4 Practices                                

• 4.1 Good practices
• 4.2 Solve problems
• 4.3 Future of the quality

4.1 Good pratices

Good practices, testimonials

Theoretical knowledge is a treasure to which practice is the key. Tom Fuller

Some examples of good practices and testimonials in liberated companies (or on the path to liberation):

• 3M:
  • freedom to work on a project of your choice for 15% of the time (launched in 1948, example of the Post-it invented in 1974 by Art Fry)
• AES:
  • everyone is encouraged to become a leader
  • decisions are made by those affected
  • process of soliciting opinions (the opposite of the suggestion box)
  • multidisciplinary and self-managed teams
  • recruitment is carried out by the teams or their representative
  • transparency of information for all
  • synergy of values at work and at home
  • the sharing of values is intellectual and emotional
  • equal salaries (no hourly rate) plus bonuses offered by colleagues based on performance:
    • individual
    • of the team
    • of the company
  • annual staff satisfaction surveys with:
    • interpretation of values
    • evaluation of colleagues and leaders
  • risk management, social and environmental responsibility are part of the corporate culture
  • pleasure at work:
    • satisfaction and intellectual challenges
    • solicit opinions
    • don’t take yourself too seriously
• AISECO:
  • employee commission based on customer feedback
  • salary of the manager voted by the employees
  • employees decide:
    • their increases based on results
    • who to hire and with what salary
• Alcoa:
  • risk of accident reduced by up to 0.1% thanks to activities:
    • see problems when they appear
    • resolve problems as soon as we see them
    • distribute acquired knowledge
  • continuous improvements for everyone in their area of responsibility are proposed and adopted
  • favorable environment for new ideas
  • be independent, respected and count on the spirit of mutual assistance in the team
  • diversity is encouraged at all levels
  • exceptional results are recognized and rewarded
• AMI:
  • participative management (flexibility, agility):
    • no workshop manager
    • no purchasing service
    • no HR manager
    • no quality service
  • autonomy, self-management. Workers:
    • buy the tools
    • manage:
      • work time
      • the needs for temporary workers
    • choose work outfits
    • share opinions and knowledge (multidisciplinary)
    • hunt down waste
  • visual management (smileys)
  • the customer is at the heart of the workshop
  • beneficial partnership with suppliers (circular economy)
• Bretagne Ateliers:
  • for the candidate (80% of employees have disabilities):
    • natural abilities are detected
    • training is provided
    • the ergonomics of the workstation, the tools and schedules are adapted
  • trust in employees results in autonomous “villages” (teams)
  • each village is independent, has great power and chooses its:
    • values
    • missions
    • objectives
  • high responsiveness thanks to the versatility of the villagers
  • any idea for improvement is voted on by the members of the village then implemented by the supervisors
  • the implementation of each accepted proposal is the responsibility of its author
• Buurtzorg:
  • the team of 10 to 12 nurses is completely self-managed:
    • which patients to serve
    • work with which doctors, pharmacies, hospitals
    • rent and decorate your premises
    • task planning (flexibility)
    • vacations
    • the training to follow
    • hiring
    • daily mutual assistance
  • process of soliciting opinions (decision without consensus and without veto)
  • no leaders
  • no staff management
• Chronoflex:
  • few privileges:
    • no CEO office
    • no boss parking
  • transparent financial information
  • self-control
  • culture of error
  • decision-making process based on volunteerism and collective intelligence
  • the teams decide on:
    • investments
    • purchases
    • hiring
    • bonuses on:
  • individual profitability
  • team performance
  • overall profitability of the company
  • everyone knows their contribution and decides on their variable remuneration
• Davidson:
  • everything for the respect and well-being of the individual:
    • shared accommodation for young graduates
    • regular festive events
    • tablet for ideas in the cafeteria
    • nursery and concierge
  • promotes:
    • co-optation
    • internal promotions
  • a person responsible for atmosphere (it is no coincidence to be number one of the companies where it is good to work in France for 2015!)
• FAVI:
  • trust in staff is total
  • permanent search for customer love
  • the freedom to self-organize is limited only by two conditions:
    • limit values:
      • the man is good
      • customer love
    • interdependence in the team (less fatigue)
  • happiness at work:
    • abolition of all control (but self-control)
    • no time clocks
