Podcasts about Andon

Read the blog postTL;DR: Toyota's real competitive advantage is not its tools -- it is mutual trust and mutual respect. Leaders are responsible for cultivating both. When trust is present, employees speak up, problems surface early, and continuous improvement accelerates. Without it, Lean becomes mechanical and unsustainable.When executives discuss Toyota, the conversation often centers on tools.Kanban. Andon. Standardized work. A3 thinking.Those matter. But Toyota's sustained performance does not come from tools alone. It comes from the leadership philosophy that makes those tools work.At the center of that philosophy is mutual trust and mutual respect.Not as cultural decoration.As operational necessity.Toyota is explicit: improvement depends on people surfacing problems quickly. That only happens when trust flows in both directions.Toyota's own guiding principles website says they:"Foster a corporate culture that enhances both individual creativity and the value of teamwork, while honoring mutual trust and respect between labor and management."Leaders must trust employees to act responsibly.Employees must trust leaders to respond constructively.Without that reciprocity, performance deteriorates.

In this episode, I'm sharing my dear friend and grounding ninja, Stacey Andon, with you to talk about what being grounded *really* looks like in life and business. We talk through the difference between reacting and responding, why so many of us think chaos is “normal,” and how small, simple grounding practices can change the way you move through your day, your work, and your relationships - and make ALL of it simpler.My fave 3 take-aways:Effective grounding is layered - we need intellectual, emotional, and physical grounding working together.Feeling behind, fixing everything, and chasing validation are signs of being ungrounded (and they're more optional than they seem).Tiny check-ins—like pausing to breathe and asking, “Am I reacting or responding?”—can start shifting you out of chaos and into grounded, intentional work.Ready to hear ALL of this good AND more? Listen to this week's episode! Join the Uncomplicating Business Lab Community: Torpeycoachingtorpeycoaching.com/thelab Book a free 1:1 conversation about coaching: Torpeycoachingtorpeycoaching.com/book-online Check out Selling for Weirdos here: ThinkificSelling for Weirdos with Sara TorpeyFacebookLog in or sign up to view 

In the latest edtion of our Chicago Scene series, we speak with veteran guitarist, singer/songwriter, Andon Davis.  We discuss his musical journey and the great bands he has been part of, including The Riptones and The Real Pretenders, and we dive into his new solo album and his upcoming record release party. 

Antoine Bordas, entrepreneur, expert en Lean Management et Lean Tech.Quand on pense au Lean, on imagine souvent une version froide et brutale de l'optimisation : des process qui écrasent, des KPI, des chaînes de production huilées jusqu'à l'inhumain. Moi aussi, je pensais ça. Franchement, l'idée même de Lean m'évoquait l'inverse du care. Et c'est précisément là que commence cette conversation.Parce qu'Antoine est venu me dire : tu fais fausse route. Et il m'a expliqué, avec patience, avec passion, avec précision, que le Lean, le vrai, c'est tout sauf ça.C'est une stratégie radicale de respect. C'est une obsession du réel. C'est une école de pensée pour réapprendre à apprendre, ensemble. Et surtout : c'est un projet profondément humaniste, pensé pour durer.Dans cet épisode, nous parlons d'histoire — celle de Toyota, du Japon d'après-guerre, de Taichi Ono. Nous parlons de présent — d'IA, d'hôpital, de startups, de lignes de code et de collaborateurs désengagés. Et nous parlons d'avenir — de ce que pourrait être une entreprise robuste, résiliente, joyeuse même, si elle réapprenait à voir les problèmes non pas comme un échec, mais comme une opportunité collective d'évoluer.J'ai questionné Antoine sur tout : le mythe de la productivité, la réalité du travail dans les usines Lean, la différence entre performance et flicage, la place des émotions, le rôle du manager, le fantasme de l'IA qui remplace l'humain, et même la possibilité d'un football Lean (oui, on parle aussi de foot).On a parlé d'outils, bien sûr. De dojos, de Gemba, de management visuel, de Handon. Mais surtout, on a parlé de culture. De regard. D'intention. Parce qu'au fond, ce que défend Antoine, c'est une autre manière de voir les organisations. Non pas comme des machines à produire, mais comme des systèmes vivants, où chaque personne a le droit — et le devoir — d'apprendre, de grandir, et de contribuer à quelque chose de plus grand qu'elle.Un épisode qui m'a profondément nourri. Et qui, je l'espère, viendra bousculer quelques certitudes.Citations marquantes« Le Lean, c'est apprendre ensemble à résoudre des problèmes réels. »« Si tu n'as pas de problème, c'est que tu n'as plus rien à apprendre. »« On développe des personnes avant de développer des produits. »« L'IA ne remplacera jamais quelqu'un qui sait apprendre à apprendre. »« Une vraie boîte Lean, c'est une entreprise faite pour durer 100 ans. »Idées centrales discutées (Big Ideas)Le Lean, une stratégie humaniste mal comprise (≈01:22)Souvent perçu comme productiviste, le Lean repose au contraire sur le respect, la formation et l'amélioration continue.→ Important pour repenser la manière dont on envisage la performance.Résolution de problèmes : la compétence clé (≈17:41)Le cœur du Lean, c'est la capacité à voir les problèmes et à les résoudre ensemble, chaque jour.→ Utile pour recréer une culture de responsabilité partagée.Moins de pression, plus d'autonomie (≈18:21)Avec les bons outils (comme le système Andon), les employés ne subissent pas la pression : ils sont soutenus.→ Remet en cause le mythe du Lean oppressif.L'apprentissage au centre du travail (≈08:08)Chaque personne doit savoir ce qu'elle est en train d'apprendre. Sinon, elle est mal positionnée.→ Clé pour réengager les collaborateurs et construire la robustesse.L'IA peut détruire… ou renforcer l'humain (≈34:35)Antoine alerte sur l'IA qui dépossède les humains de leur pensée. Le Lean peut devenir un rempart.→ Nécessaire pour une intégration éthique et durable de l'IA.Questions posées dans l'interviewPourquoi le Lean fait-il si peur en France ?Quelle est la différence entre Lean Management et Lean Startup ?En quoi le Lean peut-il être une stratégie de care ?Comment le Lean transforme-t-il les relations au travail ?Quelle est la place réelle de la productivité dans le Lean ?Comment Toyota forme-t-elle ses collaborateurs différemment ?Peut-on faire du Lean dans un hôpital ou une startup ?L'IA peut-elle s'intégrer dans une culture Lean ?Quelles sont les erreurs les plus fréquentes quand on applique mal le Lean ?Par où commencer pour transformer une entreprise avec le Lean ?Références citées dans l'épisodeEntreprises & exemples :Toyota – modèle historique du Lean (≈01:58)Conto – analyse client hebdomadaire (≈08:48)Hôpital Sainte-Anne – Lean en milieu hospitalier (≈20:34)Aramis Auto – exemple industriel français (≈23:12)Veolia Eau France – transformation Lean à grande échelle (≈45:41)Kipik, Théus, FC Versailles – autres cas évoquésPersonnalités :Taichi Ono – inventeur du Toyota Production System (≈02:12)Michael Ballé & Freddy Ballé – sensei français du Lean (≈25:15)Aymeric Augustin – CTO chez Conto (≈30:19)Alexandre Mulliez – FC Versailles, vision Lean du football (≈35:17)Ouvrages / Concepts :L'Hôpital apprenant, Aline Sattler (≈21:35)Kaizen – amélioration continue (≈14:57)Sensei – coach Lean (≈25:00)Gemba – présence terrain des dirigeants (≈30:19)System Andon – alerte collaborative sur problème (≈18:21)Timestamps clés 00:00 Introduction et malentendus sur le Lean03:00 Origine du Lean chez Toyota après la guerre06:00 Pourquoi le Lean est tout sauf bureaucratique08:00 Comment une entreprise Lean se construit10:30 L'apprentissage comme moteur de performance14:30 Exemple Toyota : former, déplacer, innover17:00 Le vrai rapport à la pression dans le Lean20:30 Le cas de l'hôpital Sainte-Anne23:00 Ce qui change concrètement dans une usine Lean25:00 Les figures du Lean en France30:00 Être dirigeant dans une culture Lean34:00 L'impact de l'IA vu par le prisme Lean37:00 Pourquoi les compétences humaines restent clés41:00 Apprendre à résoudre des problèmes45:00 Comment lancer une stratégie Lean dans une boîte48:30 Le temps long comme condition de succès51:00 Le lien entre Lean et réindustrialisation53:00 Les pièges d'un Lean mal appliqué55:00 La culture du feedback et de l'humilitéHébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Eric Bowman (CTO @ King.com, previously CTO at TomTom and VP Engineering at Zalando) returns to the alphalist podcast to unpack what “agentic engineering” really means in practice—and how to introduce it to teams without turning it into a mandate. We talk about the uncomfortable trade-offs behind “YOLO mode” tooling, why adoption should feel voluntary even when you set explicit goals (like “five AI-assisted commits” as a company-level key result), and why the real opportunity isn't just faster coding—it's building a learning system that relentlessly reduces time-to-learning and time-to-value. The conversation spans practical rollout patterns, DORA/value-stream thinking, Toyota's Andon-cord mindset applied to software, multi-agent decision support with MCP, and why the CTO role may keep converging with product as AI pushes organizations to optimize for iteration speed over output volume.

What if the smartest thing your team could do was stop? In this special episode of the Elevate Construction Podcast , Jason Schroeder and Kevin unpack one of the most misunderstood yet powerful principles of Lean: Jidoka “automation with a human touch.” Fresh from their reflections in Japan, they trace this concept all the way back to Sakichi Toyota's original loom where a single broken thread would automatically stop the machine to prevent defects. That simple idea became one of the two foundational pillars of the Toyota Production System, right alongside Just in Time. But this episode isn't just history, it's transformation. Jason and Kevin reveal how Jidoka's Stop. Call. Wait. mindset can revolutionize construction culture. Instead of “go, go, go,” imagine a jobsite where anyone at any level can stop work the moment they see variation or risk. No fear. No blame. Just precision, safety, and respect for people. In this episode, you'll discover: How Toyota designed “intelligent stopping” into its systems over a century ago. Why Stop. Call. Wait. creates psychological safety and eliminates rework. The shocking truth: Toyota averages 2,000 Andon pulls per day and celebrates every one. How construction can apply the same principle without slowing down production. Why leadership's reaction to an Andon call defines your culture more than any mission statement. Jason and Kevin break down real examples from Toyota's factory floors, powerful analogies from the field, and practical steps to bring Jidoka to your own teams, so quality isn't inspected in at the end, it's protected from the start. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode.  And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two

Today Lukas Petersson and Axel Backlund of Andon Labs join The Cognitive Revolution to discuss their experiments deploying autonomous AI agents to run real-world vending machines, exploring the safety challenges and unexpected behaviors that emerge when frontier models like Claude and Grok operate without human oversight. Read transcript of the episode here. Check out our sponsors: Oracle Cloud Infrastructure, Shopify. Shownotes below brought to you by Notion AI Meeting Notes - try one month for free at ⁠https://⁠⁠notion.com/lp/nathan Autonomous Organization Philosophy: Andon Labs believes that AI models will improve to the point where human oversight becomes impractical due to efficiency constraints, leading them to pursue fully autonomous systems rather than gradual automation. Vending Bench as a Testing Ground: They created "Vending Bench" as a benchmark for testing long-term coherence of autonomous agents, using vending machines as a practical business case for experimentation. Domain-Specific vs General AI: There's a notable difference between optimizing AI for narrow domains (like vending machines) versus general-purpose AI, with domain-specific applications potentially being more manageable regarding reward hacking. Frontier Model Race: Major companies like OpenAI and Google are advancing rapidly in general reasoning capabilities (e.g., IMO Gold achievements) independent of narrow application research. Insurance and Liability: The insurance industry may play a significant role in AI adoption, with premiums potentially being much higher for general models that could be misused versus narrow-domain models with limited capabilities. For-profit AI Safety: The case for for-profit companies in AI safety has been historically neglected but is becoming clearer, with accelerators like Seldon Labs supporting this approach. Sponsors: Oracle Cloud Infrastructure: Oracle Cloud Infrastructure (OCI) is the next-generation cloud that delivers better performance, faster speeds, and significantly lower costs, including up to 50% less for compute, 70% for storage, and 80% for networking. Run any workload, from infrastructure to AI, in a high-availability environment and try OCI for free with zero commitment at https://oracle.com/cognitive Shopify: Shopify powers millions of businesses worldwide, handling 10% of U.S. e-commerce. With hundreds of templates, AI tools for product descriptions, and seamless marketing campaign creation, it's like having a design studio and marketing team in one. Start your $1/month trial today at https://shopify.com/cognitive PRODUCED BY: https://aipodcast.ing CHAPTERS: (00:00) About the Episode (04:49) Company Vision Overview (12:24) Vending Benchmark Design (Part 1) (20:12) Sponsor: Oracle Cloud Infrastructure (21:21) Vending Benchmark Design (Part 2) (24:41) Model Performance Results (Part 1) (35:03) Sponsor: Shopify (37:00) Model Performance Results (Part 2) (43:06) Real World Deployment (59:41) Wild Stories Incidents (01:19:59) Business Safety Strategy (01:38:20) Future Directions Discussion (01:47:09) Outro

It's a bold claim, but one worth exploring.Join PMI Consultant Niall Coney as he challenges one of the most persistent misconceptions in improvement: that Lean is about efficiency.Through real-world examples and a return to the purpose behind Lean tools, Niall reframes Lean as a way to see abnormality at a glance.  Not as a shortcut to efficiency, but as a foundation for problem solving.From 5S to standardised work, Andon to process confirmation, he explores how these tools expose problems rather than fix them, creating the conditions for better thinking, better habits, and better results.If Lean feels like it's missing the mark in your organisation, this conversation might just change the way you see it.More resources:Taking Out Waste May Not Make You Lean Lean tools enable change Applying Lean in Service PERFORMANCE IMPROVEMENT IN AN AI-DRIVEN WORLD.Save the Date. 17th March 2026.The only improvement conference for practitioners, by practitioners.>>> Join Priority Booking List Explore Distance Learning >>

We are BACK! This is No Gods, No Master Volumes. On this episode we interview Andon of Lantern Manufacturing. We talk pedal design, using old components and his future endeavours in pedals, education and brand new technology. Hosted on Acast. See acast.com/privacy for more information.

