Tag Archive: Six Sigma

Should you follow the pack or go rogue?

June 2, 2016Blogconsistency, customer satisfaction, data, deadlines, defect, efficiency, employee engagement, error, follow the pack, go rogue, habits, human nature, Lean, process, productivity, reinforcement learning, Six Sigma, social conformityNicole North

I’ve been thinking lately about our human tendency to follow the pack and my newfound tendency of “going rogue.” I’m a trusting person and easily influenceable. If you tell me this is the BEST HAND CREAM EVER, I will buy it. If you tell me you tried a new workout and it was THE HARDEST WORKOUT EVER, I will go and try it tomorrow. Ask me to smell this milk because it is the MOST EXPIRED MILK EVER, I will get my nose right in there.

So it’s a newfound habit for me to say, “That’s awesome that it is working for you. Right now I’m doing this, and it is really working for me too. Yay us!”

But Everyone Says So!

People (and probably some science reports too) say that we MUST eat breakfast; doing so helps us consume fewer calories later in the day and maintain a healthy weight and may even improve our concentration and productivity. They also say we shouldn’t weigh ourselves every day because it could case us to become over fixated on what may be natural fluctuations rather than indications of weight gain or loss.

“They” say we shouldn’t look at our phones first thing in the morning – it can distract us from our morning routine and can decrease our productivity by focusing on external priorities rather than our own.

And we mustn’t work out every day, because our bodies won’t have adequate time to recover and we won’t get results.

Don’t get me wrong, I realize there are studies and science that may back these statements up with statistical significance. But here’s the thing: all of the “pack ideas” I talked about above don’t work for me.

When I eat breakfast, I’m starving all day and (after testing this theory out by tracking and monitoring the data) I consume more calories than are necessary for me to maintain my weight. So do I keep doing it because everyone else is telling me that is the right thing?

Similarly, weighing myself every day keeps me on top of fluctuations that could otherwise be more dramatic after a week.

And I LOVE working out. Provided I balance my workouts, it is my stress relief and my time that makes me happy. So why should I be unhappy, provided I am being safe and taking care of my body, when my way works for me?

And finally, if I don’t check my phone before bed AND first thing – guaranteed I will miss a meeting, or miss a cancellation of a meeting and make an unnecessary trip.

Now statistically speaking these “rules” might be great for the majority of people, and the majority of people will see better results following these rules. But, as we know, there is a great deal of human variation. I am a sparkly unicorn and I am different. These rules do not work for me.

The thing is, it’s easy to follow the pack. It’s part of our human nature.

…social conformity is based on mechanisms that comply with reinforcement learning and is reinforced by the neural error-monitoring activity which signals what is probably the most fundamental social mistake – that of being too different from others

Read more: http://news.softpedia.com/news/039-Follow-the-Crowd-039-Tendency-Finally-Explained-102066.shtml#ixzz4ASKrOwCW

Follow The Pack? Or, Go Rogue!

Maybe your competition uses a certain process improvement methodology (like Lean or Six Sigma), or a particular sales tool, or social media strategy and you want to implement it to keep up with the trends. But what if it just doesn’t work for YOU (and your team, and customers, and stakeholders)?

Does it feel natural to do what the pack is doing? Sure, good habits take time and consistency, but if the process is so difficult that you can’t get the habit to stick, maybe it isn’t the right strategy for you.
Have you experienced errors, defects, or problems using the pack’s idea? If you notice missed deadlines, faulty products, decreased employee engagement, or increased customer complaints – maybe you need to re-examine your plan.
Have you tried and tested any other options? If you haven’t tested and tried out alternatives, how do you know that this is the best for you? How can you make a decision with out data – numbers or experience? Reflect on the past – was there a time that you were doing really well? What were you doing? Should you align with the pack, or “go rogue”.

Let us know how you follow the pack or go rogue @whiteboardcons #gorogue or #followthepack!

Until Next Time,

Nicole

Business Process What Now?

November 14, 2014Blogbusiness process improvement, business processes, employee engagement, leadership, process, Process Improvement, Six Sigma, whiteboard consultingRuth Henderson

Picture a business networking dinner, wherein each participant gives an overview of their business, including target market, main products/services, and current concerns. You’ve been listening to some of the dozen or so professionals give concise overviews, and are taking notes – keenly interested in connecting with one or two (using Nicole’s Networking Advice), and thinking you might have some good feedback for a few others. Then it’s your turn, and you stand and give the “elevator pitch” you’ve honed to a thing of beauty. And… people look at you like you have two heads.