    • no barriers (“the devil is in the barriers”)
    • autonomous mini factories per customer
    • freedom to do how (“it’s the one who does who knows”)
    • rotation of repetitive tasks
  • each mini factory manages its:
    • orders
    • costs
    • deadlines
    • sales
    • production
    • resources
    • training (10% of payroll)
    • production improvements
  • transparent information for all
  • jury of workers to reward the best action to increase performance (a car)
  • equitable sharing of results (same bonus for all)
  • no department:
    • staff
    • planning
    • launch
    • scheduling
    • methods
    • CAM
    • purchase
  • no:
    • team leader
    • workshop manager
    • department head
    • manufacturing manager
    • technical director
    • no time clock (nor bells)
    • no boss parking
    • unions
• Gamevy:
  • all owners
  • no investors or shareholders – our only goal is to please the customer and ourselves
  • no leaders
  • total freedom and transparency
• Google:
  • 20% of time is dedicated to personal projects (famous examples: Gmail, Google Earth, Google News, Labs.)
  • 10% of time is allocated to social projects
  • freedom in work:
    • flexible hours
    • minimal hierarchy, decentralized
    • everyone can propose:
      • an original idea
      • a solution to a problem
    • small self-managed teams
    • participatory innovation
    • spirit:
      • try and learn
      • I think I can
      • if you see an opportunity, go for it
      • throw early, throw often and throw fast
      • founders’ trophy for any successful idea
  • real internal transparency:
    • “miscellaneous” list
    • current projects
    • achievements of the week
    • internal news and questions/answers of the week
  • any new project has an internal site (lots of feedback)
  • collective intelligence for decisions
  • exceptional working environment:
    • optimal supplies specially developed where the pleasant is added to the useful
    • rooms:
      • fitness
      • massage
      • hairdressing
  • spaces of:
    • entertainment
    • rest
    • sports
    • frequent parties
  • numerous benefits for well-being:
    • free food
    • financial assistance for young parents
    • reimbursement for external training
    • legal aid
    • on-site medical services
• Gore:
  • “start-up” spirit preserved (since 1958)
  • units of less than 150 people to facilitate sharing:
    • skills
    • cooperation (sponsorship)
    • behaviors
  • small teams where everyone knows everyone (responsiveness)
  • any idea for a new product or improvement is directly proposed to those around them for discussion and support
  • no bosses but natural project leaders, elected by the team (we want to follow them)
  • self-discipline by all
  • everyone contributes where they feel it is worth it
  • freedom to request justification for any decision
  • very little hierarchy
  • no positions but commitments (power sharing)
  • focused on creating value through trust in:
    • the staff
    • customers
    • suppliers
  • half-day per week to “tinker”
  • all employees (associates) are shareholders
  • remuneration by team evaluation
  • various freedoms such as naming the title of one’s position (example of the hostess preferring the title “general of the armies”)
• Groupe GT:
  • very few hierarchical levels
  • employee participation in the company (70% are shareholders)
  • strong staff accountability
  • merit pay
  • Lean approach
  • significant investment in training (own training institute and management school)
• Groupe Hervé:
  • intra-entrepreneurship (autonomy of means and objectives):
    • consensus
    • cooperation
    • collective decision
  • groups of 15 to 20 people:
    • conductor (catalyst, facilitator)
    • a priori trust
    • encourage diversity
    • pedagogy through error
    • participative management
    • accountability of each person (empowerment)
  • collective intelligence
  • monthly meetings to share experiences of happiness
  • conflict management by peers and when necessary with external help
  • transparent information (even on salaries)
• HCLT:
  • everyone rates their leader, 360° evaluation (anonymous questionnaire)
  • everyone can ask the CEO a question
  • caring internal forum dedicated to:
    • opinions on any subject
    • values linked to the passion of other members (at work and outside)
  • the leader helps others do what they are best at because they are passionate and responsible
• Imatech:
  • trust – be worthy
  • be a creator of value. Freedom to:
    • dare
    • make a mistake (right to make a mistake)
    • innovate
    • create your research team
    • dialogue
    • telework
  • two limit values:
    • absolute respect for the customer
    • absolute respect for colleagues
  • transparent information
  • no function but missions
  • each team defines its challenges
  • facilitator managers (support, arbitration)
• Kiabi:
  • in the top 10 companies where it is good to work in France