Don't forget to share the good vibes by smashing that like button! Tracklist (Time – Title – Artist – Label): 00:00:00 – Andon 2 – Troy – Dynamic Reflection 00:06:11 – Crash – BLNDR – Granulart Recordings 00:09:22 – Helical Structure – Kessell – Granulart Recordings 00:13:53 – Claim – Kxel – Naked Lunch 00:20:30 – Phobia – Floorplan – M-Plant (USA) 00:26:10 – El Recorrido – Acid Mondays – Deep Vibes 00:33:53 – La Plainte d'Aurore – Tour-Maubourg –...Lire la suite Lire la suite

Fellow life coach, Stacey Andon, and I talk about my book, the magic that is the human brain, and how to work with it instead of feeling like we're constantly fighting against it.Find her here.My bookMy siteFacebookIG

In this episode Devin and Uriel talk about some of the improvements they made over the past week and the thinking behind each. Some of the improvements include: - Tons of M300 improvements - New Webbing chutes - Andon lights - Moving the assembly jig Please join our patreo! https://patreon.com/IncrementalCI Please follow us on Instagram and share your improvements and tag us.www.instagram.com/incrementalci In this podcast we discuss concepts from Lean Manufacturing, the Toyota Production System, and general business management to improve our businesses. Thanks for listening! Please drop us a note with any and all feedback! If you have parts you need machined, reach out to Devin@lichenprecision.com and follow on Instagram www.instagram.com/lichen_mfg If you need CNCed Buckles, check out www.austeremfg.com and follow at on Instagram www.instagram.com/austere_manufacturing To reach out to the podcast directly please email fixsomethingtoday@gmail.com

I fret about whether I'm about to get scammed as I head out to Lightning in a Bottle Music Festival 2024. And ANDON delivers a fantastic warm-up guestmix called "La Barosa" from across the Atlantic Ocean.

My guest for Episode #511 of the Lean Blog Interviews Podcast is Sam Yankelevitch, a distinguished global operations executive who has dedicated his career to advancing Lean principles, effective communication, and innovative problem-solving. Sam's journey began with managing international projects and optimizing processes in various industries. His expertise and passion for continuous improvement have made him a sought-after speaker, workshop trainer, and corporate coach. Episode page with video, transcript, and more Sam is one of the speakers and facilitators at the upcoming Global Lean Summit Event, being held in Indiana this September. Since 2014, Sam has leveraged his vast knowledge by producing popular online courses that have reached over 500,000 students worldwide. His contributions to LinkedIn Learning include highly-regarded courses such as "Root Cause Analysis" and "Improve Communication Using Lean Thinking." Sam's ability to distill complex concepts into actionable insights has earned him a dedicated following among professionals seeking to enhance their skills. In addition to his educational endeavors, Sam recently ventured into fiction writing with his debut book, An Interview with Failure. This unique narrative explores the lessons learned from setbacks and the value of embracing failure as a stepping stone to success. Before establishing himself as an influential educator and author, Sam held several key positions, including Vice President and General Manager at a German-based automotive supplier and President and CEO of Ideace, Inc., an international manufacturer and exporter. His diverse background and hands-on experience provide a rich foundation for his teachings. Sam holds an Industrial Engineering degree and an Executive Master's in Financial Management, further solidifying his expertise in operational excellence and strategic leadership. In this episode, we discuss the pivotal role that effective communication plays within the framework of lean thinking. We also explore how clear, concise, and consistent communication can significantly enhance problem-solving capabilities, streamline processes, and foster a culture of continuous improvement. Sam shares his insights on the common communication pitfalls that organizations face and offers practical solutions to overcome these challenges using lean methodologies. Additionally, we preview Sam's upcoming workshop at the Global Lean Summit, where he will be leading a session on lean communication. This workshop aims to equip participants with hands-on tools and techniques to improve communication within their organizations. Attendees will learn how to adapt lean principles to enhance clarity, reduce misunderstandings, and ensure that everyone in the organization is on the same page, thereby driving better results and fostering a more collaborative work environment. Questions, Notes, and Highlights: Tell us about the workshop you're doing at the Global Lean Summit. What are some core communication problems that Lean thinking addresses? Can you explain the concept of operational definitions from Dr. Deming? How can Lean methods improve communication in an organization? What's your lean origin story? How did your international experience influence your Lean approach? What were some challenges you faced when implementing Lean in the automotive industry? What advice would you give to someone leading a Lean transformation? How do you reframe failure as a learning opportunity? Can you tell us about your book, "An Interview with Failure"? How do you build trust in a coaching relationship? What's the importance of commitment conversations in leadership? How do you handle the word "accountability" in a positive way? How does communication serve as a precondition to quality? What can leaders do to improve their communication skills on the shop floor? What are the benefits of standard work and 5S in a high-mix, low-volume environment? How can Lean tools like Smed and Andon be applied to communication processes? What lessons have you learned about leading and motivating people throughout your career? The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more. This podcast is part of the #LeanCommunicators network. 

Xin Wu of Banyan Partners is an outperforming Chinese public equity's investor that many don't know. We were happy to have him!

Episode blog post There's a common misconception about Toyota's “Andon” system, often expressed as: “When a team member pulls the cord, the line stops.” But that's not entirely accurate, as this enlightening Toyota video demonstrates... --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

The debate was a mess but we vote for the administration not just the man. Also, travel is stressful and the girls plus Andon are here to momtemplate the good bad and ugly. Hosts: Tina Graf and Kerry Lucas Guest: Emerson Graf, Grace Graf and Andon Lucas Produced by Tina Graf

This one is a bag of chips and also all that, as we're joined by Andon Whitehorn of Lantern Manufacturing. Andon tells us about the Mitsubishi M65850 delay chip, a largely overlooked relative of the infamous PT2399, and how it served as a gateway to designing pedal circuits around esoteric chips. We circle back to some familiar ideas, touching on old technology vs new and the way inspiration can come from limitation, and dive deep on how Andon makes things difficult on himself by prizing process as much as product. We do also yes talk about potato chips.Buy Lantern pedals: https://www.lanternmfg.com/Buy Old Blood pedals: http://www.oldbloodnoise.comJoin the conversation in Discord: https://discord.com/invite/PhpA5MbN5uFollow us on the socials: @lanternmanufacturing, @oldbloodnoise, @andyothling, @danfromdsfLeave us a voicemail at 505-633-4647!

Stacey is a Master Life Coach & Intuitive. She specializes in guiding individuals through messy transitions, harnessing their intuitive guidance system, and interpreting signs to navigate life's challenges with grace and clarity. She also is the host of the podcast "Everyday Enchantment." https://staceyandon.com/ https://staceyandon.com/podcast-everyday-enchantment/ Sponsors: BetterHelp: Go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://betterhelp.com/macolino⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ for 10% off your first month of therapy with BetterHelp and get matched with a therapist who will listen and help #sponsored FLAVIAR! ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://flaviar.5d3x.net/JMacPod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Buy Jeff a drink - once a month? He'll love you forever and might even like you a little... You choose whether it's a cheap domestic or a fine Canadian whiskey! ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://anchor.fm/jeffmacolino/support⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠https://venmo.com/u/Jeffrey-macolino⁠⁠⁠⁠⁠⁠⁠ Follow Me!!! ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twitter.com/saintjmac⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.facebook.com/jeffmacolinopodcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/saintjmac/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.minds.com/saintjmac/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ IMDB Page: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.imdb.com/title/tt17046562/?ref_=nm_knf_t1⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ YouTube: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.youtube.com/c/JeffMacolino⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ TikTok: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.tiktok.com/@jeffmacolino⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Art Credit: Chase Henderson --- Send in a voice message: https://podcasters.spotify.com/pod/show/jeffmacolino/message Support this podcast: https://podcasters.spotify.com/pod/show/jeffmacolino/support

Unlock the transformative power of lean processes and join us as we explore their impact on business growth and customer satisfaction. Lean expert Catherine and Fabrice, CTO of Theodore, share their insights on human communication, team engagement, and the disciplined approaches that propel companies forward. Discover how the legendary Steve Jobs and Jeff Bezos wove lean thinking into their corporate tapestries, and get an inside look at how these methodologies can revolutionize your business from the ground up.This episode is a treasure trove of strategic wisdom, where we dissect the evolution from Lean to Agile within the tech industry. Catherine's mastery of Lean tools like Kanban and Andon, and Fabrice's decade of experience incorporating these principles, provide practical examples of driving efficiency and nurturing a supportive work environment. By examining our own organization, we reveal the substantial benefits of adopting Lean, including revenue boosts and high employee morale—proving that success and well-being can indeed go hand in hand.Ever wonder how to sustain long-term growth in your business? It's not just genius and luck—it's about cultivating every team member's creativity. We delve into the heart of lean thinking and continuous improvement, emphasizing the importance of staying close to the 'Gemba' and nurturing craftsmanship. For those ready to embark on their own journey, Fabrice's candid reflections offer a roadmap for adopting lean principles and fostering innovation within your team. Tune in for a conversation packed with actionable insights and resources to guide your organizational evolution. Connect with Catherine: https://www.linkedin.com/in/catherine-chabiron-43ba6b16/