That has happened to both Nicole and me in recent weeks, and we were quite taken off guard! We thought we had worked hard to describe what we do (business process improvement) in a way that is easy to “get.” And we have, for the most part – just not in the elevator pitch (2-3 sentences) format that is crucial in networking events and casual conversation.

Clearly it’s something we need to work on.

One of the things that is so interesting to us, and has been since we started this business, is the varying degree of understanding (or lack thereof) of what “business process improvement” is. Being a process geek myself, I assume everyone is constantly thinking how they would improve things, and therefore inherently “gets” what business process improvement is. Not so!

Let’s start by defining a couple of terms:

process1 A process can be defined as a series of actions or steps that are undertaken in order to achieve a particular outcome. Some common examples that may resonate with you – think of the steps that are involved in each:

going through security screening at the airport
filling out your year-end tax forms
getting ready to leave the house each morning
making a martini or a latte
grocery shopping

When we say “business” process, we are referring to processes that happen every day at work in order to achieve a specific outcome. Do these sound familiar?

recruitment
performance evaluations
business expense claims
invoicing
customer service
production
strategic planning
approvals
scheduling

Each of these (and dozens of others) happens every single day in most businesses, and if you’re lucky, they are smooth and efficient and wonderful and everything goes well all of the time and all your employees and customers are happy with them.

No? Well then.

If one of your business processes is somewhat less than perfect and causes you grief, if you go home on Friday night and think, “if only we didn’t have to do THAT thing,” if you get feedback from your customers that they are sick of having to do the same thing over and over with the same (unsatisfactory) results – well then my friend, you have a business process problem that needs improving.

Or, if you have an outcome or metric that is not performing as well as it should be, most likely there is a broken business process in there somewhere, and you need to figure out which one it is, uncover it, and fix it without adversely affecting any of the other processes that it impacts.

There are many ways to approach business process improvement – ours is one that focuses on engagement and leadership skills as a means of making improvements “stick.” It’s different than other more rigid methodologies, yet it uses elements from several of the most popular, including Six Sigma, Lean, Appreciative Inquiry, and Methods Time Measurement. We like to be professional and fun at the same time, and show people what business process improvement is, how it works, and how it can make their organizations better, faster, and cheaper.

Got it? Excellent. Now we just need to get that into an elevator pitch. Any suggestions? Tell us in the comments below!

Until next time,

Ruth.

You Should Come to This Course. Yes, You.

October 7, 2014Blogbusiness process improvement, business processes, change, Change Management, communication, continuous improvement, culture shift, decision making, efficiency, employee engagement, leadership, process, Process Improvement, Six Sigma, the whiteboard way, trainingRuth Henderson

Our regular readers will know by now that Nicole and I are upbeat, positive people and we get excited about a lot of things. So, when I tell you that we are SUPER EXCITED about our upcoming course in November, please trust that it is not hyperbole.

Why are we so over-the-top and ridiculously excited?

Well, because we believe this course is innovative, and innovation is a good, positive, wonderful thing.

You’ve heard us talk about The Whiteboard Way© before (click here or here). We believe that our method of Process Improvement is what organizations need in order to take the first step into a Process Improvement culture. Often organizations hear about the buzz words – continuous improvement, process improvement, Six Sigma, Lean Six Sigma, TQM, etc – and they go bananas implementing a new program.

And so many of them fail. I’ve seen it happen in three major organizations in both the private and the public sectors.

They fail because they haven’t set themselves up to succeed – they have not considered the importance of change management, culture shift, and stakeholder engagement. It’s as bad as if someone all of a sudden decided they want to be a farmer, and so they bought a big field and started sticking seeds in the ground, without tilling the soil, removing rocks, adding fertilizer, and ensuring the earth is rich and ready to receive the seeds.

Enough of the analogy. You get what I’m saying, and hopefully many of you are nodding your heads and saying, “yup – been there, done that.”

Our new course, Leading Process Change, offered Nov 5 & 6 in Toronto, examines the intersection of Process Improvement and Leadership Principles and enables the learner to influence change and develop a process-based culture. Everyone can benefit from this course, especially if they are responsible for, or thinking about, process improvement in their organization. (Click to Tweet)

You need to come to this course. Yes, you.