  • shared vision of the company by all staff
  • participative management
  • 72% of employees are shareholders
  • accountability of everyone
  • encouragement of boldness (new ideas and individual initiatives are welcome):
    • sites dedicated to:
      • product categories
      • overweight children
    • implementation supported by a project manager
  • release of positive energies
  • change of profession favored
  • massive training:
    • 5% of payroll
    • internal training schools
  • recruitment focused on personality, less on diplomas
  • celebration of individual and collective successes
  • participation in solidarity projects (Kiabi foundation)
• Leroy Merlin:
  • vision developed by all staff
  • all employees are shareholders (profits equitably distributed)
  • sharing of strong values:
    • autonomy
    • commitment
    • simplicity
    • generosity
    • respect for others
  • participatory management where everyone can:
    • get involved
    • dare
    • attempt
    • be proud of your contribution
    • reap the benefits
  • passion and pleasure at work
• Lippi:
  • free spirit “living together”
  • shared ideal
  • a priori trust
  • autonomy of employees (adults and managers)
  • multiple training courses open to all
  • more initiative, less control
  • everyone is responsible (considers themselves an entrepreneur)
  • culture of:
    • decision
    • test
    • mistake
  • 360° evaluation
  • focus on what is good every day
• Morning Star:
  • no managers
  • no purchasing department
  • no staff department
  • everyone is responsible (self-organization)
  • team self-assessment
  • objectives are negotiated between team members (to end up in transparent “commitment contracts”)
  • communication and coordination of activities with colleagues, customers, suppliers
  • everyone finds joy and excitement using their unique talents
• Netflix:
  • freedom to take unscheduled vacations (with the agreement of the team)
  • flexible hours
  • types of behaviors encouraged:
    • relevant judgment to make the right decisions
    • coherent communication with respectful listening
    • impact on results
    • curiosity
    • innovation
    • courage
    • passion
    • honesty
    • altruism
• NixonMcInnes:
  • we are not afraid to make difficult decisions (but while respecting our values)
  • true democracy
  • collective decision-making
  • measuring happiness on a daily basis as one of our basic indicators
  • celebration of failures because they are opportunities to learn
  • no accounting secrecy
  • salary increases reviewed by a grassroots elected group
• POULT:
  • autonomous, voluntary and responsible teams:
    • decisions on:
      • salaries
      • investments
    • initiative released for new projects
    • learning in action:
      • freedom to experiment
      • right to make mistakes
  • teams by product family:
    • choice:
      • goals
      • schedules
    • self-quality
  • transparent information
  • few hierarchical levels:
    • former managers become coaches, facilitators
    • the director became site facilitator
  • internal project incubator
  • network organization
  • team bonus (no individual bonuses)
  • rotating leadership
  • no management committee
  • training to work in a team
  • helps start-ups
  • opening to the outside:
    • projects with young innovative companies
    • sharing experience and good practices with partners
    • partnerships with universities, higher education schools and laboratories
• Premier (before Meddius):
  • ROWE (Results-Only Work Environment) in which only results count:
    • each employee becomes a partner
    • timetables do not exist
    • complete freedom to do the work:
      • how
      • when
      • where
• Probionov:
  • war on stupidity
  • no management committee
  • no budget (but financial projections)
  • no post content
  • no managers (but facilitators)
  • hunt for signs of injustice (office supplies under lock and key)
  • self-control
  • autonomy
  • total financial transparency
• Procter & Gamble (P&G):
  • sharing all information (good and bad)
  • everyone has multiple skills
  • responsibilities assumed at the lowest level
  • same uniform for all
  • no boss parking
  • freedom is limited only by provisions related to security
  • the team:
    • plans production
    • hires newcomers
    • evaluates:
      • team members
      • the leaders
    • decides the:
      • amount of increases
      • training program
  • half-hour meeting between the members of the outgoing team and the following team
• Richards Group:
  • free, direct communication
  • very little hierarchy
  • barrier-free workspace
  • fruitful collaboration
  • change job (profession) without danger
  • no departments
  • no staff department
  • no managers
  • no titles
• SEMCO:
  • teams of 6 to 10 people built voluntarily by product, by machine and by market (total independence)
  • determination of objectives by the team