Joe has a book “Agile Kata” in the making, if you like to be the first to know when it launches, please visit www.agilekatabook.com.Transcript: Agile.FM radio for the agile community. [00:00:05] Joe Krebs: Thank you again for tuning into another episode of Agile FM. This is the Agile Kata series. And today we're going to explore Kata from a leadership's perspective. And I have here with me Mark Rosenthal who is with Novayama that is his company. He's out of the West coast, United States, and we're going to explore a little bit together, leadership in conjunction with Kata, which is Series all about.We're gonna explore that angle a little bit. Welcome to the show, mark. [00:00:40] Mark Rosenthal: Thank you very much. It's looking forward to the opportunity. [00:00:43] Joe Krebs: Yeah, this is awesome. I wanna go back in time with you and talk a little bit about an employment you had where you worked from home. [00:00:52] Mark Rosenthal: Oh, yeah. . [00:00:53] Joe Krebs: You didn't get a lot of phone calls until you got one.[00:00:56] Mark Rosenthal: Yeah. [00:00:57] Joe Krebs: And that was the one you got terminated. [00:01:00] Mark Rosenthal: Yeah. Bu Yeah. [00:01:01] Joe Krebs: But the interesting thing is you in your reflection, you had a, let's say a moment of realizing a lack of leadership skills. [00:01:14] Mark Rosenthal: Yes. And yeah, and really that was, and this is even better because this is really the kind of leadership that most conduct practitioners have to engage in, which is influence.You don't have formal authority you rather, you've got to, you have to find a way to influence the lead, the line leaders in the organization to be effective. And this is true for lots of cases. It's true whenever I'm bringing groups of people together that I can't tell what to do. And actually it's more true that you think even in the military, which is where I learned leadership.And it really was that. We tend to do, we practitioners tend to engage with the technical artifacts, and we put in the tools, we put in the mechanics, and we don't, and then we complain when the line leadership doesn't embrace the changes. And that is on us because if you look at a traditional Kaizen event approach, for example, in the world of, you know, of CI, but this would be equally true for somebody trying to get scrum in place or somebody trying to cause any change in the way the organization does business.I can describe the mechanics of the daily standup perfectly. I can describe, I can get all the scheduling. I can get the artifacts into place.If there isn't a engagement of the conversation about how we do it on a daily basis too, then it's going to fall apart as soon as that that, that goes away in the situation you're describing. I mean, it was even worse in a way, just because of the nature. It was an international organization and it didn't really matter where I worked, so I didn't work anywhere.Although I got a lot of frequent flyer miles. You know, going to Europe once a month, going all kinds of places. But what I was doing was making technical recommendations. And then, you know, they weren't getting picked up. And frankly, I wasn't earning my money. Yeah. And the key here for a change agent.Is it's not about the tools you're putting into place, the tools are there to create the kinds of conversations that need to happen in the organization between the leaders and between people, between groups of people. And once I understood that, then the paradigm changes completely because the experiments I run are testing whether or not I'm effective at moving the needle.About how these conversations are taking place. And that's kind of what I was talking about in the, you know, in the story that you're alluding to. [00:04:20] Joe Krebs: Yeah. So this is a life changing event for you, but also in your career, right? You had a lot of learnings coming out of this. [00:04:27] Mark Rosenthal: A lot of them, and they came later on.You know, I had, I was familiar with Toyota Kata at the time. But I was still in the position of trying to make people do it, and I can't do that. What I have to do is look at the dynamics in the organization and think in terms of it's not the mechanics of standing up a storyboard and getting them to go through the starter kata of grasping the current condition and all of that.It's about what actions what small experiment can I run? That I think that I hypothesize will nudge the conversation into, for example, talking about something a little more concrete than we had a good day or a bad day, which moves them toward measuring how they're doing, you know, in that example, that particular organization really had disdain for numbers because they made people look bad.So they didn't talk about them. I mean, they had them on displays, but nobody ever talked about them and the numbers they had on displays were lagging indicators. Yeah. It's interesting because you said like the words, if I remember correctly, like you said, like moving the needle, and I think that's also important from a leadership perspective, are we just in the operations mode of tools and features and keeping those alive or are we disrupting them?Yeah. Absolutely. Certain ways of working within the organization as a leader. Yeah, and you're going to be disrupting, you know, that's the whole point in a way. So when I want to begin to shift things I want to do is engage in the smallest change I can that's going to move things. And I'm going to try to do is to incorporate that change into something they're already doing.So in this example, there was already a daily production meeting. So rather than saying, we're going to have another meeting about improvement, rather than saying, you got to stop doing that way and start doing it this way, I can hook part of my agenda into the existing structure. So as a change agent, I want to look at what are they already doing?And can I grab any of that and just modify it in a way? That moves the conversation in the direction it needs to go. [00:06:58] Joe Krebs: Yeah, This is interesting, right? There's two things I would like to talk about, and I'm not sure which one should be first or not. I'll just take one and get started.Maybe it's the wrong order, but. We just went through a, or just two years ago, we somewhat ended the pandemic and we started going back to work. And your experience obviously from work from home was prior to to the pandemic. Now you had some learnings in terms of leadership and we see a lot of companies that are bringing the people back to work sometimes mandatory.And sometimes it's the leadership team that just feels like very strongly about that. So I want to just include that in terms of, it's very impressive right now. There's a lot of companies still work in that kind of dual mode or came back full time back on premises. What advice do you have based on your learning for leaders when you work this way?I don't know if you'd have any, but I'll just put you on the spot.[00:07:58] Mark Rosenthal: You know, that's a good one. You know, you're going to encounter resistance, but you know, this is a quote from Ron Heifetz out of Harvard, who Talks about this thing called adaptive leadership, which really is applying PDCA to leadership. And that's why I like it so much, because it follows the Kata pattern of grasp the current condition, make a, you know, make a judgment where you want to go next and run experiments to try to get there.And he said, and I love this, people don't resist change. People resist loss. Nobody gives back a winning lottery ticket. And so the people who are. are used to working with the cat on their lap and having be able to respond to their kids and all the awesome things that come from the ability to work from home are losing that connection that they have developed with their family.So that's what they're resisting. Typically, you know, I can't speak for everybody, but what's, you know, the flip side is what's the boss, what did the company lose when the people didn't come to the office? And that was the informal interaction that drives the actual conversation that gets stuff done.Yeah. And so that's what I didn't have, right? You know, we didn't have, I don't even think we didn't have video. We didn't, you know, I mean, this was a while ago. I think, you know, Skype was cutting edge stuff, right? [00:09:31] Joe Krebs: Hard to imagine, right? [00:09:32] Mark Rosenthal: Yeah yeah. You know, if I were to go back to the same situation, I would be having a lot more scheduled online sessions.With not just individuals, but with groups of people sharing their experiences with, in my case, with continuous improvement and what they're doing so that I didn't need to be there all the time, but I could work on keeping the conversation and the buzz going and get a better read for the organization.[00:10:09] Joe Krebs: Yeah. You mentioned that I've heard you say things like that leadership is a typical leadership. Yeah. What is authority. And then sometimes you do see that when you go back to, to work in, you know, in work environments where you're being asked and forced to come back to work versus adaptive leaderships, taking a different approach to something like that.But another quote you said, and maybe that's the other angle I wanted to ask you. . Is I heard you say a phrase that leadership is an activity, not a role. [00:10:40] Mark Rosenthal: And that's again, I want to make credit where credit is due. That's right out of, you know, Ron Heifetz work and a lot of it is taught at a place called the Kansas Leadership Center in Wichita.And so I want to make sure I'm giving credit where credit is due. . So in, there are, you know, there are cases where authority is a good thing. There are cases where you have to get something done fast. The building is on fire, evacuate immediately, not, hey, what do you think we should do?But even when there is formal authority, it's far more effective to use leadership as a role with the goal of developing other leaders. And, you know, this is if you know, are familiar with the work of David Marquet and his book, Turn the Ship Around on the submarine, you know, he, as the captain of the submarine had absolute authority.Yeah. And. And I read that book. I'm a former military officer. I was in the Army. Okay. We didn't get it. I did not go on a boat that was designed to sink. But you know, at the end of the story, he tells a story of, he. interprets a situation incorrectly, and he gives an order that was incorrect at the end of the story, and he is countermanded on the bridge with no captain, you're wrong, from the lowest ranking sailor on the bridge.Who countermanded an order from the captain of the ship. Yeah. And all it did was cause him to look back, reassess, and realize that this 22 year old kid was right. And that's what we want, right? Yeah. We want people to tell us if we're making a mistake. [00:12:29] Joe Krebs: Yeah, that's a key lesson. I remember this by listening, I listened to that particular book, which is also very eyeopening.Now, seeing a leadership like this, we see adaptive leadership. But it's obviously something you are embracing. There's a lot of books out there about leadership. That's a massive amount of books. And people could go wild, but you know, many of those are personal stories about what that person has embraced and you might find something very useful here now in certain areas of those books, but you might not 100 percent apply to your own.Yeah. That might leave the reader with, how would I approach this problem with all that wisdom that is out there and how do you combine and this is where I want to go with you here now in terms of leadership is how can the Agile Kata, the Kata, the improvement Kata, coaching Kata, how can the Kata ways of working scientific thinking.Help support leaders who are like, I want to create an environment like that. I want to have adaptive leadership. How can Kata help me with this? [00:13:37] Mark Rosenthal: Great point, because you know, all those books are those, as you pointed out, those people's personal stories. And it's interesting because all the, all of the stories about success have survivor bias.Built in and we don't, you know, they're in, in, in lean world, there's a commonly bandied about number that 85, 90 percent of all attempts to put it in the place fail. We read about the ones that are successful, but what we don't know is that the ones that failed probably followed the same formula.And it only works five or 10 percent of the time. That's really the story here. So what you, there isn't a cookbook and what you got to do is first understand the culture you're trying to build. Because if you don't have that in your mind deliberately, you're going to end up going wherever. But then.You've got to grasp your own situation in your own organization and then set that next target condition using Kata terms of, okay, I'm not going to try to get there all at once, but what's the one major thing I'm going to try to get in if I'm trying to change the change away and organization runs probably on a 90 day window.You know, if we're in industry or Kata, we set a target condition of a couple of weeks and no more than that. But, you know, these are bigger things. So where do I want to be at the end of the quarter? Where do I want to be, you know, in three months? And then that narrows my focus. And then I can just start working on that.And maybe it's just I'm going to, I'm going to get the staff meeting working. more effectively so that we're not trying to solve problems in the meeting. We're just talking about the status of problem solving. That's just a hypothetical example, but that was one place I try to take people for example.Yeah. And I was work on that. [00:15:45] Joe Krebs: So you work with leaders through. Coaching cycles. You coach them going through the four steps of the improvement Kata. And you help them to, as you say, move the needle. Towards more adaptive leadership. [00:16:04] Mark Rosenthal: And this is using adaptive leadership really to do it, right?So it's a meta thing in a way. And when I'm, you know, I'm really talking to the change agents out there, you know, the, and in, in the agile world, you know, the scrum master is a staff person who's the holder of the torch of what this is supposed to look like. So this is what. They can do us to work, you know, to say, okay, I know it's not perfect right now.What's the one thing I'm going to emphasize over the next 90 days to get it better? And maybe it's, you know, I'm just going to get the stand up to be less than 15 minutes. Okay. I just got to get people to just, you know, this is what they talk about. And then they pass the torch to the next person, for example, or the next pair in that case.[00:17:01] Joe Krebs: You are, I think by looking through your material a little bit and seeing where you're coming from, you're using a tremendous amount of powerful questions. Can you, again, I'm sorry to put you on the spot, but can you give possibly some like a, like an outline of how. What kind of questions you would be throwing so to make it a little bit more concrete.. We weren't listening to this like a leader or somebody who's receiving some form of coaching from you. And then what kind of questions it's powerful stuff. [00:17:38] Mark Rosenthal: . So the coaching Kata just to some background here and what Toyota Kata is just so that we got on topic is.What Mike Rother essentially did, and this isn't 100 percent accurate, but this is the effect, is he parsed a lot of the coaching conversations that were happening, you know, with leaders and learners at Toyota. And those conversations often are around A3, for example, which is just a piece of paper. And often it's just sounds like a conversation.But there were elements of the questioning that was, that were always present. And the way I describe it is he boiled all that down and was left at the bottom of the pot was the structure of questions that he published as the Improvement Kata. So I'm going to ask first, I'm going to go off the script first.What is your target condition? So I want to hear is where you're trying to go in the short term. And what will be in place when you get there? What is the actual condition now in between the two I'm really looking for is what's the gap you're trying to close between where things are now and where you're trying to go in that short term.Then we're going to reflect on the last step you took because you committed to take that step the last time we talked. So what did you plan as your last step? What did you expect? Because there was a hypothesis that if I do this, then I'll learn that, or this will happen. And what actually happened, And what did you learn?Then I'm going to ask, okay, what obstacles are now, do you think are now preventing you from reaching your target condition? And so really that's Mike chose the word obstacle because the word problem in the West is really loaded. Okay. Because a problem to a lot of people in industry is something I don't want the boss to find out.You know, another company I work for, I called them barriers, but it was before Kata was written. But if I go back and look at my stuff, this is basically the same structure. And that's just an enumeration of what person, the problem solver, the learner thinks are the problems. And as a coach, that's kind of telling me what they think right there, right?I'm beginning to see what they see because they're telling me, which one are we addressing now? It's important to address one problem at a time. And then based on that, and in being informed by the last step you took. What are you planning as your next step and what do you expect? So that's kind of the script going off script often just means asking calibrated follow on questions to get the information that I didn't get from the primary question.This is where, you know, if you're talking to Tilo Schwartz, he's got a lot of structure around that, which is really a contribution to the community. [00:20:51] Joe Krebs: Yeah, but your questions are not yes, no answers or status related, even the follow ups are investigative, kind of like bringing things to surface for the learner, not for you to receive a status.[00:21:07] Mark Rosenthal: What I'm looking for is, again, Toyota Kata jargon, their threshold of knowledge, the point at which, okay, the next step is probably learn about that. And there are times when, you know, even before we get to all the questions, if we encounter that threshold of knowledge, okay, great. We need to learn that.What's the next step in order to learn more about that? [00:21:32] Joe Krebs: Mark, this is this is really good. I was just like listening to Katie Anderson's book, and it was funny that you say problem in the Western world, not a very popular word and she makes tons of references in her book about. No problem. is a problem.[00:21:50] Mark Rosenthal: That's, yeah. That's the Toyota mantra. That's the Toyota mantra. [00:21:54] Joe Krebs: And yeah. So whatever you want to call it, you want to overcome it. If it's an obstacle, an impediment, or if it's a problem you want to overcome. [00:22:02] Mark Rosenthal: And that's a really good point about the culture. And I'm going to quote my friend, Rich Sheridan here, you know, fear does not make problems go away.Fear drives problems into hiding. Yeah. And we encounter that a lot where I go into a culture where everybody has to have the answers or everything needs to look good. And so asking them, what problems are you trying to solve here can be problematic. And so that's where the adaptive leadership part comes in, okay, I'm going to have to overcome the obstacle of that cultural hesitancy and find a way to help them get a shared sense of the truth. That they can talk to rather than talking to each other. And again, if I go into, you know, the, like the extreme programming world where I've got the cards on the wall, for example that is that shared sense of the truth. I can walk in and I can tell which pairs are working on which things and whether they're a hit or behind very quickly without having to ask anyone and there's nothing concealed is fully transparent.We go into industry, the purpose of the visual controls, the purpose of the status boards, the purpose of the Andon lights, the purpose of all of the lean tools, all of them is to put the truth of what's actually happening out there as compared to what should be happening so that we have an invitation to deal with it.[00:23:43] Joe Krebs: But they're tools. [00:23:45] Mark Rosenthal: But they're, but that's all the tools are, that's what they're for. Yeah. [00:23:50] Joe Krebs: That is great. Mark, I want to thank you for spending some time here talking from a leadership's perspective to the Agile FM audience and in particular in the Kata series to explore Kata and how Kata can influence.leadership and what you can do to embrace adaptive leadership while performing scientific thinking as a leader. And obviously your personal stories as well. So thank you, Mark. [00:24:14] Mark Rosenthal: Sure thing. Appreciate it. Thanks for having me. ​

Big Friday show with BIG announcements: The guys announced Torg & Elliott's Blarney Bash, happening Saturday, March 16 from 8-11PM at Andon's Pub in Dublin. Torg & Elliott also announce the four finalists of the 2024 Qfm96 House Band Contest. We hear from Fat Guy at The Movies. And what was happening with our cell phones yesterday; was it a tech glitch or something more sinister?...

Workplaces are only as safe as the experience of the least safe person. CEO and Founder of Iterum Tom Geraghty, discusses the need for psychological safety in every organization with Jim Cagliostro.   Episode Introduction    Tom outlines the evolution of psychological safety, why diversity will remain ‘'on paper'' without inclusion, and why high-performing teams possess high degrees of psychological safety. He also explains the principle of the Andon Cord and how behaviors, practices and leadership are the three keys to creating psychologically safe working environments.    Show Topics   Why psychological safety matters The role of the aviation sector and Google's Project Aristotle Psychologically safe workplaces are more inclusive The unique challenges of psychological safety in healthcare Three keys to creating psychologically safe organizations The Andon Cord principle     05:38 Why psychological safety matters Tom explained why psychological safety is a belief that one will not be punished for speaking out.  ‘'So psychological safety has been recognized across multiple studies, a vast array of studies as the foundation, the core necessary but not sufficient element for high performing teams. And it has got a long history. It first emerged in the literature maybe in the 1950s or so, but it wasn't really until the 90s where Amy Edmondson was studying clinical teams, and she was looking at the mistakes that these teams made, and she was separating high performing and low performing clinical teams and looking at the dynamics between them. And she defined and codified psychological safety at that point in her research. That is to say psychological safety is a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. It's essentially a belief that the team is safe for interpersonal risk taking. That means being able to ask questions, to be able to admit your mistakes and ask for help and all that other stuff. But it also means being able to do it in a way that is safe and works for you. So for example, if you have a stutter or a stammer, or if you have a tick, or if you communicate by a sign language or by a written format, that it's safe and okay to do so in the way that resonates and fits you.''   08:02 The role of the aviation sector and Google's Project Aristotle Tom outlined the evolution and impact of psychological safety.  ‘'I think if you look back at domains like aviation, back in the 70s and 80s, aviation was probably one of the first industries to really recognize that as a result of analyzing disasters, they recognized that either poor communication or lack of communication or miscommunication was a primary, if not the primary causal factor in loads of disasters, including things like the Tenerife air disaster and things like that. So aviation has got on board, if you like. Then with cockpit resource management turned into crew resource management, and then we skip forward to the nineties with Amy Edmonton's work. And then in 2013, Google Project Aristotle came up. Julia Rosovsky's team did a bunch of research on teams inside Google and were able to show that psychological safety was the foundation for all high-performing teams in Google. That is to say that all high-performing teams possess high degrees of psychological safety and low-performing teams possessed low levels of psychological safety. There's a clear correlation.''   12:34 Psychologically safe workplaces are more inclusive Tom said if we don't practice inclusion, we will only have diversity on paper, not in reality.  ‘'…we talk a lot about diversity on teams, diversity in organizations, but fundamentally, if we're not practicing, and psychological safety is about the practice of inclusion, if we're not practicing inclusion, then we might have diversity on paper, but we won't in reality. We might have a very diverse group of people who don't feel safe to suggest their ideas or ask for help or ask questions, and that's not true diversity. So I guess that's what I really mean by inclusion, and that's where we're coming from. …..And I should say as well, because that also leans directly into high-performing teams, right? Because a high-performing team is one where we surface all the best ideas or we surface all the ideas, and the best ones come to the surface and get made into reality. And it's also the ones where people are safe to challenge some ideas or some ways of working if we think there's a problem with it or there's a risk to it. And of course, it's through those multitudes of diverse backgrounds and diverse experiences that we can surface that range of ideas and that range of challenges.''   15:01 The unique challenges of psychological safety in healthcare Tom said the potential for serious consequences makes healthcare unique.  ‘' It is certainly unique. In healthcare, we're dealing with grave consequences of failure, patient safety, patient outcomes, life and death situations where, as we were saying earlier, where if an anesthetist or a nurse in an operating theater it doesn't feel safe to point out, "You've left something in the patient or that's the wrong leg", or there's some other concern, then that's going to result in a very bad outcome, which is not necessarily the case in other industries. There are also aspects of sheer demand on people's time, the cognitive load and the physical load and the time burden on people working in healthcare is great, is incredibly high. And what may be even more challenging is that it can be unpredictably high and low. So we go through periods where it's incredibly busy and then maybe less busy later on. We don't necessarily have the luxury as other industries do. We don't necessarily have the luxury of managing how much work we're doing at any one time. And that can result in, as we often see, the patient outcomes are worse when those peaks of workload are at the highest because people are more likely to miss an important step in a process or misread a signal or misread an alarm.''   18:23 Three keys to creating psychologically safe organizations Tom explained why behaviors, practices and leadership involvement are vital to create safe organizations.  ‘' This is the big question, isn't it? So I'm not even sure where to start because there's a few things we'd like to suggest, and we work with organizations to do. First of all is that for the people at the sharp end, for the people at the sharp end of work, we need to talk about behaviors and practices. And we like to separate behaviors and practices. So practices might be things like after-action reviews, debriefs, Schwartz Rounds and things like that. Things that you can name and begin doing and get better at creating feedback loops and things like that to continuously improve. And those practices and those rituals and those ceremonies, and whether creating team charters and social contracts, they can help foster and build psychological safety within our teams, within our organizations. There's also behaviors, and behaviors are the way we do things, those little interactions and the way we communicate, the way we work with each other. And that might mean improving the way we listen. So active listening. It might be non-violent communication. It might mean framing work in different ways. It might mean checking your body language and the way we communicate. All those sorts of micro dynamics and the way we interact with other people. So we can work on behaviors, we can work on practices, and we can do that at the sharp end of work. What we also need to do is speak to leadership and convince leadership that this is something worth doing. This is something worth putting effort into. And that means speaking the language of leadership. That means speaking to their desires, their goals, their objectives, and their fears as well. And in healthcare, the fears are patient deaths and poor patient outcomes and whatever that means for the organization.''   22:49 The Andon Cord principle Tom said thanking people for pulling the Andon cord is the most important part of the process.  ‘'The Andon cord is a principle, a part of the Toyota production system that... is a mechanism for someone who's working on the production line to pull a cord or pull a metaphorical cord nowadays and request help. Stop the line, stop work, request help, because either there's a problem to address, which indicates some upstream fault or some process issue or something else going wrong, or there's simply an opportunity for improvement that they need help with implementing and it's important to address right now. And there are a number of amazing things about the Andon cord. One is that whenever it gets pulled, people are thanked for doing so. And that's probably the most important part of the whole thing, because ….this takes away that interpersonal risk. Well, it doesn't take it away completely, but it mitigates it. So it means that it's a praiseworthy thing to do, and it gets embedded within the culture. And so every time you pull the cord, something gets improved, even if actually it was a false alarm. Because even if there was a false alarm, you're learning about the signals that created that false alarm. What do we need to do to make sure that it's not going to happen again? And it's fantastic. The Andon cord is such a powerful idea that almost every organization we work with adopts the Andon cord in some way, whether it's language or an actual tool or a real physical thing.''   Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Tom Geraghty on LinkedIn Check out VIE Healthcare and SpendMend    You'll also hear:    Tom's personal experience of dyspraxia and his career history: ‘'….at some point during that process, maybe about a decade ago, I came across the term psychological safety. And for me, that was the light bulb moment.'' How psychological safety has finally come of age: ‘'You've got this conflux of factors coming together with a topic, a field, a phenomenon that is of its time and the need for the growing recognition for psychological safety in … healthcare, in technology, in manufacturing, in aviation, and everywhere else.'' A team or group is only as safe as the least safe person in the group: ‘'In a group of 10 people, you might have… eight people who feel really psychologically safe …. but two people in the group who don't for whatever reason…that group is not what we would call a psychologically safe group.'' Everything is an experiment and a learning opportunity: ‘'The outcome of work should be learning how to do it better next time. And if we reframe work like that, we're almost taking failure off the table because the only experiment that fails is the one we didn't learn from.''   What To Do Next:   Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies.   There are three ways to work with VIE Healthcare:   Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it.  VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings.  If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.