What? You don’t think you’re at the right level in your organization to attend? To that I say, respectfully, PFFT.

Whether you are an employee on a team in an organization who wishes you knew how to influence change so people would listen to your ideas, or a VP trying to figure out why you can’t make process improvements stick, (or somewhere in between), this course is for you.

We have designed the course in two modules, so that people can come to one or both.

Module 1 – is all about The Whiteboard Way©, and focuses on the basics of Process Improvement without getting all fancy shmancy and needing expensive software or textbooks.
Module 2 – examines essential skills in making sure that change sticks. We have expert speakers on how to communicate & promote your change initiative, how to work process improvement into your strategic planning, and how to be aware of your own emotional intelligence and its impacts on others.

More information is here in this link. I encourage you to read it, and then sign up and bring anyone else who needs to be there (which is everyone, so…). We have discounts for Earlybirds (before October 18th), former students, members of BNI or Verity, and employees of the OPS. And discounts can be combined!

I hope to see you at our course. I promise it will be fun – our past students have rated our training consistently in the top box! (Oh, and the lunch will be fantastic!)

Ruth.

PS – if you have any questions, just shoot us an email at info@whiteboardconsulting.ca/staging.

How To Solve The Biggest Problems With Process Mapping

September 19, 2014Blogbusiness process improvement, business processes, Change Management, engagement, process analysis, process documentation, process improvement methodology, process map, process mapping tools, process summary analysis, process validation, Six Sigma, swimlane diagrams, value added stepsNicole North

Post-Process Mapping

A few weeks back Ruth blogged about how to do a basic process map (click here to check it out) and it included a free process template for you to use as well. You’re welcome. Process mapping is a huge part of our business. We know process mapping creates engagement and buy-in for process change (when done in a workshop setting) , is a great visual tool, and can improve effectiveness and efficiency.

Ruth talked about the key steps in documenting a process; the steps include:

Determine the swimlanes
Determine the trigger point
Consider the end point
Put a circle shape in the swimlane for the person/group that starts things off. Write the word “START” in it.
Put a square shape next to the circle and label it #1, and write the step.
Proceed with each consecutive step.
Add the arrows last (you almost always have to change them as you go).
When you reach the end point, put a circle with the word “END” in it.

AND, I can’t believe Ruth forgot this. I am going to gloat since she is a stickler for this one.

9. NUMBER your steps (post-production comment from Ruth – I am mortified! I can NOT BELIEVE I forgot that… and is such a public way! I will never live it down. Sigh.)

We received a lot of really good feedback on this blog, and people loved the template. The big question was:

What do I do next, after the Process Map?

Great question. The next 2 steps are to validate your process map and look at value added steps.

Validation

So if you’ve done your process map in a workshop style setting, you likely had many of the stakeholders (the swimlanes) of the process in the room. So validation in this case is finalizing that process map and sending it back out to those participants to see if what you’ve documented is accurate.

If you’ve worked on a process map by yourself, validation becomes even more important. You are verifying that all the steps are accurate and represented properly. In fact, this is an opportune time to re-group and re-engage to validate the map, or engage for the first time. A few things to keep in mind:

Talk to the people in the process and follow the product or service through the service to make sure steps and swimlanes have been captured accurately.
Make sure to capture easily seen or invisible steps (i.e. where the product or service is waiting, or being moved to another area)
Ensure that you haven’t mapped the best case scenario, or worst case scenario. The map should be representative of how the process normally works.

Now for the meaty stuff….

Next we are going to analyze the process! First let’s determine whether a step adds value or not? Ask these 3 questions:

Does the customer consider this step important?
Has the product or service had a physical change?
Was it done right the first time?

Here you can identify the type of non-value added activities. Non-value added activities include:

Moves: Steps in the process where the product or service is in transit from one place to another. How many times and to how many people in your organization does this touch?
Delays: Steps in the process where the product of service is waiting for the next step in the process (a great example of this is approvals or sign-offs). This is your classic bottleneck.
Set-up: Steps in the process that prepare the product or services for a future step
Internal Failures: Steps that have to be re-done (i.e. iterations of something before it reaches final approval) that are detected internally
External Failures: Steps that have to be re-done that are detected by the customer (i.e. damaged product at shipping….)
Control/inspection: Steps where the product or services is reviewed to ensure customer satisfaction (i.e. Quality Control)
Value Enabling: Steps that don’t add value but are necessary for the functioning of the organization

How do you do this? Well by filling out the super easy Process Summary Analysis Template of course!

