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As No. 4 Clemson and No. 9 LSU prepare to face off, we discuss with Tim Bourret the significance of the Death Valley matchup. Plus, Will Vandervort joins the show.
Wraz z cyfryzacją naszej gospodarki cała instytucja własności się zmienia. Staje się słabsza, bo przejmuje cechy własności intelektualnej - trudność kontrolowania, nieostrość granic, problemy z egzekwowaniem. To nie jest ani dobry, ani zły trend - to po prostu nowa rzeczywistość, do której musimy się przystosować. Wydaje mi się, że kluczowe jest zrozumienie tej zmiany zanim ... Artykuł WN 086 Tajemnice własności intelektualnej pochodzi z serwisu Bartłomiej Biga.
"Crónicas Lunares di Sun" es un podcast cultural presentado por Irving Sun, que abarca una variedad de temas, desde la literatura y análisis de libros hasta discusiones sobre actualidad y personajes históricos. Se difunde en múltiples plataformas como Ivoox, Apple Podcast, Spotify y YouTube, donde también ofrece contenido en video, incluyendo reflexiones sobre temas como la meditación y la filosofía teosófica. Los episodios exploran textos y conceptos complejos, buscando fomentar la reflexión y el autoconocimiento entre su audiencia, los "Lunares", quienes pueden interactuar y apoyar el programa a través de comentarios, redes sociales y donaciones. AVISO LEGAL: Los cuentos, poemas, fragmentos de novelas, ensayos y todo contenido literario que aparece en Crónicas Lunares di Sun podrían estar protegidos por derecho de autor (copyright). Si por alguna razón los propietarios no están conformes con el uso de ellos por favor escribirnos al correo electrónico cronicaslunares.sun@hotmail.com y nos encargaremos de borrarlo inmediatamente. Si te gusta lo que escuchas y deseas apoyarnos puedes dejar tu donación en PayPal, ahí nos encuentras como @IrvingSun https://paypal.me/IrvingSun?country.x=MX&locale.x=es_XC Síguenos en: Telegram: Crónicas Lunares di Sun Crónicas Lunares di Sun - YouTube https://t.me/joinchat/QFjDxu9fqR8uf3eR https://www.facebook.com/cronicalunar/?modal=admin_todo_tour Crónicas Lunares (@cronicaslunares.sun) • Fotos y videos de Instagram https://twitter.com/isun_g1 https://www.google.com/podcasts?feed=aHR0cHM6Ly9hbmNob3IuZm0vcy9lODVmOWY0L3BvZGNhc3QvcnNz https://open.spotify.com/show/4x2gFdKw3FeoaAORteQomp https://mx.ivoox.com/es/s_p2_759303_1.html https://tunein.com/user/gnivrinavi/favorites
Dlaczego osoby o przekonaniach liberalnych i konserwatywnych patrzą z takim niepokojem na to, co dzieje się z własnością prywatną? Może wydawać się, że to odległa od nas kwestia teoretyczna, ale w rzeczywistości ma fundamentalne znaczenie dla tego, jak będzie wyglądała nasza gospodarka w najbliższych latach. Co się zmienia? Otóż coraz częściej nie trzeba być właścicielem ... Artykuł WN 085 Własność prywatna pod obstrzałem pochodzi z serwisu Bartłomiej Biga.
Audio, spa_t_rav_2025-07-11_lesson_keshor-le-ol-ve-kehamor-le-masa_n1_p3. Lesson_part :: Daily_lesson 1 :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga»
Audio, spa_t_norav_2025-07-11_lesson_keshor-le-ol-ve-kehamor-le-masa_n2_p1. Lesson_part :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga» :: Daily_lesson 2
Video, spa_t_rav_2025-07-11_lesson_keshor-le-ol-ve-kehamor-le-masa_n1_p3. Lesson_part :: Daily_lesson 1 :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga»
Video, spa_t_norav_2025-07-11_lesson_keshor-le-ol-ve-kehamor-le-masa_n2_p1. Lesson_part :: Daily_lesson 2 :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga»
Video, spa_t_rav_2025-07-11_lesson_keshor-le-ol-ve-kehamor-le-masa_n1_p3. Lesson_part :: Daily_lesson 1 :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga»
Video, spa_t_norav_2025-07-11_lesson_keshor-le-ol-ve-kehamor-le-masa_n2_p1. Lesson_part :: Daily_lesson 2 :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga»
Audio, spa_t_norav_2025-07-11_lesson_keshor-le-ol-ve-kehamor-le-masa_n2_p1. Lesson_part :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga» :: Daily_lesson 2
Audio, spa_t_rav_2025-07-11_lesson_keshor-le-ol-ve-kehamor-le-masa_n1_p3. Lesson_part :: Daily_lesson 1 :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga»
Audio, spa_t_rav_2025-07-09_lesson_keshor-le-ol-ve-kehamor-le-masa_n1_p3. Lesson_part :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga» :: Daily_lesson 1
Audio, spa_t_norav_2025-07-09_lesson_keshor-le-ol-ve-kehamor-le-masa_n2_p1. Lesson_part :: Daily_lesson 2 :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga»
