same issue). Conformance to specification defines how well the product delivery actually matches the design intent. Where a Hilton Hotel may offer a higher grade of room than Motel 6, if both rooms are clean, ready for guests, and meet their respective hotel’s standards, then both conform to specification. The Hilton will have some kind of specification for how they deliver room service. Motel 6 has a Denny’s next door.

One More Example

If I am interested in knowing what time it is, a $35 Timex will do exactly the same job as a $5000 Rolex. With today’s quartz technology, they are both accurate within a second or two per month. So if knowing the time is my intended use, both watches are fit for use.

Clearly, however, there is a difference. The Rolex is a higher grade of product than the Timex. If my purpose is to demonstrate wealth or success, or present an extravagant gift, the Rolex is also more fit for that use.

But if they each work out of the box exactly as intended, have no scratches or other defects, then both watches conform to the specifications of their respective manufacturers. Both companies have excellent reputations for “quality” in that sense.

So now to Tom’s question.

Companies facing dramatically declining sales are under great cost pressure. Very few have limitless sources of cash to burn, and publicly held companies must also maintain the goodwill of their investors. In addition, many companies have credit covenants which require them to maintain certain ratios of debt, liabilities, assets, liquidity, etc, or face issues with their banks.

With that background, let’s look at how these pressures could drive decisions that affect quality.

Deliberate decisions are most likely to affect grade. Cheaper materials may be substituted, amenities or extra services can be cut back. Anyone who flys frequently has seen the steady erosion in previously “free” services and amenities as airlines come under increasing cost pressure. The danger here, of course, is that these decisions also reduce value in the eye of the customer, and with that, can reduce the price they are willing to pay or send them to a competitor. Thus, these “savings” can end up backfiring unless the entire industry is following pretty much the same path.

I think the more dangerous effect of turbulent times, however, is in the area of conformance to specification. But I don’t think this is the result of deliberate shortcuts. Rather, I think it is an unintended consequence at the intersection of a couple of other factors.

First, relatively few companies, be they production and manufacturing or service delivery, have an effective system of assuring that things are done the way they expect. When times are good, and employment is stable, the people develop their own individual feel for what is right and do their very best to do it. The level of quality will reach some kind of tolerable norm which may, or may not, conform to the specification.

Now mix things up. Lay off some of your workers, and move the others around. Different people are doing different jobs. Because the work is not well specified in the first place, and because there is likely no process to transfer “how to do it” (like TWI Job Instruction), people have to learn the hard way – by making mistakes. Add to the mix a perceived time pressure, and people will take shortcuts in a good faith effort to get the job done the way they think they are expected to.

If the “specification” itself is poorly defined as well, then the new “norm” for the organization could very well end up different (and worse) than what it was before. Add to that a management culture of acceptance of “what is, is” (an excused-based culture, more common than you think, especially in large companies), and you get a seeming erosion.

So here’s what I think – if Tom is seeing an erosion of quality, he is likely seeing the effect of the economic turmoil rather than deliberate decisions to cut corners. Further, is impossible to deliberately cut corners if no one has ever defined where the corners are in the first place. And that situation is more normal than not.

What is your view?

Do you see quality eroding?

If so, why do you think it is happening?

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Reprise (again) – Know Your Supply Chain

AP IMPACT: Chinese drywall poses potential risks

Although I hate to judge before all the facts are in, it’s beginning to
look like a huge set of customers got burned (once again) by quality problems from China.

Before I go any further, I have to say that I have spent loads of time in China. I have very close Chinese friends. The Chinese are like everyone else in the world – hard working honorable people. But, just like everywhere else in the world, now and then someone takes shortcuts with known technology, or doesn’t understand the “Why?” behind industry standard practices, and rarely, there is a real crook.

The great question, though, is “To what degree are the importers, builders and contractors culpable, and to whom?”

The U.S. arm of the Chinese company is swearing up and down that their product meets U.S. standards. Pretty standard rhetoric for muddling the issue.