Process Summary Analysis Template Instructions

Step 1: Put in the number of process Steps

Step 2: Enter the amount of time it takes to complete this step in minutes (don’t know exactly? Time it a few times or guesstimate for now), sum that row in minutes, and its % is 100% because we are summing the whole process.

Step 3: Identify which process steps are value added and not value added. Sum the number of minutes for all the boxes that you’ve identified (in this case we have an x in step 1 and step 6 at 1 minute and 5 minutes respectively, so we have 6 minutes of value added work and 75 minutes of non-value added work).

Step 4: For those steps that are not-value added, identify what the type of non-value added activity it is.

Step 5: Assess the percentages, and start working on the biggest first. In this case 56% of the non-value added steps are due to External Failures.

That should keep you all busy for a little while!

Ruthie…I guess this means you have to give our readers some Cause-Effect Diagram templates next week. You’re welcome. 🙂

Also stay tuned for more info about our new “Leading Process Change” Course! Over the next few weeks you’ll see guest blogs from our speakers, more info on the course, and more templates I think!

What do you think of this template? Did you use it? Was it helpful? Let us know at info@whiteboardconsulting.ca/staging or Tweet us at @whiteboardcons! More questions for us? Use #DearRuthandNicole!

Until Next Time,

Nicole

(Process) Rules Are Made to Be Broken

August 15, 2014Blogconsultant, consulting, employee engagement, Lean, process, Process Improvement, process improvement methodology, Six Sigma, the whiteboard way, whiteboard consultingRuth Henderson

It’s true. Rules are made to be broken. Even in the world of Process Improvement.

“Wait, what?” you ask. “But Ruth, process improvement is all about rules and statistics and doing things the same way every time, yada yada yada. You’re contradicting the very foundation of what Whiteboard teaches!”

Ah, nothing is so black and white, grasshopper. Hear me out.

Process Improvement is Changing

In my process career I have witnessed and/or been part of many process improvement initiatives – big, small, fully funded and supported, done “off the corner of a desk”, successful, and unsuccessful.

The two things that made the difference between success and failure – in addition to the usuals of effective communication, engagement, and senior management commitment – were:

Early evidence that the new methods work and are worth the effort, and
The ability to be flexible and change your mind.

And this last one, flexibility, seems to be growing in importance. In fact, it also influences the first one – “evidence of success.” flexible

Traditional and, dare I say it, soon to become “old school” methodologies like Six Sigma and to some extent Lean, are based on strict methodologies that work really well in some organizations – usually those in a manufacturing or highly repetitive/operational industry. In other industries, particularly serviced-based, these methods have a more difficult time taking root. It’s not impossible, and there are many very successful examples – but it is harder.

It’s OK to Change Your Mind – Just Don’t Squirrel

When Nicole and I teach The Whiteboard Way© to aspiring process-improvement practitioners, we are careful to point out the need to be flexible, and to change things along the way if they aren’t working. The ability to do this is refreshing to people who are often nervous about adopting a new method, or taking on “this process stuff.”

I recently did some strategic planning with a client – he was a little nervous about planning tactics for goals that were 12-24 months out. “Things can change, Ruth,” he said. And he was right. That’s why it’s important to have a plan and a process, and then if (when) things change you can make intentional decisions to veer away from or modify the plan. But – the modification is then intentional, not just because you saw a fun-looking squirrel and decided to run after it like the dog in the movie Up (love this clip: click here). Some people do this so frequently, that Nicole and I actually use “squirrelling” as a verb.

In the Four Disciplines of Execution, Sean Covey stresses the importance of using and tracking lead measures – those which you can influence and which drive the progress towards a goal – in the execution of a goal or strategy. His theory is that a “cadence of accountability” ensures that people develop the habit of reviewing their commitments and assessing whether those tactics (or lead measures) are making the progress they expected. If they’re not, then they change the tactics and the things they measure until it has the desired result. (Click to Tweet)

In the The Whiteboard Way© we teach the same principles. We combine traditional process improvement tools with modern theories about being flexible yet accountable, and we show how this approach generates increased engagement and better results.