We've got another fellow from SoCal joining the show today, spilling the story of his journey into big baits, with a little help from some familiar faces. Andon will be writting an article in the first issue of next year, chatting about the Cast and Crank ToyDrive. Can't wait to soak in his experiences on the show, and who knows, he might just become a regular Zine contributor down the road! Andon's socials: IG: social_bendo Check out Leviathan Rods, and use code scales20 at check out for 20% off all your rod purchases! ⁠⁠https://www.leviathanrods.com⁠ ⁠ Check out the new official SNT tackle shop sponsor, Lake Pro Tackle! Use code "SCALES" at checkout for 15% off your order of any conventional or Swimbait-related products! ⁠https://lakeprotackle.com/⁠  Pro Bass Adventures Mexico is the only company with lodges on both Lake El Salto and Lake Lake Baccarac in western Mexico. More 10+ pound monster bass have consistently been caught from these two lakes than anywhere else on earth. If you are considering a Mexico bass fishing trip, look no further.  ⁠https://www.mexicofishing.net/index.html Meat Crafters is now offering 10% off their site when you use code SCALESNSLICES at checkout! This is small batch meat made with immense quality and attention to detail. My favorite product of theirs so far is the Raging Brats! Made with real local brewed IPA and fresh ingredients to complement the whole Brat, it's no surprise why this is my favorite! ⁠⁠⁠⁠https://www.meatcrafters.com/⁠⁠⁠ --- Support this podcast: https://podcasters.spotify.com/pod/show/sntpod/support

“Lean is not about how we organize work, but how we think about it. It's not a production system; it's an education system." Catherine Chabiron is a Lean expert and the co-author of “Learning to Scale at Theodo Group”. In this episode, Catherine and Fabrice–the co-founder and CTO of Theodo–shared their lessons learned from implementing Lean at a fast-growing scale-up company. Catherine and Fabrice first started by sharing the “big company disease” challenge and how Theodo started its Lean journey. We then discussed Lean essentials that include some of its principles, such as an obsession with customer value and lead time. We also talked about Lean practices adopted from the Toyota Production System, that include Gemba, Jidoka, Andon, and Kaizen. Along the way, Catherine and Fabrice also emphasized the importance of always building quality right the first time.   Listen out for: Career Journey - [00:03:41] Big Company Disease - [00:07:26] Theodo's Lean Journey - [00:10:19] Implementing Agile at Scale - [00:14:35] The Essence of Lean - [00:18:41] Gemba - [00:23:16] Normal vs Not Normal - [00:26:26] Doing More Gemba Walks - [00:29:40] Obsession With Customer Value - [00:32:59] Obsession With Lead Time - [00:37:07] Jidoka & Andon - [00:40:25] Built-in Quality Right First Time - [00:44:16] Kaizen - [00:46:39] 3 Tech Lead Wisdom - [00:52:19] _____ Catherine Chabiron's BioCatherine Chabiron is an established expert in Lean management with a professional journey spanning over 40 years. Catherine is not only a Lean executive coach but also a renowned author. Her notable contribution, “Learning to Scale at Theodo Group: Growing a Fast and Resilient Company,” exemplifies her unique know-how and offers practical advice to leaders seeking growth without compromising on core values and employee engagement. Fabrice Bernhard's BioFabrice co-founded Theodo in Paris in 2009, which has grown on average 50% a year for the last 8 years and generated 90M€ turnover in 2022. He is now based in London to help on the international expansion of Theodo. Follow Catherine: LinkedIn – linkedin.com/in/catherine-chabiron-43ba6b16 Follow Fabrice: LinkedIn – linkedin.com/in/fabricebernhard/ X – @fabriceb _____ Our Sponsors Miro is your team's visual workspace to connect, collaborate, and create innovations together, from anywhere.Sign up today at miro.com/podcast and get your first 3 Miro boards free forever. Like this episode? Show notes & transcript: techleadjournal.dev/episodes/154 Follow @techleadjournal on LinkedIn, Twitter, and Instagram. Buy me a coffee or become a patron.

In this podcast we cover: The new Takt book. Swing capacity. Human nature. The Andon in construction.   If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode.  And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 