Video, spa_t_norav_2025-07-09_lesson_keshor-le-ol-ve-kehamor-le-masa_n2_p1. Lesson_part :: Daily_lesson 2 :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga»
Video, spa_t_rav_2025-07-09_lesson_keshor-le-ol-ve-kehamor-le-masa_n1_p3. Lesson_part :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga» :: Daily_lesson 1
Audio, spa_t_rav_2025-07-09_lesson_keshor-le-ol-ve-kehamor-le-masa_n1_p3. Lesson_part :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga» :: Daily_lesson 1
Audio, spa_t_norav_2025-07-09_lesson_keshor-le-ol-ve-kehamor-le-masa_n2_p1. Lesson_part :: Daily_lesson 2 :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga»
Video, spa_t_norav_2025-07-09_lesson_keshor-le-ol-ve-kehamor-le-masa_n2_p1. Lesson_part :: Daily_lesson 2 :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga»
Video, spa_t_rav_2025-07-09_lesson_keshor-le-ol-ve-kehamor-le-masa_n1_p3. Lesson_part :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga» :: Daily_lesson 1
V Mariboru se vsak na svoji razstavi v mariborski Kibli predstavljata slikarka Katarina Toman Kracina in kipar Damijan Kracina iz Ljubljane. Oba skozi različne medije raziskujeta vsakdanje trenutke in zoomorfne oblike. V galeriji Veselov vrt v Ljubljani pa odpirajo razstavo Mi smo z vami! multimedijskih umetnikov Aleksandre Saške Gruden in Željka Beljana.
Audio, spa_t_norav_2025-07-08_lesson_keshor-le-ol-ve-kehamor-le-masa_n2_p1. Lesson_part :: Daily_lesson 2 :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga»
Audio, spa_t_rav_2025-07-08_lesson_keshor-le-ol-ve-kehamor-le-masa_n1_p2. Lesson_part :: Daily_lesson 1 :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga»
Video, spa_t_norav_2025-07-08_lesson_keshor-le-ol-ve-kehamor-le-masa_n2_p1. Lesson_part :: Daily_lesson 2 :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga»
Video, spa_t_rav_2025-07-08_lesson_keshor-le-ol-ve-kehamor-le-masa_n1_p2. Lesson_part :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga» :: Daily_lesson 1
Video, spa_t_norav_2025-07-08_lesson_keshor-le-ol-ve-kehamor-le-masa_n2_p1. Lesson_part :: Daily_lesson 2 :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga»
Audio, spa_t_rav_2025-07-08_lesson_keshor-le-ol-ve-kehamor-le-masa_n1_p2. Lesson_part :: Daily_lesson 1 :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga»
Video, spa_t_rav_2025-07-08_lesson_keshor-le-ol-ve-kehamor-le-masa_n1_p2. Lesson_part :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga» :: Daily_lesson 1
Audio, spa_t_norav_2025-07-08_lesson_keshor-le-ol-ve-kehamor-le-masa_n2_p1. Lesson_part :: Daily_lesson 2 :: Lessons_series. Avanzar «Como un buey para el yugo y como un asno para la carga»
Audio, spa_t_norav_2025-07-04_lesson_keshor-le-ol-ve-kehamor-le-masa_n2_p1. Lesson_part :: Daily_lesson 2
Audio, spa_t_rav_2025-07-04_lesson_keshor-le-ol-ve-kehamor-le-masa_n1_p3. Lesson_part :: Daily_lesson 1
Video, spa_t_norav_2025-07-04_lesson_keshor-le-ol-ve-kehamor-le-masa_n2_p1. Lesson_part :: Daily_lesson 2
Video, spa_t_rav_2025-07-04_lesson_keshor-le-ol-ve-kehamor-le-masa_n1_p3. Lesson_part :: Daily_lesson 1
Video, spa_t_rav_2025-07-04_lesson_keshor-le-ol-ve-kehamor-le-masa_n1_p3. Lesson_part :: Daily_lesson 1
Audio, spa_t_rav_2025-07-04_lesson_keshor-le-ol-ve-kehamor-le-masa_n1_p3. Lesson_part :: Daily_lesson 1
Audio, spa_t_norav_2025-07-04_lesson_keshor-le-ol-ve-kehamor-le-masa_n2_p1. Lesson_part :: Daily_lesson 2
Video, spa_t_norav_2025-07-04_lesson_keshor-le-ol-ve-kehamor-le-masa_n2_p1. Lesson_part :: Daily_lesson 2
Drugi poudarki iz oddaje: -V Luki Koper poteka svet delavcev, ki bi lahko privedel do menjave treh nadzornikov -Na Krasu pričakujejo predsednico republike Natašo Pirc Musar, obisk bo trajal dva dneva -Katera je najzgodba vseživljenjskega učenja in kaj prinaša, naj vam namignemo, tokrat so bili v ospredju v Postojni
W najnowszej odsłonie „Skądinąd” gości mec. Łukasz Kowalczyk, radca prawny, publicysta „Kultury Liberalnej”, specjalizujący się w tematyce prawa autorskiego i prawie nowych technologii. A rozmawiamy o własności w świecie wirtualnym. Rozmawiamy także o tym, kto ma prawo do naszych postów na facebooku. I w ogóle – wszelkich danych na nasz temat dostępnych w sieci. O profilowaniu i nakłanianiu do decyzji konsumenckich i politycznych w internecie. O prawdzie i fałszu w kontekście sztucznej inteligencji. O tym, jak działają duże modele językowe. O tym, czy wielkie korporacje mają prawo „trenować” modele językowe za pomocą naszych treści. O tym, czy stoimy u progu rewolucji w rozumieniu pojęcia „własność”, czy też w dzisiejszych sporach nie ma nic istotnie nowego. A także o wielu jeszcze innych sprawach. Owocnego słuchania!