Have you had success doing process improvement this way? Tell us about it!

Until next time,

Ruth.

Beginners Guide: Using Appreciative Inquiry for Process Improvement

July 25, 2014Blogappreciative inquiry, business process improvement, business process reengineering, gap, gap analysis, gap assessment, leadership, Lean, Process Improvement, root cause analysis, Six SigmaNicole North

This week, as I finish my certification process in Appreciative Inquiry (AI), I thought I’d give our readers a little understanding of how we’ve used AI and applied it to our process work.

Our process background has led us to focus on gap assessment and gap analysis as a primary methodology for seeking process improvements and identifying opportunities for improvement. Our facilitation methodology was usually centered around questions like: “What is your pain point?” Or “What is the one thing you would change?” Or “What would make things better?”

This type of gap assessment methodology is highly successful and works extremely well in organizations that:

Have a strong (positive) organizational culture
Are accustomed to process improvement or are seeking it out
Have process aptitude or orientation
Are resilient to change

We’ve applied the AI methodology to our Process Improvement Part One and Part Two courses (part of the Whiteboard University Curriculum that we’ll be offering this fall). Our Whiteboard Way teaches the following concepts:

Define It! Learn to develop a problem statement to effectively describe a potential process improvement project.
Draw It! Use basic process mapping tools to graphically represent the process at hand and begin to identify possible areas for bottlenecks, duplication of effort, or unclear roles and responsibilities.
Imagine It! Use tools like a fishbone diagram to effectively search for root causes, and thus possible solutions to the problem identified in step 1.
Prove It! Use data to demonstrate how the improved process could be measured against current performance.
Talk About It! Effectively communicate process changes throughout the organization to support uptake of the new process and manage progress throughout.

We applied AI methodology (and Summit framework) in the following 2 steps of the Whiteboard Way:

Tools We Use

Opportunity Map

Following an exercise to identify problem statements from a number of groups, the problem statements are collected and documented on a whiteboard. Process improvement project problem statements are then reframed in the positive using AI methodology to talk about the ideal process or ideal experience to generate future state discussions that feature best-in-class processes.

Using multicoloured dots, individuals from each table group are able walk to the whiteboard and “vote with their feet” on the top 3-4 projects that are of most interest to each individual. The top 3-4 winning projects are then spaced around the room and participants are asked to join the project that is of most interest or that the participant feels could provide the most value from a knowledge perspective. For the most part teams naturally tend to be naturally evenly distributed, but wherever necessary shift to create somewhat equal participation between groups.

Using the opportunity map creates a great deal of engagement in the group. We have noticed that every person who joins a new project group has a vested interest in the outcome, and their excitement and engagement is palpable right away – versus teams being forced to work on pre-defined problem statements.

The re-shuffling of table groups based on working on the new problem statement of their choice truly helps to capture not only individual engagement, but the appropriate level of knowledge base within the group.

AI Questions/Reframing

In order to facilitate the Imagine It! portion, we first use traditional process improvement methodology using a fishbone diagram to determine possible root causes for the problem statement. This is where traditional process improvement would end – what we do differently is ask them to then consider the possible root causes, and using AI question techniques begin to envision a future state for the problem. The guided questions for each problem/opportunity statement are as follows:

What is the current strength of this process?
What are you proud of?
Can you tell a story of when this process worked well?
What are the key themes of success? (Using the Fishbone diagram as a guide: People, Processes, Materials, etc.)
What does this process look like in one year, once it has been reengineered and is working effectively?
What measures can we use to see how successful the new process is (versus the old process)?
What things need to be done in order to get there?

The teams are then able to effectively leverage current components of the process that work the best, identify what needed to change, and what needs to happen in order to make that change.

Reflections on impact on participants

Using this new style of questioning is a fundamental change from classic process improvement. Often during the Imagine phase there is a great deal of change resistance to changing the process, especially when certain parts appear to be working. Leveraging the parts of the process that work well allows that resistance to diminish significantly. The “pain points” and “what is the one thing you would change” conversation in a typical gap assessment tend to devolve into “personnel issues” rather than process issues. Often people determine that it in fact was not the process that was broken, but the owner of those process steps that is to blame for the variability in the outcome of the process.

The AI methodology paired with gap analysis allows participants to steer clear of the negative, and focus on positive process improvements that are more fruitful than those that develop from pure process gap analysis alone (Click to Tweet).

