Lean Six Sigma Master Black BeltCebu · Working worldwide
Jodl Gayatin
I help growing teams in BPO, manufacturing, services and healthcare find the real cause of the chaos, then redesign the system so work runs calmly.
Free · 30–60 minutes · Online or in Cebu
Everyone’s busy. Nothing’s fixed.
The same errors come back every month in slightly different clothes. Meetings exist to fix other meetings. Your best people spend their mornings on rework and their afternoons explaining it.
Nobody is lazy. Everybody is tired. You’ve tried more effort, more checks, more people on the problem. The work still arrives late, wrong, or twice.
Your team isn’t short on effort. It’s short on a system that lets all that effort land.
The part nobody says out loud
I’ve done this work in manufacturing, in BPO, in academe and in international development programmes, and the pattern never changes. Systems rarely get designed. They grow. A workaround here, a checklist there, a spreadsheet only one person understands, until the workaround is the process.
So when something breaks, the room asks “Who made the mistake?” The better question is “What in the process allowed it?” One question looks for someone to blame. The other looks for something to fix.
Most problems come from systems nobody ever designed on purpose, not from a lack of effort or intelligence.
Five symptoms worth noticing
None of these is a crisis on its own. That’s exactly why they last.
If two or more of these sound familiar, the next step is a clear look at the system, not a team that tries harder.
And it starts with a proper diagnosis.
No pitch. Just the root cause.
Most consultants open with a proposal. I’d rather open with a question: what is actually going on?
The Diagnosis is a working session on one problem that keeps coming back. We trace it to where it really starts. Afterwards you get a short written summary of what I saw and what I’d do, whether we work together or not.
What we’ll cover:
One focused conversation about the real cause will save you more time than another quarter of fixing the symptoms.
Three steps, always in this order
The tools come from Lean Six Sigma: process mapping, root-cause analysis, and DMAIC when a problem deserves the full treatment. You won’t need to learn the vocabulary. You’ll notice the results: fewer surprises, shorter queues, and meetings that end with a decision.
01
Untangle the problem before anyone touches it. We map how the work really flows, not how the SOP says it flows, and agree on the few things that actually matter.
You get: one shared picture of the problem, and three real priorities instead of twelve urgent ones.
02
Build simple, human systems around those priorities. Fewer handoffs, fewer meetings, less rework. Every change is tested small, measured honestly, and kept only if it works.
You get: a process that holds up in a bad week, not just on a good day.
03
Teach your people to solve the next problem without me. Practical thinking tools, no fluff, built into the work they already do.
You get: a team that asks “what in the process allowed this?” before you have to.
The best improvement is the one your team can repeat on its own, long after I’ve packed my bag.
Diagnosis. Calm. Independence.
1
A training course is not a diagnosis. Before I recommend anything, I want to see how the work actually flows, where it breaks and why. Training happens when training is the answer, not because it’s the easiest thing to sell. Sometimes the fix is a two-day workshop. Sometimes it’s one redesigned form.
2
A team that runs on heroics is one sick day away from a crisis. I’d rather design a process that works on an ordinary Tuesday than applaud the people who keep rescuing a broken one. Calm and ambition go together once the system supports the work.
3
My job is to make myself unnecessary. No retainers that live on confusion, no binders only I can read. Every engagement ends with your people owning the method, the measures and the next improvement. If you call me again in a year, I’d like it to be about a new problem, not the old one.
No 200-slide decks. No belts for the sake of belts. Just the root cause, fixed, and a team that knows how to keep it fixed.
Who you’d be working with
I’m Jodl Gayatin. I work with leaders whose teams are working hard inside a system that’s working against them.
I trained as a chemical engineer and have spent 20+ years improving how work gets done. I’m based in Cebu and work with teams in person or remotely, wherever they are.
My approach
I use Lean Six Sigma the way a good doctor uses a lab: to confirm what’s wrong before anyone starts treatment. The statistics stay in my notebook. What you see is a clear picture, a few clear decisions, and a team that finally understands its own process.
Engineering taught me why systems fail. Years on the road taught me how to build ones that run without me.
Five questions. Answer honestly. Good root-cause work usually takes about five whys anyway.
1 / 5
If you said yes, even quietly, this work was built for you.
No automation. No assistants. Just me.
No sales team, no calendar maze, no form that disappears into a void. Here is exactly what happens after you reach out.
Tell me in a few lines what keeps breaking. Use the form or email. Don’t polish it. Rough notes are usually more honest.
Within 24 hours, from me, not an assistant. If it sounds like a fit, I’ll suggest times and send two or three questions to think about first.
30 to 60 minutes, online or in person in Cebu. We trace one problem to its root and sketch what would actually change it.
Within 48 hours you get a written summary: what I saw, what I’d do, and what you could do without me. No chasing. Take your time.
If we go ahead, I scope a project, training or facilitation around your real problem, with a clear finish line and your team owning the result.
You’ll always know what happens next, how long it takes, and who you’re talking to. That’s me.
In their words, not mine
“A clear way forward”
“We initially thought our team lacked a ‘sense of urgency.’ During our discovery call, Jodl asked insightful questions that helped us uncover the root cause. His practical recommendations gave us a clear way forward—and after implementing them, our client satisfaction improved dramatically.”
“Focus on what mattered most”
“Hosting an international summit involves balancing the diverse needs and priorities of multiple stakeholders. Jodl skillfully guided our strategy session, helping us distinguish essential requirements from nice-to-haves and focus on what mattered most.”
The best proof is what their teams no longer have to do.
Three essays to start with
I write about process, quality and calm work, with the occasional eclipse. Short essays, plain language, one idea each.
A quality department is easy to hire. A quality culture has to be designed. Three questions to ask first.
A well-documented process is not necessarily a good process. Why hospitals should improve before they standardise.
What happens when you run a full risk analysis on your first DJ set. Spoiler: Murphy.