As a collector of mokuhanga, I am constantly exploring the reasons behind my love of collecting mokuhanga and why I make it and educate myself about it; it seems to be layered, even for my modest collection. So it is always fascinating to speak to someone who has been collecting for many years, with a deep understanding of why they collect and how they do.    I speak with mokuhanga collector Darrel C. Karl about his collection of prints, paintings and scrolls. It's one to admire. Collecting for years now, Darrel was kind enough to speak to me about his collection, how he began it, his love of preparatory drawings, collecting ukiyo-e, shin hanga, and we discussed in length his blogs, Eastern Impressions and Modern Japanese Theatre Art Prints.  Please follow The Unfinished Print and my own mokuhanga work on Instagram @andrezadoroznyprints or email me at theunfinishedprint@gmail.com  Notes: may contain a hyperlink. Simply click on the highlighted word or phrase. Artists works follow after the note. Pieces are mokuhanga unless otherwise noted. Dimensions are given if known. Darrel C. Karl - Eastern Impressions & Modern Japanese Theatre Art Prints. Hashiguchi Goyō (1880-1921) - a woodblock print designer who also worked, albeit shortly, with Watanabe Shōzaburō. In his short life Goyō designed some of the most iconic woodblock prints ever made. “Kamisuki” 1920, and “Woman Applying Powder” 1918.  Woman Applying Make-up (Hand Mirror) 1970's/80's reprint Ishikawa Toraji (1875-1964) -trained initially as a painter, having travelled to Europe and The States early in his professional life. Painted primarily landscapes while exhibiting at the fine art exhibitions in Japan Bunten and Teiten. Famous for designing Ten Types of Female Nudes from 1934-35. He finished his career as a painter and educator.  Morning from Ten Types of Female Nudes (1934) Charles W. Bartlett (1860-1940) - was a British painter, watercolorist and printmaker. Travelling the world in 1913, Bartlett ended up in Japan two years later. Having entered Japan, Bartlett already had a reputation as an artist. Bartlett's wife, Kate, had struck up a friendship with printmaker and watercolorist Elizabeth Keith. Watanabe Shōzaburō was acutely aware of foreign artists coming to Japan, having worked with Fritz Capelari and Helen Hyde. Watanabe published 38 designs with Charles Bartlett. Bartlett's themes were predominantly of his travels.  Udaipur (1916) 8" x 11"  Paul Binnie - is a Scottish painter and mokuhanga printmaker based in San Diego, USA. Having lived and worked in Japan in the 1990s, studying with printmaker Seki Kenji whilst there, Paul has successfully continued to make mokuhanga and his paintings to this day. You can find Paul's work at Scholten Gallery in Manhattan, and Saru Gallery in The Netherlands.  Butterly Bow (2005) 15" x 11" Yamakawa Shuhō (1898-1944) - was a Nihon-ga painter and printmaker. His prints were published by Watanabe Shōzaburō and he created the Blue Collar Society in 1939 with Itō Shinsui. Made famous for his bijin-ga prints.  Dusk (1928) 14.3" x 9.5" Red Collar (1928) Otojirō Kawakami (1864-1911) - was a Japanese actor and comedian. His wife was geisha, and actress Sadayako (Sada Yakko).  Impressions - is a biannual magazine published by The Japanese Art Society of America.  Andon - is a biannual magazine published by The Society of Japanese Art.  Gallaudet University - is a private federally charted university located in Washington D.C., USA for the deaf and hard of hearing. More info can be found here.  National Museum of Asian Art - is a museum within the Smithsonian group museums and was the first fine art museum by The Smithsonian in 1923. More info can be found, here.  Vincent Hack (1913-2001) - was an American printmaker and Colonel in the United States Army. He produced mokuhanga from ca. 1950-1960. He studied in the Yoshida atelier while living in Tokyo. More information about VIncent Hack can be found in Eastern Impressions, here.  Chinese beauty and Dragon (not dated) Elizabeth Keith (1887-1956) - was a Scottish born printmaker, watercolorist, and painter. She travelled extensively before living in Japan  from 1915-1924. In 1917 she was introduced to print published Watanabe Shōzaburō and by 1919 after some work with Watanabe's skilled artisans Keith started to see some of her designs printed. Over 100 prints were published of Keith's designs. More information can be found, here.  Little Pavillion, Coal Oil, Peking (1935) Lillian May Miller (1895-1943) - was a Japan born American printmaker. Studying under painter Kanō Tomonobu (1853-1912). Miller began carving and printing her own prints by 1925 having studied under Nishimura Kumakichi.  Rain Blossoms (1928) 10" x 15" Nöel Nouët  (1885-1969) - was a French painter, illustrator and designer who designed prints for Doi Hangaten between 1935 and 1938 when Nouët was teaching in Shizuoka City, Shizuoka, Japan.  Haruna Lake (1938) Helen Hyde (1868-1919) - was an American etcher, and printmaker who studied in Japan with artists such as Emil Orlik (1870-1932). Hyde was influenced by French Japonisme and lived in Japan from 1903-1913.  A Japanese Madonna (1900) 14.5" x 3" Kataoka Gadō V (1910-1993) - was a Kabuki actor who specialized in female roles or onnagata in Japanese. He became Kitaoka Nizaemon XIV posthumously.  Natori Shunsen (1886-1960) - was a Nihon-ga painter and woodblock print designer who worked with Watanabe Shōzaburō. Shunsen's prints focused on kabuki actors, mainly ōkubi-e , large head prints.  Ichikawa Ennosuke as Kakudayu (1928) 15" x 10" Kabuki-za - is the main theatre in Tōkyō which shows kabuki performances. It was opened in 1889 and has been rebuilt several times in its history.  Kabuki Costume - is a book written by Ruth M. Shaver with illustrations by Sōma Akira and Ōta Gakkō (1892-1975). It is an in-depth book about the costuming in kabuki theatre. It was published by Charles E. Tuttle in 1966. Ōta Gakkō - was an artist and designer who also designed woodblock prints in the 1950's.  Ichikawa Jukai III (1886-1971) as Shirai Gonpachi  from Figures of the Modern Stage: no. 3 (1954) Tsuruya Kōkei - is a mokuhanga artist who lives and works in Tokyo, Japan. His prints have focused on kabuki actors; in the 1980s, he was commissioned to produce kabuki portraits by the Kabuki-za theatre in Tokyo. Recently, he has focused on cats and the masters of mokuhanga such as Hokusai (1760-1849). He printed on very thin gampi paper.  Five Styles of Banzai-Ukiyoe / Katsushika Hokusai (2017)  Yamamura Toyonari (1885-1942) - also known as Kōka, is a painter, and print designer known for his theatrical prints, actor prints, landscapes and beautiful women. He studied under printmaker Ogata Gekkō (1859-1920). Toyonari worked with carvers and printers to create his prints such as those at Watanabe's studio and also printed and carved his own prints.  February/Winter Sky (1924) 16.35" x 10.5" Sekino Jun'ichirō (1914-1988) - was a mokuhanga printmaker who helped establish the sōsaku hanga, creative print movement in Japan. His themes were of landscapes, animals and the abstract. Sekino exhibited and became a member with Nihon Hanga Kyōkai and studied with Ōnchi Kōshirō (1891-1955) and Maekawa Senpan (1888-1960).  Woman In A Snowy Village (1946) 13" x 10" Bertha Lum (1869-1954) - was born in Iowa. Having begun travelling to Japan in 1903, Bertha Lum noticed the decline of the Japanese woodblock print in Japan in the early 20th Century, deciding to take up the medium. Lum began making woodblock prints after learning in Japan from an unknown teacher during her first trip to Japan. Japan, Lafcadio Hearn (1850-1904), and China influenced Bertha Lum's prints. Lum's work focused on these themes through an American lens.  Winter (1909) 8" x 14" Waseda University  - is a private research university located in Tōkyō, Japan. It was established in 1882. Waseda has one of the largest woodblock print databases in the world, and are free to use. More information can be found, here.  Scholten Japanese Art - is a mokuhanga-focused art gallery in midtown Manhattan. René Scholten, an avid collector of the Japanese print, founded it. You can find more info here. Katherine Martin is the managing director of Scholten Japanese Art. Katherine has written extensively for the gallery and conducted lectures about Japanese prints. Her interview with The Unfinished Print can be found, here.  Utagawa Kunisada III (1848–1920) - was a ukiyo-e print designer from the Utagawa school of mokuhanga. Kunisada III's print designs were designed during the transformation of the Edo Period (1603-1868) into the Meiji Period (1868-1912) of Japanese history, where his prints showed the technological, architectural and historical changes in Japan's history.  Kataoka Jūzō I as Hanako from the play Yakko Dōjōji at the Kabuki-za (1906). chūban - 10.4” x 7.5” senjafuda - are the votive slips Claire brings up in her interview. These were hand printed slips pasted by the worshipper onto the Buddhist temple of their choosing. These slips had many different subjects such as ghosts, Buddhist deities, and written characters. Japan Experience has bit of history of senjafuda, here.   Shintomi-za -built in 1660 and also known as the Morita-za was a kabuki theatre located in the Kobiki-chō area of Tokyo, today the Ginza District. It was famous for taking risks with its productions.    Meiji-za - was a kabuki-specific theatre built in 1873 and underwent several name changes until finally being named the Meiji-za in 1893. The theatre continues to this day.    Imperial Theatre - is the first Western theatre to be built in Japan in 1911 and is located in Marunouchi, Chiyoda, Tokyo. It continues to show Western operas and plays.    The John F. Kennedy Center For The Performing Arts - was built in 1971, and named after the 35th President of the United States, John F. Kennedy. The theatre is located in Washington D.C. and hosts many different types of theatre, dance, orchestras and music. More information can be found, here.    The Subscription List - also known as Kanjichō in Japanese, is a kabuki play derived from the noh play Ataka. The modern version of this play was first staged in 1840. It is performed as the 18 Famous Plays as performed by the Danjurō family of actors.     The Subscription List designed by Toyohara Kunichika (1835-1900)   Utagawa Kuniyoshi (1798-1861) - is considered one of the last “masters” of the ukiyo-e genre of Japanese woodblock printmaking. His designs range from landscapes, samurai and Chinese military heroes, as well as using various formats for his designs such as diptychs and triptychs.      Waseda University  - is a private research university located in Tōkyō, Japan. It was established in 1882. Waseda has one of the largest woodblock print databases in the world, and are free to use. More information can be found, here.    Yoshida Hiroshi (1876-1950) - a watercolorist, oil painter, and woodblock printmaker. Is associated with the resurgence of the woodblock print in Japan, and in the West. It was his early relationship with Watanabe Shōzaburō, having his first seven prints printed by the Shōzaburō atelier. This experience made Hiroshi believe that he could hire his own carvers and printers and produce woodblock prints, which he did in 1925.      Kiso River (1927)   Toyohara Chikanobu (1838-1912) - was a painter and designer of mokuhanga. He was a samurai during the final years of the Tokugawa shogunate rule in Japan. As Chikanobu began to look more to art as a living, he studied under Utagawa Kuniyoshi where he learned Western painting and drawing techniques. He also studied under Utagawa Kunisada and Toyohara Kunichika. His print designs were of many different types of themes but Chikanobu is well known for his war prints (sensō-e), kabuki theatre prints, current events and beautiful women.      Enpo- Jidai Kagami (1897)   32 Aspects of Women - is a series of prints designed by Tsukioka Yoshitoshi (1839-1892). It was his first series of bijin-ga designs.    shin hanga - is a style of Japanese woodblock printmaking which began during the end of the ukiyo-e period of Japanese printmaking, in the early 20th Century. Focusing on the foreign demand for “traditional” Japanese imagery and motifs such as castles, bridges, famous landscapes, bamboo forests, to name just a few.  Shin hanga was born in 1915 by Watanabe Shōzaburō (1885-1962) when he found Austrian artist Frtiz Capelari (1884-1950) and commissioned Capelari to design some prints for Watanabe's feldgling printing house . From there shin-hanga evolved into its own distinct “new” style of Japanese woodblock printing. It lasted as this distinct style until its innevitable decline after the Second World War (1939-1945).   Onchi Kōshirō (1891-1955) - originally designing poetry and books Onchi became on of the most I important sōsaku hanga artists and promotor of the medium. His works are saught after today. More info, here.   Composition in Red and Brown (1950) 19" x 15"   Saru Gallery - is a mokuhanga gallery, from ukiyo-e to modern prints, and is located in Uden, The Netherlands. Their website can be found, here.   ukiyo-e - is a multi colour woodblock print generally associated with the Edo Period (1603-1867) of Japan. What began in the 17th Century as prints of only a few colours, evolved into an elaborate system of production and technique into the Meiji Period (1868-1912). With the advent of photography and other forms of printmaking, ukiyo-e as we know it today, ceased production by the late 19th Century.    surimono (摺物)-  are privately commissioned woodblock prints, usually containing specialty techniques such as mica, and blind embossing. Below is Heron and Iris, (ca. 1770's) by Andō Hiroshige (1797-1858). This print is from David Bull's reproduction of that work. You can find more info about that project, here.   Katsushika Hokusai (1760-1849) - is one of the most famous Japanese artists to have ever lived. Hokusai was an illustrator, painter and woodblock print designer. His work can be found on paper, wood, silk, and screen. His woodblock print design for Under The Wave off Kanagawa (ca. 1830-32) is beyond famous. His work, his manga, his woodblocks, his paintings, influence artists from all over the world.     Poem by Sōsei Hōshi, from the series One Hundred Poems Explained by the Nurse. Taishō period (1912–26)s reproduction.    Kitagawa Utamaro (1753-1806) - was a painter and ukiyo-e designer during the Edo Period of Japan. His portraits of women are his most famous designs. After getting into trouble with the shogunate during the early 19th Century with some offensive images of deceased shogun Toyotomi Hideyoshi (1536/37-1598), Utamaro was jailed and passed away shortly after that.    The Courtesan Umegawa and Chubei of the Courier Firm   Tokyo University of the Arts (Geidai) - founded during the merger of the Tokyo Fine Arts School and the Tokyo Music School in 1949, TUA offers Masters's and Doctorate degrees in various subjects such as sculpture, craft and design as well as music and film. It has multiple campuses throughout the Kantō region of Japan. More information regarding the school and its programs can be found here.    Honolulu Museum of Art - dedicated to art and education focusing on arts from around the world and Hawaiian culture itself. More info, here.   Taishō Period  (1912-1926) - a short lived period of Japanese modern history but an important one in world history. This is where the militarism of fascist Japan began to take seed, leading to The Pacific War (1931-1945). More info can be found, here.   Enami Shirō (1901-2000) - was a printmaker who is associated with ephemeral prints such as greeting cards. Also created his own larger format prints during the burgeoning sōsaku hanga movement of the early to mid Twentieth Century.      The Benkei Moat (1931) 12.5" x 9"   Kitano Tsunetomi (1880-1947) - was an illustrator, Nihon-ga painter, carver and print designer. Lived and worked in Osaka where he apprenticed carving with Nishida Suketaro. Founded the Taishō Art Society and the Osaka Art Society. Painted and created prints of beautiful women as well as mokuhanga for magazines such as Dai Osaka. The most famous of his prints and paintings is Sagimusume, The Heron Maiden.        Umekawa - Complete Works of Chikamatsu (1923)   Hamada Josen (1875 - ?) - was a painter and mokuhanga designer and studied with Tomioka Eisen (1864-1905). Designed bijin, shunga,  and landscapes after the Great Kantō Earthquake of 1923. Designed prints for Collection of New Ukiyo-e Style Beauties (1924).     December - Clear Weather After Snow from the series New Ukiyo-e Beauties (1924) 17.50" x 11.12"   Ikeda Shoen (1886-1917) - was a Nihon-ga painter who's paintings also became mokuhanga prints. Her paintings are quite rare because of her early death.      School Girls Going Home (1900) 13" x 9"   Igawa Sengai (1876-1961) - was a painter, illustrator and print designer. After serving in the Russo-Japanese war (1904-1905), he joined the Miyako Shinbun in Nagoya City. Designing prints in the 1926 he designed prints for Collected Prints of the Taishō Earthquake and in the 1930's he designed propaganda prints for the Japanese war effort. His contribution to the 1924 Collection of New Ukiyo-e Style Beauties (1924).     April - Rain of Blossoms (1924) from New Ukiyo-e Beauties.   Asian Art Museum San Fransisco - with over 18,000 pieces of art the Asian Art Museum of San Fransisco has one of the largest collections of Asian art in the United States. More information can be found, here.    Freer Gallery of Art - is a museum within the Smithsonian group of museums in Washington D.C, with a collection of Chinese paintings, Indian sculpture; Islamic painting and metalware; Japanese lacquer; Korean ceramics.    Arthur M. Sackler Gallery - is a museum within the Smithsonian group of museums in Washington D.C. It's collection contains some important Chinese jades and bronzes.    Yoshida Hiroshi: The Outskirts of Agra Number 3 from the series India and Southeast Asia (1932)     Yoshida Hiroshi: Cave of Komagatake from the series Southern Japan Alps (1928)   © Popular Wheat Productions opening and closing musical credit - The Crystal Ship by The Doors from their self-titled album The Doors (1967). Release by Elektra Records.   logo designed and produced by Douglas Batchelor and André Zadorozny  Disclaimer: Please do not reproduce or use anything from this podcast without shooting me an email and getting my express written or verbal consent. I'm friendly :) Слава Українi If you find any issue with something in the show notes please let me know. ***The opinions expressed by guests in The Unfinished Print podcast are not necessarily those of André Zadorozny and of Popular Wheat Productions.***                                    

The Knobs interview Andon Whitehorn, founder of Lantern Manufacturing. Andon has found his way from prestigious culinary establishments to creating his own flavor of pedal effects for guitarists looking for something unique including a tasty double fuzz we put to the test. Hosted by Todd Novak, Tony Dudzik, and Jared Brandon   #guitarpodcast #electricguitar #pedaleffects #pedalfx #theguitarknobs #guitarknobs #guitarinterview #guitaramplifier #guitarpickups #guitarsetup #fuzz #overdrive #reverb #distortion #guitartips  Visit us at theguitarknobs.com Support our show on Patreon.com/theguitarknobs

Social media is coming for you Oprah. Andon is still in love and Mitt Romney is calling it quits. More on fighting the patriarchy and sharing responsibilites. Hosts: Tina Graf and Kerry Lucas Produced by Tina Graf

In this episode Devin and Uriel talk about some of the improvments they made over the past week and the thinking behind each. Some of the improvements include: -Added coolant cancel codes and A axis return to tool break detect program -Made a setup sheet template. I was making more and more errors or omissions as things seemingly continue to accelerate -Ordered three probe halos -Updated probe calibration routines in our SOP's tab with photos and better descriptions -Had date and time of posting added to my post processor -Added a separate operation option in our ERP for softjaws -SMED softjaws -Used a taller insert for the first time, thinking of switching to them -Thinking about moving Kanban to a relational database. Looking at Coda but open to other ideas -Added red and green tape to our replacement tooling -Had Avi out at the shop, to try out some pretty nifty cameras that should trigger Andon lights. Curious to see how these work -Added barcodes to back of new kanban Please join our patreo! https://patreon.com/IncrementalCI Please follow us on Instagram and share your improvements and tag us.www.instagram.com/incrementalci In this podcast we discuss concepts from Lean Manufacturing, the Toyota Production System, and general business management to improve our businesses. Thanks for listening! Please drop us a note with any and all feedback! If you have parts you need machined, reach out to Devin@lichenprecision.com and follow on Instagram www.instagram.com/lichen_mfg If you need CNCed Buckles, check out www.austeremfg.com and follow at on Instagram www.instagram.com/austere_manufacturing

Santos Senen y Abdón fueron dos mártires persas en el tiempo de Decio, cerca del año 250 d.C. y conmemorados el 30 de julio. Se les venera desde fechas tan tempranas como el siglo III, aunque sus Actas, la mayoría escritas antes del siglo IX, contienen muchas declaraciones ficticias sobre la causa y ocasión de su venida a Roma y sobre la naturaleza de sus torturas. Se relata en esas historias que sus cuerpos fueron enterrados por un subdiácono llamado Quirino, y trasladados al reino de Constantinopla, al cementerio pontiano, en la ruta a Porto, cerca de las puertas de Roma. Un fresco encontrado en el sarcófago que supuestamente contiene sus restos los representa recibiendo coronas de parte de Jesucristo. De acuerdo con Martigny, este fresco data del siglo VII. Varias ciudades reclaman tener sus cuerpos, especialmente Florencia y Soissons, pero los Bolandistas indican que sus restos descansan en Roma.

“To build trust, you need to do the right thing, do the best you can, and show people you care. And when you do that, it builds commitment. Trust and commitment are how teams do best and win the most." Michael Foss is a leadership coach and the founder of CoachFoss LLC. In this episode, we discussed the power of leadership principles and positive leadership. Michael started by sharing the important principle of building trust and creating a shared commitment with the people we work with. He then shared what he learned from his time at Amazon and explained why creating leadership principles is important for any company to thrive. Michael also explained the powerful techniques for leading a successful process improvement: creating standard work and using Andon from the Toyota Production System. Towards the end, as a certified trainer, Michael summarized leadership essence of both John Maxwell's Leadership and John Gordon's Power of Positive Leadership. So many leadership insights you can learn just from this summary alone!   Listen out for: Career Journey - [00:04:04] Building Trust - [00:15:35] Creating Standard Work - [00:23:00] Pulling an Andon - [00:26:18] Power of Principles - [00:30:19] Building Shared Commitment - [00:33:18] John Maxwell & Positive Leadership - [00:38:58] Mental Health & Wellbeing - [00:48:34] 4 Tech Lead Wisdom - [00:53:30] _____ Michael Foss's BioMichael is the Founder & CEO for CoachFoss LLC. As a speaker, trainer, and consultant, he is passionate about Finding Optimal Solutions for Success and thrives on inspiring and motivating leaders, teams, and individuals to achieve and sustain transformational success. Michael is certified to train The Power of Positive Leadership & The Power of a Positive Team by Jon Gordon and is an active Executive Program Director John Maxwell Leadership Certified Speaker, Trainer, and Coach. Michael has extensive global experience and success as a logistics and supply chain operations leader, having worked for companies including Walmart, Flexport, CloudSort, Caterpillar, Amazon, Cameron, Weir, and FedEx. Michael is a Fellow, Past President, & IAB chairman of the Institute of Industrial & Systems Engineers (IISE). He earnt his Lean / Six Sigma Black Belt from the University of Villanova and he was awarded the Texas Tech Whitacre College of Engineering Distinguished Engineer's award, one of only 27 industrial engineers ever awarded. Follow Michael: Website – coachfoss.com LinkedIn – linkedin.com/in/coachfoss Instagram – instagram.com/coachfoss11 Linktree – linktr.ee/CoachFoss _____ Our Sponsors Are you looking for a new cool swag? Tech Lead Journal now offers you some swags that you can purchase online. These swags are printed on-demand based on your preference, and will be delivered safely to you all over the world where shipping is available. Check out all the cool swags available by visiting techleadjournal.dev/shop. And don't forget to brag yourself once you receive any of those swags. Like this episode? Show notes & transcript: techleadjournal.dev/episodes/142 Follow @techleadjournal on LinkedIn, Twitter, and Instagram. Buy me a coffee or become a patron.

https://andonmusic.com/ Andon talks about his latest single Love Language, and much more.