I don’t even want to get into the legal issues here. They are going to be very messy.

But if you bought a car, and it turned out that the imported, outsourced seats were emitting noxious fumes, I doubt you would turn to the seat manufacturer to resolve the problem.

OEM’s? Know your suppliers, know your supply chain.

Unfortunately we will end up with a ton more government regulation as a result of industry being unable or unwilling to assure its own quality, and that is going to cost all of us.

Kind of makes the term “toxic assets” more real, doesn’t it?

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4S, 5S, 6S

Staight left an interesting post on The Whiteboard a couple of days ago:

You’ve discussed 5S but Novaces, for example, has a 6S system. I think it would be great if you talked about different consultant companies and their processes.

Novaces, it turns out, is a consultancy apparently based out of New Orleans. In the nature of full disclosure, I have to say that I know nothing about them other than what is on their web site plus they (apparently) teach 6S rather than 5S. I render no opinion either way about their competency or capability.

There are a lot of good consultancies out there. There are a lot of mediocre ones. There are some that are charlatans. I suppose one of the great ironies of the business is that, if you are capable of reliably vetting them on their competency, you probably don’t need them in the first place.

For the sake of the discussion, though, I want to limit myself to the population of really good ones. These are the ones who are primarly there to teach the clients how to engage in the kind of sharp critical thinking that charactarizes high-performance organizations.

The good consultancies will have an approach that applies the same principles. And here is the key point:

As long as the basic principles of the thinking structure get embedded, it really does not matter that much how they do it. If a consultancy wants to differentiate itself by using 6S, or 4S, instead of 5S, there is little difference in the result if they are any good.

Let’s take the different numbers of ‘S’ and really take a look at why this is true.

Though they may have adapted 5S today, originally (a long time ago) Toyota taught 4S. The idea of “self discipline” or “sustaining” didn’t come into it because that was embedded thoroughly in the culture. It was taught elsewhere.  Likewise for safety. It isn’t that they leave it out because they didn’t have it called out as an ‘S’, they just include it somewhere else.

What is the 6th S? I don’t know what Novaces uses, but I have most commonly seen it as Safety. It isn’t a bad thing to include it, but in reality, as long as relentless daily problem solving is applied to safety issues somewhere, somehow, there isn’t a right or wrong way to teach it or do it.

Some consultants claim to “fill in the gaps” of “lean manufacturing.” They add hyphens or create three letter abbreviations to differentiate their product. Because the term “lean manufacturing” originally referred to the observed results of the Toyota Production System, and not the system itself, there is a lot of room to make claims that it leaves things out because the method was never really defined in a holistic way.

“Lean manufacturing” not withstanding, IF you stipulate that “lean manufacturing” is the “Toyota Production System” and then understand that, to Toyota, this is their entire management system – it encompasses everything they do – then to claim “lean manufacturing” has gaps is to claim that Toyota somehow leaves something out. I don’t think so. Sure, they slip up like everyone else, but their management system is pretty thorough.

For example, I have heard things like “we are lean, now we need quality.” Hello? If you aren’t obsessive about quality, if you aren’t applying immediate detection, stop, correction and countermeasure investigation to every quality problem, how can you possibly claim you are “lean?” If you aren’t doing these things, you are just making defective goods very efficiently.

But I also understand that there ARE companies that think they have implemented lean, and have totally left out the quality component. So if it makes sense to them, (the customer) to find a consultant to help them “fill in the gap” then great. They still get there.

And that is the point. Getting there.

One last point. To get there you have to pick a course and stick with it. What trips up a lot of companies is they get to the point where they are “stuck” without examining (in the mirror) the factors that are causing it. Instead, they switch course, and say “AH! It must be Theory of Seven Sigma” that will get us there. But in reality, because all of these approaches require a change in the way everyone thinks, without that fundamental shift, they end up in the same place a little later…

Cause remember, no matter where you go… there you are.