  • units of less than 150 people so that everyone can participate in decision-making
  • freedom of hours (when, how much) provided that this does not disturb other members of the team
  • no barriers so everyone can live their passion at work
  • maximum reports in one page format (A 4)
  • minimal hierarchy (three levels)
  • six month plan
  • rating of managers every six months by employees
  • no limits on spending but pressure from team members
  • rotation of staff (including managers) on a voluntary basis
  • training without moderation
  • all employees are trained in accounting basics (understand for whom and why)
  • reduction of unnecessary rules (permanent questioning)
  • employees participate in the hiring of their future colleagues (with a helping hand to internal applicants)
  • the level of remuneration is:
    • proposed and validated by the team
    • linked to the commitment to achieving objectives
    • self-regulated by results and the fact that we must be accountable to the entire company
  • the remuneration levels of employees and managers are displayed internally
  • freedom to write whatever role they want on business cards
• Service Public Fédéral de la Sécurité Sociale (Belgium):
  • culture of a priori trust
  • no assigned office but a set of shared spaces
  • flexible hours
  • 90% of staff can telework
  • leader with functions:
    • communicate the vision and values
    • monitor results (quality, quantity, behavior)
    • make life easier for the team (fair and pleasant working environment)
  • the teams set their objectives which are:
    • quality
    • quantity
    • attitude
  • individual commitment in front of other team members
  • Director of Happiness (instead of HR Director)
  • simplify everything that can be simplified
• SEW-Usocome:
  • all driving forces of our growth to continue to grow together in France
  • “Perfambience” (I am responsible for the good atmosphere!):
    • improved working conditions (ergonomics, gym)
    • training to increase operator autonomy
    • respect for others
    • reflection, simplification and action groups (workshops) for less hierarchy and more agile decisions
    • no barriers
    • everything to release energies and knowledge
    • mini factories
    • energy savings
• Sogilis:
  • autonomous and self-managed work cells
  • freedom to choose the project you want to work on
  • no timetable
  • the cells meet each candidate
• SOL:
  • family atmosphere, liberated
  • permanent search for customer love
  • employees have chosen the configuration of their head office:
    • open-plan space
    • the offices are nomadic (you are free to choose)
  • vote for the color of the uniforms (yellow for sunshine and happiness)
  • clean during the day to communicate with customers
  • train yourself to be able to sell consumables
  • autonomous teams per client
  • monthly customer satisfaction measurement via five emoticons then work to improve each non-excellent point
  • self-confidence is promoted by many means
  • bold spirit QSE (quality, safety, environment)
  • freedom of schedules
  • autonomy - each team sets its targets:
    • sales
    • degree of customer satisfaction
    • benefits
    • amount for training
    • self-assessment score
  • flexibility – the team leader manages his workforce
  • no control but responsibility of each
  • transparent information for all (Intranet)
• Southwest Airlines:
  • sharing of:
    • objectives
    • knowledge
    • know-how (flexibility)
  • mutual respect, caring attitude, relational skills
  • corporate culture based on the quality of relationships between leaders, employees and business partners
  • awareness of being part of a big family
  • leadership (credibility, trust)
  • exceptional coordination within and between teams
  • measurement and evaluation of performance between teams
  • intensive communication
  • any problem is considered as an opportunity for improvement
• Sun Hydraulics:
  • no organization chart
  • no titles or job descriptions
  • no offices or barriers
  • no project planning formalities
  • no performance criteria
  • various freedoms (everyone is responsible):
    • decisions
    • purchases
  • trust in collective intelligence
  • long and thorough recruitment of the right person
• SYD Conseil:
  • material conditions of well-being:
    • spacious and pleasant spaces
    • ergonomic furniture
  • strong social, environmental and societal commitment
  • report of astonishment
  • flexible hours
  • humanist management:
    • trust
    • autonomy
    • self-determination
  • transparent communication of results
• Techné:
  • principles of participative management:
    • trust
    • respect
    • permanent and transparent information (accounting data is available live on the Intranet)
  • the walls belong to the employees
  • freedom of expression
  • shared responsibility
  • self-managed teams
  • no time clock
  • profit sharing