In this episode of MultifamilyCollective, I share the process that betters the process. #mikebrewer #multifamilycollective #multifamilymentoring #multifamilycoaching #multifamilypodcast #leadership #OpenAi --- Send in a voice message: https://podcasters.spotify.com/pod/show/mike-brewer/message Support this podcast: https://podcasters.spotify.com/pod/show/mike-brewer/support

We resume our series of the Philosophy of Art.  And, we are going to lean a bit toward some great singer-songwriters that call Chicago home.  Back in the 1960's through the early 1980's, Chicago was a mecca for singer-songwriters.  Great, legendary names like Goodman, Koloc and Prine were part of a scene that attracted crowds and record scouts alike.  Many other great singer-songwriters came after the heyday of the folk scene ebbed, musicians like Tom Dundee, James McCandless, Jamie O'Reilly, Michael Smith to name a few.   These artists may not be as legendary as others, but significant to the contribution to the independent artist-journeyman musician that is part of the city of Big Shoulders.  Enter Andon Davis, a multi-talented musician, songwriter, sideman and luthier.  Raised in downstate Illinois, Davis made Chicago his home and proceeded to blossom on the varied music scene that was Chicago of the 1990's.  Being in several bands, Davis managed to carve a career that has kept him active to this day, not only as a go-to guitarist, but also for his artistry as a luthier.  That skill brings select clients knocking to his door.  Humble and homespun, meet Andon Davis. Support the showWe are always grateful to have you listening to STRUNG OUT. If you like what you are hearing, please reach out to Martin at www.MartinMcCormack.com. There you can see his music, his art and his writings. We deeply appreciate your financial support as well. This link will bring you to Buy Me A Coffee.

Mund të na mbështesni ne Patreon ose BuyMeaCoffee! BuyMeaCoffee: https://www.buymeacoffee.com/buchipod... Patreon: https://www.patreon.com/buchipodcast Facebook: https://www.facebook.com/buchi.podcast Instagram: https://www.instagram.com/buchi_podcast/

Mund të na mbështesni ne Patreon ose BuyMeaCoffee! BuyMeaCoffee: https://www.buymeacoffee.com/buchipod... Patreon: https://www.patreon.com/buchipodcast Facebook: https://www.facebook.com/buchi.podcast Instagram: https://www.instagram.com/buchi_podcast/

When Kendra Regas' son Andon was 5 years old, he had already been dealing with several allergies, including a peanut allergy. That in itself would be plenty for any parent to worry about. Shortly after having his tonsils removed, Andon started wetting the bed. Soon afterward, Kendra booked an appointment to meet with the doctor. After describing the symptoms, the doctor said, “I think I know what it is, but I just hope it's not.” This led to many more tests, including spending 3 days in the hospital until it was confirmed that Kendra's son Andon had Type 1 Diabetes. And with Type 1, this meant that Andon would need insulin for the rest of his life. You'll hear Kendra talk about how managing Type 1 Diabetes with a child and their siblings is like a family disease because it impacts the entire family. Any parent will tell you that kids love to have snacks. But with a child with Type 1 Diabetes, even the type of snack matters. Meals need to be structured at set times, and being aware of who is having a snack and when they're having a snack has its own set of challenges. But you'll also hear how much her family, including Andon's siblings, have embraced the diagnosis. She talks about how they have become advocates for other Type 1 Diabetic kiddos and how much they enjoy teaching others about what a day in their life is all about, which is just heartwarming. Kendra and her family have a beautiful story to share, and I hope you enjoy hearing it as much as I did. Key Takeaways with Kendra Regas How receiving a Type 1 Diabetes diagnosis quickly changed their world. The importance of keeping structured meal times and not eating whenever and whatever they want. Dealing with the amount of attention that Andon receives in comparison to the other kids. The difficulty in managing a child's temptation to have extra snacks or candy. Finding comfort with other groups and families who are managing the same circumstances. The joy in seeing Andon and his siblings advocate for Type 1 Diabetics and their willingness to share and educate other kids their age. Show Notes: Get Full Access to the Show Notes by visiting: MatteasJoy.org/64. Rate & Review If you enjoyed today's episode of The Joy In The Journey, hit the subscribe button on Apple Podcasts, Spotify, Stitcher, or wherever you listen, so future episodes are automatically downloaded directly to your device. You can also help by providing an honest rating & review over on Apple Podcasts. Reviews go a long way in helping us build awareness so that we can impact even more people. THANK YOU!

What is a Help Chain?A Help Chain is a structured, and highly visual, accountability system used to communicate and restore interruptions to flow.Why are Help Chains important?Rational Reason - They ensure that everyone knows when an interruption to flow occurs and who is accountable to restore it.Emotional Reason – Alignment is much easier when restoring flow is identified as an organizational priority, and when addressing interruptions to flow is led in a predetermined, clear, and systematic way.Tangible Reason – Having a Help Chain makes it much easier for organizations to identify and eliminate the root causes of interruptions to flow (downtime). Organizations that apply Help Chains have 50% less downtime than those that do not. How do you use help Chains?Step 1 - Understand the concepts behind Help Chains. Learn about the Visual Workplace by reading Visual Workplace – Visual Thinking by Gwendolyn D. Galsworth & the 5 Pillars of the Visual Workplace by Hiroyuki Hirano.Learn about Andon - https://www.lucidchart.com/blog/guide-to-andon-in-lean-manufacturing.Learn about Reverse Cascades – Avanulo Blue Paper #562 – Everything you need to implement Help Chains - write us at info@tplshow.org.Step 2 - Publish a simple, clear, and relevant definition for downtime (an interruption to flow) for your organization.Step 3 - Identify the Bottleneck and major pinch points in your process that will benefit from Help Chains.Step 4 - Design the Escalation Protocol for your organization.Step 5 - Design and install the Andons for each place that will have a Help Chain.Step 6 - Train everyone in the concept of Help Chains, Your organization's definitions and protocols, and your Andons.Step 7 - Implement the Help Chain System. Practice using it. Adjust as you go.Step 8 - Do a Process Check after 30 days and adjust as appropriate.Step 9 - Schedule and hold a Process Check every quarter.Key ToolsShow Notes and Transcript – https://www.dropbox.com/s/6kyvvs437hkmbfp/Transcript%20for%20Episode%2011%20-%20Help%20Chains%20and%20How%20to%20Use%20Them%20v2.pdf?dl=0 Write us at info@tplshow.org for our free guide - Everything you need to implement Help Chains (Avanulo Blue Paper #562)Book - “Visual Workplace. Visual thinking”, by Gwendolyn GalsworthBook - :”The Five Pillars of the Visual Workplace”, by Hiroyuki HiranoA good, concise article about Andons - https://www.lucidchart.com/blog/guide-to-andon-in-lean-manufacturing

It's Thanksgiving week and Host Taylor Arenz is very grateful for all her listeners!  This past week the Area Playoffs had some exciting games it was everything you would expect from Texas HS Football with overtimes games,  last second scores missed extra points and more!  Taylor caught up with some of the playmakers Godley's Drew Coleman, West Rusk's Andon Mata and San Benito's Fabian Garcia and these athletes gave her all the details of their games. 

Today on Boston Public Radio: We began the show by asking listeners whether the results of the 2022 midterm elections are a sign of the Republican Party's split from former President Donald Trump. Lindsay Andon, Dave Shanahan, and Scott Cousland joined us to talk about Project ComeBack, a local nonprofit that pairs veterans with rescue horses in order to mutually heal. Andon is the founder of Project ComeBack. Shahan is a veteran who spent 9 years in the National Guard and was deployed in Afghanistan. Cousland is a veteran with nearly a decade of serving. Callie Crossley discussed Stacey Abrahams' recent election loss, and shared her thoughts on ongoing legal troubles for both Harvey Weinstein and Alex Jones. Crossley is the host of GBH's Under the Radar. Shirley Leung talked about layoffs at major tech companies, such as Meta and Twitter. Leung is a business columnist for the Boston Globe. Sue O'Connell weighed in on the so-called “Rainbow Wave” in the 2022 midterm elections, with numerous LGBTQ+ candidates winning elections. O'Connell is the co-publisher of Bay Windows and South End News, and contributor to Current on NBC LX and NECN. Tiny Habits joined us for a Live Music Friday at our studios in Brighton. Tiny Habits is Judah Mayowa, Maya Rae, and Cinya Khan. We ended the show by talking with listeners about ditching social media and smartphones for good.

Let's talk about our first reaction to the first three episodes of Andor!  Is this the next best Star Wars show, or is it just another money-grab in a galaxy far, far away?New Episodes Every Week!Support us on Patreon! Get exclusive content! https://www.patreon.com/legionofcc SUBSCRIBE HERE: https://bit.ly/LegionOCCBrett Garwood - Man Behind The Curtain: https://redbagmedia.com/Our totally rad intro music comes from: Alex at Chop.it.up.productionsListen to our Podcast - Legion of Comic Correction - on all major podcasting platforms!Legion Website: legionofcc.comLCC Twitter: https://twitter.com/ComicCorrection LCC Facebook: https://www.facebook.com/LegionofCC LCC Instagram: https://www.instagram.com/legionofcc/Support the show

In this podcast we cover: What is an Andon? When do they use it in manufacturing? What is ours in construction? If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode.  And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 