Reflections on AI

While traditional gap assessment methodology is still a large component of process improvement initiatives, the use of AI is very effective when there is significant resistance to change or organizational culture issues that tend to draw negative conversations rather than opportunities. This is completely normal for process improvement where users of a process experience the effects of the change curve, namely first disbelief in the efficacy of the methodology, anger possibly due to fear of the unknown or lack of skills to execute the newly developed process,

New questions or observations

It would be interesting to document a process improvement project that used AI exclusively as a methodology against one that used gap analysis to assess whether the improvements using AI could in fact yield better results.

Our opinion is that differing methods work for different individuals, so blending the two approaches meets the needs of all stakeholders and will yield the best possible approach to engage a wide variety of thinking styles and communication styles.

Want to know more about AI and process improvement? Send us a note. Have any interesting AI stories? Join the conversation on Twitter @whiteboardcons.

Until next time,

Nicole

October 31, 2013Blogbottlenecks, continuous improvement, duplication, Lean, problem statements, Process Improvement, process mapping, Six Sigma, swimlane diagrams, touch pointsNicole North

Last week Ruth started a series on The Whiteboard Way©, our very own process improvement methodology (this proved to be advantageous for me, as I was at a creative standstill with blog ideas. Thanks Ruth!)

First, a Little Background

A little recap – last week Ruth talked about the most critical step in The Whiteboard Way© – Define it! By removing assumptions and pre-conceived ideas about the solution, it allows you to be unbiased and creative in the possible solution.Today I’m going to delve into my love-hate relationship with process mapping.

Why do we process map?

Approximately 65 percent of the population are visual learners and people process visual information much faster. Visually representing a process allows you to see things that may not necessarily jump out at you when you read a procedures document or when you just “imagine” the process in your head. Here are some things that jump out at you when you process map:

Touch points. How many people, teams, departments must a product or service pass through to reach the customer? The higher the number of touch points in the process the longer the process will take, and the higher likelihood that a defect (or error) will occur.
Duplication. Process maps are great at visually highlighting work that is duplicated across the company by different teams. With our clients, we usually see a map highlight, for example, people that enter the same data into different databases, or forms in different areas of the organization.
Bottlenecks. Bottlenecks occur when there is a blockage in the flow of information or work. For example, when a busy executive is holding an approval at their desk for days upon end.

So Ruth helped you develop your problem here. Some examples of “Good” Problem Definitions are below:

In the last 3 months we have had to fix this issue 6 times for four customers, causing dissatisfaction for our customers and wasted processing time for our staff.
Each month we are 5-7 days late completing this process, impacting other departments and generating late fees for the company.
This piece of work costs the organization $5,000 per month. Best practices in similar companies is half that amount.

Step Two: Draw It!

So now, take your “good” problem definition from last week , and think about the process(es) that contribute to it. There are many types of process maps out there, each serving a different purpose. We like to use the swim lane process map because it allows you to identify the ‘hand offs’ or touch points in the process. At this point you are mapping the As-is current state process, not the Should-be (in an ideal world), or Thought-to-be (what we think it looks like). Get everyone in the room who touches that process and talk about what “ACTUALLY” happens.

There are four steps you need to remember when mapping a process.

Determine level of detail. A high level view of your process will require 3- 5 process steps, while a more detailed view can have up to 20 process steps.
Lay out your swim lanes. Identify how many people, positions, teams or departments are involved in the process (keep in mind the level of detail you have chosen to map it) . Create a swim lane for each. Your process should flow from the top to the bottom, left to right. So if your administrative assistant or your client starts off the process, their lane should be placed at the top. The same, if your shipping department is the last to finish the process, their lane should be placed at the bottom.
Use your Shapes. The are 4 key shapes to use when mapping. The oval represents the start and the end of your process. The rectangle represents your process step. The diamond represents your decision point. The arrows represent direction and connection. The diamond is the fork in the process and therefore will always two arrows, a Yes and No.
Number your Steps. Although the arrows help with direction, sometimes with complicated processes, you lose track of the flow, especially if there are a lot of decision point. For this reason it is important to number your process steps.

So get out your whiteboards, sticky notes, and markers, and start to Draw It! Let us know what you find out!

Leave us a comment below!

Until next week,

Nicole