  • all consumption (energy, water, etc.) and non-quality costs are displayed to encourage greater savings and self-control
• Teractem:
  • justice and a priori confidence:
    • deletion of statuses
    • no organization chart
    • no function sheets
    • no controls without added value
  • personal development at your own pace
  • autonomy (experiment and even make mistakes)
  • be serious without taking yourself too seriously
  • team bonuses
  • no leaders but coaches (facilitators)
  • values:
    • professionalism
    • listening
    • rigor
    • team spirit
    • innovation and
    • commitment
• Toyota:
  • management fully trusts the wisdom of all employees
  • the long term is a priority in all activities
  • all staff participate in the hunt for waste every day
  • “do more with less” is a state of mind for everyone
  • four essential capabilities:
    • reveal the best knowledge of the system and identify problems through direct observation
    • solve problems by those involved to acquire new knowledge:
      • find the root causes
      • implement actions
    • spread the solution found and the new knowledge learned
    • continually improve the first three capabilities (search for the ideal situation)
  • flexibility, agility, versatility of staff
  • any activity includes a test to report a problem
  • tasks are standardized (best known method)
  • small teams with a facilitative leader who, among other things, explains the why and suggests the how
  • pull production
  • staff are trained, responsible and learn every day:
    • daily tasks
    • problem solving
    • process improvement
  • use of the toolbox without moderation
• Treehouse:
  • four day week
  • no managers (after a vote of 90% of staff)
  • freedom and responsibility to choose the subject of one's work (but one leaves a project after the team's agreement)
  • freedom to choose your working time
  • natural leadership (a project team is formed on a voluntary basis and the leader is naturally followed by the other members)
  • project information is transparent
  • everyone can propose an idea for a new project
• Vagas:
  • everyone assumes their responsibilities when making decisions
  • obligatory consensus for decision-making
  • spirit of shared values around a common project
  • the teams analyze the evolution of key performance indicators every two weeks and look for opportunities for improvement
  • focus on process (results will follow)
  • empty chairs in meetings (for any employee wishing to participate in the project)
  • no hierarchy (horizontal company)
  • transparent information for all
  • no managers but natural leaders
  • new candidates are validated by consensus by the people who participated in the recruitment activities
  • everyone is evaluated annually by their team members
  • freedom and autonomy of employees
  • balance between professional success and personal achievement
• Valve:
  • no managers
  • flat organization
  • no job descriptions
  • the offices are on wheels to choose each day in which team to contribute (“we vote with our feet”)
  • 100% of your time is devoted to your self-managed projects
  • freedom to create without fear of failure (each mistake is an opportunity to learn)
  • deciding what to work on can be the hardest part of your job
  • natural leaders to serve the project team
  • no fixed hours
  • annual anonymous evaluation by other members (to know where to improve)
  • rank assignment by other team members (to be paid correctly in relation to the value contributed)
• Whole Foods Market:
  • unreserved confidence in:
    • the teams
    • management
  • transparent information on:
    • salaries (with a ratio of 19:1 maximum)
    • daily financial accounts
  • freedom and responsibility of the teams, they are the ones who decide on:
    • promotions
    • hiring new members
    • selling price of products
    • orders
    • the arrangement of shelves
  • rewards are team based
  • the teams try to do the right things at the same time to:
    • satisfy customers and
    • increase profits
  • competition between teams
  • no unions
  • teams report results regularly
  • every meeting ends with voluntary kind appreciation
• Zappos:
  • at the end of the employment training if you decide not to stay (not to adhere to the vision, the values) you will be paid 3000 dollars
  • freedom to do, to take risks and to make mistakes (without going as far as insolence)
  • teams are self-organized
  • the role of each person is called into question according to the evolving needs of the company
  • every morning when you log on to your computer, a photo of a colleague appears and you have to choose between three names. By responding (regardless of the right or wrong choice) the employee's presentation sheet appears
  • all employees have a Twitter account
  • encouraged skills training (the more competent you are, the more you are paid)
  • encouraged employee eccentricity (expressing your true personality is a condition for more innovative solutions)