Hear how to really think about the conversations you're having What if you could see the world through a fresh lens? In today's podcast, I interview Rose Fass, an author, a business executive, and an inspiration to me and to you. Rose has written one book and is on her way with her next one. Her first book, The Chocolate Conversation, focuses on how our conversations become who we are, what we hear, and how we build relationships. Great conversations help us craft clear messages, build a shared worldview, uncover concerns and uncertainties, and help you and others move forward together. As you listen to Rose and her own personal journey, you are going to rethink your own conversations, paying attention to both what you say and what others reflect on your thoughts. Listen in because there is so much to learn! Watch and listen to our conversation here Learning the lesson of resilience from a dandelion Rose tells the story of being a nine-year-old girl, walking home from school with her friends, a bit frustrated like adolescents often are. Her father was a WWII marine and a poet. That day, she saw him picking dandelions out of the lawn. Seeing her, he turned around and smiled and showed her one of the flowers, asking, “Rose, what do you see?” Not knowing what answer he was looking for, she responded, “I don't know Dad. I see a dandelion.” He said, “Yes, but I want you to look deeper and wider. Look beyond the obvious.” Rose asked him: “What do you see?” He paused, looked at her, and said, “I see the end of a long winter. I see the dawning of a new season. I see lovers walking hand in hand exchanging silent expressions of their love. I see children picking these out of the lawns and handing them to their moms.” He went on: “Rose, we, like many homeowners, will use things to take these dandelions out of our lawns, like other weeds. And in their place will come beautiful flowers like irises and tulips and even roses. But the beauty of the dandelion is not in its first expression of spring. It's in the root, because it's resilient. And all of us know that no matter how much we try to get rid of them, they come back double fold.” The message for each one of us is that resilience. As you listen to Rose talk about the work she does with and for her business clients, you will be inspired to respect and expand your own resilience. These are fast-changing times, and resilience, personally and in business, is more essential than ever. Powerful advice for women, those in the C-suite or any leadership role As Rose tells us: How often we think we're having the same conversation — about dark chocolate, for instance — only to be referring to three different things: milk, white or bittersweet varieties. She shows us how to first establish common ground that leads to an effective discourse for addressing relevance, growth and scaling — the three most important issues she sees in business today. Judith Glaser, the great organizational anthropologist and change agent, once told me that all our lives are just conversations — good ones and not so good ones. Rose has amazing insights on this too, and all women in business should pay close attention to her ideas. Searching for your passion and purpose? Start here: Blog: For Women In Business, Now Is The Time To Achieve Your Dreams Podcast: Lisa McLeod—If You Want To Succeed, You Must Find Your Noble Purpose Podcast: Tony Martignetti—Are You Ready To Live A Life Of Inspired Purpose? Additional resources for you My award-winning second book: Rethink: Smashing The Myths of Women in Business My award-winning first book: On the Brink: A Fresh Lens to Take Your Business to New Heights Simon Associates Management Consultants    Read the transcript of our podcast here Andi Simon: Welcome to On the Brink With Andi Simon. Hi, I'm Andi Simon. As you know, I'm a corporate anthropologist, and my job is to help you see, feel and think in new ways. And for our podcast, I go looking for people who can help you do that as well. Our job is to get you off the brink. But unless you can see things through a fresh lens, begin to understand them in a new way, you get stuck, or stalled, or you know what you know, and your brain doesn't really want to change anyhow, thank you very much, please go away. I'm happy where I am. But today, the times are changing. We are in a world that is full of turmoil, everywhere, of all kinds. From COVID, to the Ukraine, to what's going on in corporations, everybody is having a challenging time talking to each other. And so I brought you today a wonderful woman who's going to help you think about the conversations that we're having, and how to turn them into really growth experiences. The whole world is a conversation. We're having a global conversation right now. So today, we have Rose Fass here. Rose and I met fortunately, serendipitously at the Westchester Business Council, where she was presenting an absolutely brilliant presentation. And she's going to share some of those insights with you. It was really so touching. I said, Wow, can I share her with our audience as well? Now, the Westchester Business Council is a marvelous organization. You have no idea how many people I've met there, it's a really cool place. But each time I meet somebody and want to share them, they add some dimension to our day today. Let me tell you a little bit about Rose and then she'll tell you about her own journey. Rose knows, as she says, how to use her unique gift to take a mess and quickly put it in place with effective steps to teach desired outcomes. Interesting, isn't it. So she loves to change as I do, and like me, is a culture change expert. She's a natural facilitator who connects with all types of people at all levels of an organization, from the C-suite to the people closest to the work. She has over 45 years of experience in technology and consumer-based industries. During her career, Rose has opened businesses in the United States, has been a general manager with full P&L responsibility and led major corporate transformations. She was a chief transformation officer at Xerox and she's going to tell you a lot about some of her learnings and why at this point she's ready to help others do all kinds of transformation. These times, they are a-changing as Bob Dylan told us in the 60s. Rose, thank you for being with me today. Rose Fass: Thank you, thank you so much. And it's interesting that whenever I hear my bio, I have to smile a little because I go back to being this little kid in a very small neighborhood with a group of young Italian girls like myself just walking around and trying to figure out what it was that we were going to do when we grew up. So the interesting part about all of this is, I run a company right now called fassforward Consulting Group. And it's probably the culmination of everything I ever did at Xerox. Later I went to Gartner with the now CEO of ServiceNow, Bill McDermott, and then met my colleague and partner there, Gavin McMahon, and we started this about 21 years ago. And I still feel like I'm a student of the subject that I talked about. So I want to bring myself into the room as little Rose, so you know who I am. Then we can decide whether any of us are a big piece of stuff, or we all buy into this world with our brilliance and our muddy shoes. So I used to live in East Utica, New York. That's where I was born, on Ruptor Street, and we had a four-room cold water flat that my dad worked very hard on, kind of getting it to where we would have hot water or mom wouldn't have to boil it on top of the stove. Believe it or not, I'm 72 years old and I can actually think back to those days very fondly. But my claim to fame was I lived down the street from Annette Funicello. All of you young women, she was on the Mouseketeers and we were just all a bunch of Italian girls who could dance and sing and we were all cute. And we just could not understand why Annette got discovered by Walt Disney and ended up in Hollywood and we were left in East Utica. So for many, many days, I walked with a group of Italian girls home, complaining, whining, saying bad things and being green with jealousy. I remember this one day, it was unusual because it was early spring, and if you know anything about upstate New York winters, they're horrible. But the weather was nice and I saw my dad picking dandelions out on the front lawn. I went up to him very quietly, because I just wanted to scoot by. My father was a World War II Marine, a published poet and conversant in all the Romance languages, so he was a very interesting guy. I remember walking by and him saying, Rose, and I halted. I turned around, this little nine-year-old looking at him, and he said, What do you see? And he held up the dandelion. And I thought, Oh, God, I don't want to do this. This philosopher, I don't want to do this. And I said, I don't know Dad, I see a dandelion. And he said, Yes, darling, but I want you to look wider. I want you to look deeper. I want you to look beyond just the dandelion. And he looked at me, and I said, I don't know Dad, what do you see? I think at that point, I had learned how to be very good at rhetorical responses, especially when I didn't have an idea of what to say. I was so down in the dumps that I just didn't have the energy to get into it. I usually did, because I think for my dad I was the one that appreciated poetry and philosophy. So he looked at me and he said, Darling, I see the end of a long winter. I see the dawning of a new season. I see lovers walking hand in hand exchanging silence. I see children picking these out of the lawns and handing them to their moms to put them in juice glasses on the sills as a means of saying I love you. And I looked at him. And I said, you see a lot, Dad. And he said, Rose, soon this dandelion, this beautiful expression of spring is going to become a weed, and we like many homeowners are going to go to the nurseries and we're going to get the stuff that will take it out of the lawn because we want to rid ourselves of this one beautiful expression of spring that's now an ugly reminder of cleaning up the yard. And I looked at him. He said, Because soon honey, the beautiful flowers are going to come along, the irises, the tulips, and yes, even the roses. But the beauty of the dandelion is not in its first expression of spring, it's in the root, because it's resilient. And all of us know that no matter how much we hack at them next year, they come back double fold. We named you Rose, but roses are fragile. In your heart, you need to be a dandelion. That is my signature story. I remember that day of standing there on that little patch of lawn and crying in the arms of the Marine and in the arms of the poet. And for whatever reason, letting it all out and feeling like I may be enough. I didn't think I was but maybe I'm enough. And I think we women struggle with that. And so for the rest of my journey, I have reminded myself that we get kicked around, and we get hacked at. And we just have to be resilient. And so today, I think that's probably more true than ever. And it has held me together for many, many years. Andi, so I want you know who I really am, the little rose, the woman who became who she is today, and that I am a combination of all of those beautiful moments when you learn through pain. Andi Simon: Now, by saying that, I guess I visualized that scene with your father was exhilarating, maybe painful. But he was imparting to you wisdom that's really hard to come by otherwise. Who else would you trust to listen to that way? So you may have cried but I have a hunch he had a long term impact on the way you see the world. It's all of the implications and the meaning that it has. Am I right? Rose Fass: The Marine, unlike the philosopher, said, one rule for my two brothers and me was to be up by 0600, ready for company. Every day of my life, I am out of bed by six o'clock and I get dressed no matter where I'm going. My hair is combed. I've showered and am presentable and so are my brothers. And in his mind, it was the "ready for company" meant a lot of things. Were you ready to be gracious? Were you ready to be approachable? Were you ready to be aware, conscious, willing to help? All those things culminated in that one little statement: be up at 0600 and ready for company. And I've kind of never forgotten that. Today, with people working remotely, I noticed they get on the camera, and oftentimes, they'll take the camera off because they're not camera ready or they're even in sweat pants, and they're looking draggy. And when you don't feel good about yourself, it's hard to feel good about life. Yes, and we're living in a time when I think more than ever we have to bring our best selves to whatever we're doing. Because it's going to get harder before it gets easier. I really believe that. Andi Simon: You're making the important point about our best selves. And I want you to talk a little bit about the career that you had because we could stay on your lessons learned in your youth a lot. But the best self is a very interesting concept. We are working with a lot of women as coaches, and they are successful, but not happy. They have a position or are partner in a firm. They've got degrees, are financially successful and they're asking, Isn't there more? We talk a lot about who am I? What's my purpose? What's my best self? So a little bit more about as you got into your career, you began to carve out an area around transformation. Sounds like your father became living in these companies a little bit further.  Rose Fass: By the way, Andi, you talk about youth. I often relate to men in the work that I do. I tell them there's no more important person in a young woman's life than their father. Mom plays a role but Father gives them the sense of validation and approval of who they are as women. And I think that's critical, just as mothers help their sons become more approachable and more yin and yang. So for me, my early career after I got out of Boston University, I started at Saks Fifth Avenue in an executive training program, and I had two mentors. I had Jan Edelstein, God rest her soul. She was very gypsy-ish, wore all these crazy skirts and crazy glasses and lots of bangles. But knew Judith Leiber, Bottega, every possible fashion brand you can think of in accessories. I was her assistant and I was also assistant to the blouse buyer, who was Miss Janet. And I'm not kidding. Little bow, little glasses like a librarian, always in the black pencil skirt, white blouse, buttoned to the teeth. They could not have been more different. Jan told me to have to learn how to be creative and every bit of data and information you need to make good sound decisions. But let that be one data point that I want you to go with your gut when you feel you know how your experience is and how something speaks to you. Then I went up toJudith and she taught me the process. And it was so procedural. I remember taking an inventory where every single blouse had to be counted. And in those days, these departments were massive. And I walked around and I was spinning. And I was trying to take a few little shortcuts. And she said to me, Miss Maysa (my maiden name), and I said, Yes. She said, You are not to take shortcuts. You will one day take shortcuts but that will be after you learn the long way home, and I'm going to teach you a long way home. The unique part about this was that Jan and Judith were really good friends. They could not have been more different. But they understood each other in their own way. And neither of them really took shortcuts. Most of them understood what it meant to take a long way home. Years later, working with young people and trying to get them to understand that there are steps to getting to an outcome that doesn't just happen because you wish it so, I would say to them, you are taking shortcuts. You can't do that either. You learn the long way home. And here's the long way. It's like doing math in classes, you do the long version, and then you can get to the quick answer. So for me, my whole career has been pretty much about working in data areas that required both my gut and my ability to be disciplined. Andi Simon: Very interesting. I grew up in the retail business. I was supposed to take over our family firm. A very big store in Manhattan, a department store in the old family for a model. And I was being trained to take it over. As I'm listening to you, I vividly remember trips to the market with my grandmother and my mother to go buy. I remember saying to my grandmother, How do you know what to buy? She said, "Well, Andrea," (I remember her voice so well) and she said to me, "1/3 will sell full price, 1/3 will sell on sale, and 1/3 will walk out the door. Now if we're good, we'll have enough money coming out of that to pay bills and do it again." And that's my vivid memory. I'm being taught that. I remember putting blouses on the hangers. You were counting the blouses. I was putting them on the hangers with Leo in the basement. Rose Fass: Oh, yeah. Oh, yeah. We did it all. I remember Judy Garland coming in to buy a Rosanna sweater. Oh, no, I'm really dating myself here. But Rosanna sweaters were weaved in such a way that it was a staple in every woman's closet. And in those days, believe it or not, women wanted to be a size 12. They wanted to be curvy, and terrific. So she came in emaciated. And she insisted on the size 12 sweater and I thought, You need a size 6. We didn't have 2s and 4s and zeros. Six was the smallest size back then. So ladies, we actually did get to eat. She insisted. And then she called in my department manager and she said, I want to talk to her boss. And I'm like, Oh my God. And the whole thing was, you give her what she wants. She's a size 12 and in her mind she's that size. Well, later, I got a call from upstairs. They said, Wrap all of Ms. Garland's things up and we'll send them over to the hotel. And that was the end of the conversation. And I learned that being technically right wasn't necessarily socially effective. When I later put together the technical, social and political spheres, which are a big part of the book that I've written, called The Chocolate Conversation, and the book I'm writing now, The Leadership Conversation, making bold changes one conversation at a time. We live in this technically right space where we have the facts, we know what we're doing, we're going to say it the way we're going to say it, but sometimes we have to socially adjust to what a person is capable of experiencing in that moment. And getting somebody there by connecting with them, not through facts and through your technical expertise, but through that human connection, and then ultimately positioning it in a way that they feel like they came out of this a winner. Andi Simon: Being an anthropologist, my affection is with understanding women and people. We really intuitively watch what goes on and observe and listen. People can't really tell you what they're doing, to your point. And when you look at data that has no meaning out of context, I still hear my anthro 101 professor saying to me, There is no data that does not explain, does not exist out of context. Their meaning is set into the context. But the other thing that we've learned is that people decide with the heart, the gut, the eyes, and then the data in the brain begins to operate. And that means we have to experience each other. We've got to feel each other. We really don't know what it means. The reason I love my podcast to be video or audio is people see differently. But as you're thinking about it, the first book and the second book you're writing now are all about conversations. They are about your passion. Same thing. Rose Fass: I think for me, Andi, you put it perfectly. One of my dearest friends that I got to know when I first started at Xerox, then went to Palo Alto Research and then later came with her to Gartner and that my early days at fassforward, was an anthropologist, and I just loved Susan because she always said that to me. She said, Rose, there's their side, this side and somewhere in there there's the truth. And then there's the person who's observing the truth. We had a gig with Estée Lauder where they wanted to know what was important to women around mascara. And Susan just sat on trains and watched people put it on. And I was like, Oh my God. And she goes, Well, what's important to you? I said, Well, at night, when I want to give myself a refresh, you have to take it all off because it clumps when you put it all back on again. And later, they came out with a conditioner that you could literally put over a mascara and then put it on and we were part of that pattern. All in the conversations with women about what was important conversations. For me, the first and the most important one is the one you have with yourself. Yes. What's that conversation that's going on in your head? What's your head telling you? What have you done that maybe was right or wrong? So I'm going to take a little moment here. I have a colleague that works for me here, Liz works with me. And I adore her and she happens to live nearby. She put her car in park and realized she had forgotten two presents in the house. She left the dog in the car, her handbag, and just quickly, 30 seconds, ran to the apartment, grabbed this stuff, got back and the handbag was gone. And she beat herself up about that for three straight days in a row. "But I only left for 30 seconds." "But I only did"...is what we do to ourselves. We beat ourselves up over the mistakes that we made. And we don't celebrate the fact that we've learned something. You're parked by a bus stop, someone's riding a bus, so they're not doing as well as maybe you are in the car. They get out. They see an open door, they grab a handbag because it's something to get them by for whatever period of time. And whatever karma was involved in what you owed that individual from some other life, maybe it got taken care of at that moment. And no mistake, let's not worry about it. Let's not get ourselves all worked up. Yes, it's disturbing but at the end of the day, we are going to make mistakes. Our victories will keep us buoyant in life, but our mistakes are what are going to teach us in life. I really believe that. Andi Simon: Oh, I agree. I agree. Yeah, I'd like to add to that, that Liz had a damaged self. One of the things that we often say is, flip it around and begin to express. I think what you're saying is gratitude, what do we do, because it changes the whole, and we manage our minds, the mind does exactly what it thinks you want it to do. When you understand that you can be unhappy, or you can have a lesson learned, I'm grateful she showed me, I will never do that again. Right. I learned that the little time I took was really unnecessary to do it that way. I mean, all the things that turn negative lemons into lemonade, right out of that building that story. It's a little like your dad with his dandelion, and your answer, It's a dandelion, and he said, Push, go further. And so to your point, that self care that we need, and that self awareness comes from taking every experience and turning into something else. Rose Fass: Because nobody's perfect out there. I don't trust perfect people. I learned that in my first book. I think we're all a little messy. I kind of feel this way very strongly. I look at Golda Meir, and I think of what she went through when she became Prime Minister. And it was messy. But what an incredible character, right? Gandhi was messy. A lot of these incredible leaders that we knew about. Winston Churchill never got out of bed sober. Very messy guy. But leadership is messy. And if you are willing to take that on, you can obviously do something uniquely different in the world. I look at Steven Jobs as one of the great leaders of our time in innovation, not so much in leadership, but in innovation. And at the end of his life, he finally came to grips with the fact that I've lived this incredible life, but it's coming to a much shorter halt than I had anticipated. And yet he was very messy.  What I say to people in management is, it's something you can plan for. It's the management of work, it's the management of plans. It's all about the stuff that we get to look ahead and do but leadership happens in the moment. It happens when Rosa Parks gives up her seat on the bus. It happens when, at the worst moment in your life, you are going to have to have the courage to do something that you otherwise would be terrified to do. And yet you do it. That's leadership in the moment. We don't get to plan for that. And if we can accept the fact, as I said earlier, that we come into this world with our brilliance and our muddy shoes, and that life is messy, that we can't expect perfection, and we can't hold ourselves accountable to perfection, then we can do what we need to do as all individuals and just progress, one conversation at a time. And I do believe we're in a conversation right now. And we have had very different backgrounds, and yet some very common ground, both started our careers in retail. You went on to become an anthropologist. I got to work with one for a long time that I thoroughly enjoyed. I've taken my business career to heights I never dreamed I would be at. And I have the opportunity to work with C-level executives. And when they ask me how I think I know or why it is what I'm saying, I go, It's easy. I'm 72. I'm at least 20 years older than you and I made every damn mistake that I could possibly make up to this point. And I'm still making them. So I'm saving you the benefit of that. And in the book, it's a book of stories. It's a book of stories about different leaders, different experiences, my journey as a young woman to my business career, and all the different ways in which we sabotage what we are capable of. That phrase that came out very popular a few years back: Don't go there. I absolutely hated it, Andi. I'd be like, I'm packed and ready to go. I don't want someone to tell me, Don't go there. That means this conversation isn't safe, let's not have it. The conversation is as safe as you choose to make it if you can have a civil discourse. And so I have a chapter in the first book, Go there. Find a way to go there. So many times when you bring up the fact that women are unhappy in their current roles is because they have not expressed what they're distressed about. It's like Cassandra, Greek tragedy, the voice is trying to come out. And it's not. And we have to make ourselves known. And I don't mean in an alfa, overly feministic way, but to be real, to come out and say, look, this isn't working for me. I need other things. And today, these people in big positions within corporations, whether they're women or men, are willing to listen. They don't want the erosion of their diverse employees. They don't want that. They want you to stay. So if ever there's a time to express yourself, using the right way to speak. Andi Simon: So let's stay on that. This is a new book that Rose is working on for our listeners. She has a first book. Did you call it The Chocolate Conversation? Rose Fass: Yes, The Chocolate Conversation. Andi Simon: Yes, I do love chocolate. But The Chocolate Conversation has now led to a whole new book. What we're talking about is conversation. All of life is conversation. Yes, Lazer, the late organizational anthropologist, wrote great stuff about conversational intelligence and the power of we. And what we've learned from the neurosciences is that when you say in a conversation, the neurosciences, the brain goes, Ooh, run away. The amygdala hijacks it, it flees it, the cortisol said, This is going to be painful. Don't hang around, off you go. But when you say, We, the we brings out all kinds of good oxytocin or wonderful hormones that say, Oh, let's bond. This is the love that we feel. You, Rose, tell us about the book you're writing. Rose Fass: Well, it's a book of conversations. It's a book of conversations with myself with others. I think what you said earlier, I really care that somebody gets heard and gets acknowledged. I remember facilitating a very large group of different cultural people from Latin America, Portugal. People that were there from France. And we had these earphones on, because they were getting translated into English. And at the same time, we were facilitating all these different languages. There was this one little Portugese guy and he stood up and he was trying to explain something to his boss. And it was completely misinterpreted. One of the things that I call the chocolate conversation is just talking, right?, and the boss got very annoyed, and I said, Stop for a minute. And I kind of took off my earphones and I said, Can you just translate for me? Yes. And I said, this is what I think I heard you say, and he was, Si, si, si. And I said to him, And so I translated and took the whole thing, and I brought it back. And in that moment, there was such a relief. And I thought to myself, I teared up, because in my heart of hearts, the worst thing in the world is when you're standing there trying to express yourself in another language even, and someone is just not getting what you're saying. And completely misinterpreting, because we spend more time on our own point of view than trying to understand what it is that you're saying. So I think today, in business, we've got to start listening to people at the front of the business, the ones that are closest to the customers, it doesn't matter what age someone is, there's truth that is worth listening to. I feel that this is the last value added space right now because our institutions have failed us. People are looking at journalism, and they're saying, Where is it? Where is the unbiased truth? We're getting nothing but opinion and vitriol conversations. The public stage has become a boxing ring. Everybody is walking around that whole term of psychological safety. When I hear it, I think, Oh, my God, it sounds so clinical. What it really means is, Can I be comfortable here? Can I be in my own skin? Can I wake up in the morning and feel like it's going to be okay? And I think we owe that to each other. I think we need to become more human. We need to provide that peace of mind to our children, to our friends, to our family as much as we can. And we need to find a spiritual essence in all of us. And this has nothing to do with religion. It has everything to do with who are we, why are we here? It's not just about the momentary little things that we go through. It's really bigger than that. And so my books are about how do you have conversations that are inclusive, that shift people's points of view from a worldview they're stuck in, establish new standards, a lie, some concerns. The Chocolate Conversation is about worldviews, standards and concerns. The new book is about being bold with your conversation, saying what you mean, not what you think people want to hear but doing it in a way that you can get your point across in a loving and caring and compassionate way such that people feel touched. You saw me at the Westchester Business Council. I showed that wonderful little film of Mary Jackson, NASA engineer. And those of you who have seen Hidden Figures know what I'm talking about in the film. This was a woman who needed to go to a school to get an engineering degree so she could become a NASA engineer. She's brilliant. But she was a woman of color. Walking in at a time when the level of bias against people of color was so serious. And if she had gone up against that judge with hatred, resentment, vitriol, about something that was totally unfair, she would have been right. But she never would have been effective. But she went to that judge with a different heart, and she found common ground. You've been first in a lot of places. I need to be first going to that school, we can have this in common. And I shared that at the Business Council because that to me, was the combination of one of the better conversations I've been exposed to. Andi Simon: You have a passion and a purpose. You really do want to see change happen, and how we get along, how we listen to each other, how we learn from each other. And there's something more here in your life journey that really is transformational. You see that it's a time where we have to not simply accept the way we are but begin to change the way we go. I'm anxious to hear if you have any message in your little toolkit here to share or some ideas about how we can begin to multiply. A podcast is a podcast, but my whole purpose in life is to multiply it so that people take it and share it. And in the process, learn something they can actually do with it. Rose Fass: So I think one of the things that's helped me a lot, and I can't take credit for it, was given to me by a wonderful professor at MIT that I happen to be in touch with. When you want to have a conversation, particularly one that may have a little conflict associated with it, have the meta conversation, the conversation about the conversation, get permission to have it. That was very helpful to me, because I would be, Are you open to an alternative point of view? And yes, even if it's going to be very different from the one that you have. Yes. Do you mean it? Yes, I mean, okay, I'm going to take a risk here, and say something that really flies in the face of your experience, your lived experience, and what you've just shared with me, and I just want you to consider it. I don't want you to agree with me, I just want you to consider it. And that's helped me a lot to be able to have that kind of conversation. And I'll do it often with a CEO. And they're like, Okay, and they take a breath. I think also, when I'm getting feedback, I don't know about you, Andi, but I still lose, if it's not going to be good. You know, I still have that. And what I've learned from my years here is to stop feeling that I'm going to feel it initially no matter what I do, but to step back from it and say, this is just a data point. Not defining my entire persona. It's not defining my past, my future, my present. It's a data point. Let me take it in. Let me think about it. Let me try to get myself back centered. I think staying in the present, very important, stays in the conversation you're having, not the one you're tying yourself to. And you know, having a conversation is not waiting for your time to speak. Andi Simon: Well, these are important points. And as the listener is taking their notes, as I know you often do, there's some lessons here about navigating interpersonal relationships, having a permission conversation before you have the conversation levels the playing field. It's not adversarial, it's communication. It's sharing, it's a we, in a sense, it's that what Glaser spoke about, which opens your mind up to something I'm going to enjoy as opposed to flee in some fashion. The second thing is that as you're going through this, I learned a long time ago to say something like, It sounds like you are upset about something. And if I put it into their zone, it becomes a conversation of listening, as opposed to having a point of view about it. And I would say to my staff, I was an EVP of a bank, and I had lots of folks, and I would learn that and practice it because I didn't want to jump to any conclusions. It was easy to become a command and control leader, but I was very engaging. And I said, Sounds like you're having some difficulty with your manager? No, I see. Well, it sounds like you're unhappy with your job. I mean, you can really watch the responses come back as long as I kept it in their zone, as opposed to trying to take charge of it. And then my third point is that I often ask people, Yur feedback point is really important. I teach a Leadership Academy. And we teach feedback. Because every conversation is feedback. It's in the feedback loop. And I say to people, If you really want to get the right feedback, say to somebody, What's one thing you would like me to do differently? You'd be amazed at how interesting that goes. Rose Fass: Yes. Great question. Wonderful question. And most people are afraid to ask it. And afraid to hear, afraid to ask it and they're afraid to because they're afraid to hear it. Very often, and you may have found this too Andi, if you say to someone, I sense that you're upset about something, they might feel like, Oh, are you threatening me? But it's more along the line of just sort of stepping back from it and saying, you know, we all have concerns. Yeah, I know I have them. What might be one of your concerns? What are you feeling right now? What do you like about what you do? And what are the things that you could change if you had a magic wand? And you could just change this one thing? What might that be? Just giving people a chance to step outside of themselves and de-personalize a little. Sometimes if we can step out of ourselves. This is another anthropological method that Susan taught me: stand outside of yourself, just observe it. And it was a hard thing to learn to do. But it's an extraordinarily freeing. When you can sort of step outside, say what's really bothering me. Why am I so stressed about this? And we're going to be stressed, these are stressful times. I really felt bad about that poor tennis player, devoted to his healthy body, he's not anti-vax. He's come right out and said it, I'm not anti vaccinating, I just don't want to put any foreign things into my body. Now, whatever side of the argument you're on, the newscasters kept trying to pin him as an anti-vax. And he's the sweetest guy. And there's a sweetness about him. And I said, You know, he's probably a health nut. He believes in alternative medication. Have we tried to understand his point of view? Are we just throwing this out at him that he's now part of the anti-vaxx movement now? Andi Simon: But Rose, we have to wrap up, as much fun as we are having. It's really an honor and a privilege. We have a brilliant woman, Rose Fass. I want her to give you one or two things she doesn't want you to forget because we often remember the ending more than the beginning. Although her dandelion story is one that you're gonna hold on to. Some things Rose you want to leave with us. Rose Fass: Remember that everybody, everybody piles in with their brilliance and their muddy shoes. Take that away, nobody's perfect. That's something I want you to take away. The second thing is, remember the conversation you're having with yourself. That's the single most important conversation because that's the one that's going to shape the conversations you have with others. And when you do have a conversation with someone else, think about the context. You're in the social connection you need to make, how things need to be positioned. And think about having the conversation about the conversation before you jump right in. That would be the three things that I would say. And my dandelions story is just if you're another we'd be happy to have you in the field. Andi Simon: This has been such fun. So we have had Rose Fass here.  If they want to reach you, where can they do that? Rose Fass: They can do it at hello@fastforward.com. And I'm on LinkedIn, Rose Fass. Andi Simon: Yes, everybody's on LinkedIn. Thank you LinkedIn, it's a great place to find the world. Now, for my listeners. Thank you for coming. As always, our audience is wonderful. Rose has given you some great insights today about all kinds of things: not only growing up, but also really becoming who we are, listening to our conversations about who we are, and also finding a path to where we find purpose and passion. It comes down to conversations. All conversations are there. That's how we survive. Then the question is, who are we having conversations with and what are we listening to, and listening has become real important. Thank you for coming to our podcast. As you know, we're ranked in the top 5% of global podcasts, which is truly an honor and a privilege. It's wonderful. And I bring on guests who I think have ideas they want to share with you. My books are available on Amazon, Barnes and Noble and your local bookseller. My Rethink: Smashing The Myths of Women in Business, Rose could have been in there. And I have the stories of 11 women who have smashed the myths. They didn't listen to people who said, Oh, you shouldn't, and you can't and no, we don't, because they said, Of course we can. And they are really great role models for other women. AndOn the Brink: A Fresh Lens to Take Your Business to New Heights is about how a little anthropology can help your business grow. And as you know, we spend a lot of time consulting with clients and helping them see, feel and think in new ways like you.

In this episode of MultifamilyCollective, we discuss stopping production. #multifamily, #multifamilycollective #multifamilypodcast, #mikebrewer, #leadership --- Send in a voice message: https://anchor.fm/mike-brewer/message Support this podcast: https://anchor.fm/mike-brewer/support

Why are teachers EXCELLENT entrepreneurs? Why is starting and building a business a perfect match for teaching skills? And magic? What??! This week on the Teachers in Business podcast my guest, former ELA teacher and now AMAZING life and business Stacey Andon and I talk about ALL the reasons why owning a business is a GREAT fit for teachers. We share our own experiences at making this transition ourselves - the things that helped AND the places we've gotten in our own ways on the way to business success! 

andon is such a strong tool but it has taken Toyota to it's leadership position and six sigma.

Avery Andon - Gallery Owner and Artist Manager Avery is known for a variety of ventures - most notably his gallery ArtLife (which sells Blue Chip artwork online) and managing his brother and artist Alec Monopoly. Finding success in both, he now has turned his attention to NFT's, and his new platform ArtGrails.   IG @AveryAndon

Podcast del Real Madrid en el cual empezamos la Liga de la mejor forma posible, con una victoria por 0-3 en el campo del Deportivo. Los de Zidane fueron muy superiores en todo momento y lograron un triunfo más que aseado para comenzar el torneo de la misma forma en la que lo dejaron, ganando. Comentamos como el Real Madrid arrancó la Liga en Riazor al estilo del primer tiempo ante el Barcelona en la vuelta de la Supercopa, es decir, teniendo el balón, arrinconando a su rival desde el inicio, y buscando marcar diferencias tempranas. Los de Zidane querían ser el típico boxeador que marca terreno desde el inicio. Hablamos aunque pudiera sonar extraño, como las dos primeras ocasiones del encuentro las tuvo…el Deportivo. Fue el mismo jugador, el típico ‘buscavidas' de equipo de media tabla, en este caso Andon, el que puso a prueba a Keylor Navas después de que el Madrid hubiera salido como una bestia. El portero de Costa Rica frenó un primer lanzamiento cruzado dentro del área y, poco después, tras un agujero notorio en la espalda de Sergio Ramos, el ‘tico' se hizo grande para evitar que el remate en uno contra uno del delantero gallego terminara en la red. Señalamos como Gareth Bale, que no había logrado marcar en este curso, puso su firma al primer gol liguero del Real Madrid 2017-18. El galés aprovechó un remate algo mordido de Benzema, que previamente había rechazado de forma defectuosa el portero local, Rubén, para empujar a puerta vacía el 0-1 de los blancos en Riazor. Hacemos hincapié de con el Deportivo acusando el golpe, el Real Madrid hizo la brecha aún más grande apenas seis minutos después de haber abierto la lata. Una larga jugada de pases de los de Zidane acabó con el cuero en la banda izquierda, hábitat natural de Marcelo. El centro del brasileño al segundo palo, con la suficiente fuerza como para que nadie lo despejara, encontró la llegada de Casemiro que, mejor colocado que nadie, sólo tuvo que poner el pie y festejar el 0-2. El Real Madrid tenía el partido controlado pero con un resultado de dos goles de ventaja siempre se suele tener la duda de si un gol rival, al final, te puede generar peligro. Por eso, la opción de marcar el tercer tanto era poco menos que necesaria para evitar cualquier posible alteración no deseada de los ritmos del partido. En este sentido, uno de los jugadores más fiables del continente, Kroos, iba a ser el encargado de poner el 0-3 después de una jugada rápida que finalizó el germano con un buen golpeo llegando desde atrás. Señalamos y debatimos sobre el penalti de Carvajal y como finalmente no fue gol. Ahí el Deportivo despertó de forma definitiva de su posible sueño para arañar algún punto del partido. La autoridad del Real Madrid fue tal durante el partido que no necesitó pisar el acelerador para golear a su oponente. Zidane tuvo tiempo para darle minutos a Marcos Llorente. Los minutos finales del partido le sirvieron a Keylor Navas para reivindicar su papel protagonista en el partido. El portero blanco consiguió despejar un penalti lanzado por Andone. Debatimos si fue justa o no la expulsión de Ramos por doble cartulina amarilla. Comentamos sobre las declaraciones de Zidane sobre las salidas y entradas del equipo haciendo hincapié en el jugador Kylian Mbappé. Al final, los blancos se impusieron en Riazor por 0-3 y vuelven a la competición de la misma forma en la que la dejaron hace unos meses, ganando. Todo esto y mucho mas en un solo click con estos Cracks: @Tonyladuodecima @JuangLeaniz @frank_chesquis @elmozo7 @LosSublimes Nos podéis seguir en: www.meritocraciablanca.com Twitter & Facebook: @MeritoRMCF Grupazo en Telegram: Meritocracia Blanca Instagram: @Meritocracia Suscribete GRATIS en nuestro canal de Ivoox: Meritocracia Blanca. *Meritocracia Blanca no se hace responsable de la opinión de sus colaboradores.

The AIB crew starts this week's episode by visiting THE 'Ancient Email' that started James and Kevin's business partner. Which leads into the celebration of the WP Ninjas transitioning Jon from part-time, to the newest member of their salaried roster. They then briefly (in proper AIB jokingly-awkward fashion) segway into emotions and being/not being in touch with them. Our Favorite Things: Productivity tips, tools, and hacks. Compartmentalization Separating your concerns. Bear Notes Noteshelf Basecamp Omnifocus TextExpander The value of good ol'pen and paper "Thoughts untangle themselves through the lips and the finger tips." SnagIt SmarterQueue Analyze when you're most productive. Be mindful of your time. PhpStorm IDE Codetree The crew topic breaks with Kenny "gratefully" delivering this week's sponsor, Chevrolet, and the Chevy Volt. Business Processes, Systems, and Productivity: Implementing a support 'Andon' system. What it is, why it matters, why you need it. Measure the health of process flow. Support will be with you always. 24/7 support is NOT healthy. You team cannot be effective with that philosophy. On implementing process. Preparing for the probable and the unlikely. Never 100% trust forecasts. Treat your data with a grain of salt. Acknowledge trends and react to them. Why James enforces and lives his "no one left behind" mentality.