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4.2 Solve problems

Problems, improvement, conditions, solutions

Where there is a problem, there is potential for improvement. Masaaki Imai

The problems can be classified into:

• external:
  • product returns
  • complaints
  • grievances
  • customer questions
  • hazards, risks
• internal:
  • defaults
  • nonconformities
  • failures
  • anomalies
  • incidents
  • accidents
  • malfunctions
  • scraps
  • hazards, risks

A problem can be compared to an illness. To heal you have to go through five stages:

• establish the diagnosis (identify the symptoms)
• find the causes
• choose treatment
• apply the treatment
• observe the treatment

For a problem that appears in production or during a service, we can transpose these steps into:

• describe the situation (identify and define the effects)
• look for root causes
• choose the solution (without forgetting to assess the associated risks)
• implement the action plan
• follow actions

Do not confuse root cause and source of the problem (the place where the problem manifests itself).

Some classic problem-solving tools with common points and specific points are PDCA, A 3, DMAIC and 8 D (see § 8.3 and § 8.4).

Analyzing the necessary information helps us understanding the meaning (the why) of each decision.

Working as a team and using the weighted voting method without moderation is a guarantee of making the right decisions and obtaining good results.

An example of decision-making using the weighted voting method can be found in annex 03.

Some conditions conducive to solving problems:

• have the necessary skills
• break down hierarchical barriers
• communicate freely
• leave aside the “a priori” and prejudices
• adopt the principles and language of the systems approach
• open the spirit of innovation
• don't be afraid to make mistakes
• know that results will be rewarded

The WWWWHHW, brainstorming (see § 8.4) and the Ishikawa diagram (see § 8.2), will help us identify and visualize the root causes of the problem.

The tool most often used to classify causes by priority is the Pareto chart (see § 8.2).

Choosing an appropriate solution can be done using a tool like the decision matrix (see § 8.3) to definitively eradicate the problem.

An activity in which the leader excels is teaching the tools, methods, best practices and tips to find the root causes of each problem that arises. Even if sometimes the solution is not obvious and requires a lot of effort, time and will.

Each failure has a root cause. Connie Borror

Failing to apply familiar solutions to problems is well illustrated by the joke of the drunk looking for his keys under a lamp post. When a passerby asks him what he is looking for the answer is. “My keys to get into my house”. The passerby asks. “But where did you lose them?” to which the man replies. “In front of my house”. “But why look here?” “Because I can see well here!”

Some basic truths about problems:

• a reported problem is better than a hidden problem:
  • don't be afraid to reveal a problem
  • do it in the simplest way possible
• a young problem is better than an old problem:
  • resolve problems quickly
  • monitor the actions implemented
• a single problem is better than a recurring problem:
  • choose the best lasting solution

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4.3 Future of the quality

Quality department, of and by quality, manager and leader

Quality is when the customer likes the product and the employee likes making the product

Thinking that doing quality means obtaining a certificate is a practice of the past. Sometimes it is necessary but it is by no means sufficient. This can be a good start, but it cannot be an end in itself.

Soon risk management will be widespread. Little by little, efficiency, performance and excellence will be essential. Compliance obligations will be replaced by the evaluation of the means put in place and the measurement of the results obtained. From constraint the notion of quality must become an axis of progress. Moving towards integrated QSEquality, safety, environment management (quality, safety, environment) facilitates the response to various regulatory requirementsexplicit or implicit need or expectation (see also ISO 9000, 3.1.2) and makes it possible to optimize (simplify) the management system.

Operational excellence (the EFQM approach) has become popular as a way to self-evaluate and compare yourself to the best, you should not deprive yourself of it, it can only be beneficial.

The sustainable development concept helps us to have a global approach to the business environment. We can look to the future with confidence by meeting the expectations of all stakeholders. To do this, we must review our copy (vision, mission, values, strategy, policy, etc.) and find new compromises on new bases.

The future of the quality department is summed up in its purpose: to permanently reduce the gap between the quality achieved and the quality expected by the customeranyone who receives a product (see also ISO 9000, 3.3.5) or in other words to do better, cheaper and faster than competitors thanks to management by quality.

From quality department we move towards a network:

• support
• orientation
• coordination
• backing
• help
• mutual aid
• animation
• sharing

Just as internal audits are carried out by members of all departments, problem solving, handling of customer feedback and nonconformities must be done by the teams who are at the origin of the root causes.

Some differences between quality management and management by quality are shown in table 4-1 (see also table 3-1).

Table 4-1. Management of and by quality

We can find differences between manager and leader. The manager is rather classified in the traditional company, the leader is rather classified in the liberated company.

Figure 4-1 shows the boss (manager) compared to the leader (from the page):

Figure 4-1. The boss and the leader

Table 4.2 shows some differences between the manager and the leader.

Table 4-2. Manager and leader

  Minute of relaxation. Cf. joke “Every Wednesday?”.

The rest of the T 50 Happyness in the liberated company training is accessible on this page.

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