Se un motivo de bendición para otros y comparte esta programación con tus amigos y familiares.Puedes seguirnos en nuestras plataforma de redes socialesYoutube: https://www.youtube.com/@IglesiaAdventistaDeGazcueInstagram: https://www.instagram.com/adventistasgazcueFacebook: https://www.facebook.com/adventistasgazcueX: https://www.x.com/IglesiadeGazcueTambién puedes escuchar los matinales y predicas cada día en la plataforma de tu preferenciaBuzzprout: https://www.buzzsprout.com/255902Spotify: https://open.spotify.com/show/5RLxxpOGn9A8hQF5UPvA4x?si=cbvfA7tER7-UyyHDaOYUuA&utmApple podcast: https://podcasts.apple.com/us/podcast/iglesia-adventista-de-gazcue/id1452114943?uo=4Entra a nuestra página web y mantente al día con nuestras programaciones regulares y especiales. Podrás entrar a otras plataformas digitales donde tenemos presencia digital, ver fotos de nuestras programaciones, descargar materiales digitales entre otros....
Od danes bo mogoče predčasno oddati glas za nedeljski referendum o dodatku k pokojnini za izjemne umetniške dosežke. Volivci, ki želijo predčasno oddati svoj glas, bodo to lahko storili do četrtka od 7. do 19. ure. Predčasno lahko glasujejo le v okraju stalnega prebivališča, prijava na glasovanje ni potrebna. V oddaji tudi o tem: - Izrael izvedel povračilne napade na položaje jemenskih hutijevcev, obstreljeval tudi Libanon, Sirijo in Gazo - Vajeti največjega evropskega gospodarstva bo od Olafa Scholza dopoldne prevzel novi nemški kancler Friedrich Merz - Za skoraj 7 tisoč dijakov se začenja spomladanski rok splošne mature
Velika večina članic Evropske unije razmišlja o uporabi začasnega odstopanja od proračunskih pravil unije za potrebe zvišanja obrambnih izdatkov, je dejal evropski komisar za gospodarstvo Valdis Dombrovskis. Članice so po njegovih besedah pozvali, naj za sprožitev nacionalne odstopne klavzule zaprosijo do konca aprila, saj želijo zagotoviti usklajeno delovanje. Druge teme: - Beograd ta konec tedna v znamenju shoda podpornikov srbskih oblasti. - Šolska stroka opozarja na nedomišljenost uvedbe predmeta Tehnika in digitalne tehnologije v 7. razred - S prepovedjo elektronskih cigaret z vsemi aromami, razen tobačno, naj bi zaščitili mlade.
Svet je v pričakovanju ruskega odgovora na ameriško-ukrajinski dogovor o 30-dnevnem premirju. Ameriški predstavniki so se odpravili v Moskvo, ruski predsednik Vladimir Putin pa je obiskal vojake v regiji Kursk. Operacija proti ukrajinski vojski, ki je tja vdrla avgusta, je po davišnjih navedbah Kremlja v sklepni fazi. V oddaji pa tudi o tem: - Parlament Republike Srbske sprožil postopek za spremembo ustave - Na vladi danes predlog o gostinstvu, ki omejuje kratkotrajni najem stanovanj - Rokometaši v kvalifikacijah za evropsko prvenstvo do pomembne zmage v Skopju
No ano em que cada mês parece ter 3000 dias, chegou o carnaval. Exceto nos lugares que já têm blocos e festas desde a virada do ano. Quem sou eu para julgar? Esse é o assunto de hoje, mas antes…Recadinhos➡ Estou publicando cris dicas em geral — mas normalmente livros — no meu canal do Instagram e no site crisdicas.com.br. Algumas indicações podem ter link de afiliados para eu ganhar uma comissão, mas todas são sinceras.➡ Não se esquece do nosso Discord, o melhor canto da Internet. O mais novo canal é o #comidinhas, onde o Robinho Bravo meio que ressuscitou o Coisas da Rua e todo mundo dá dicas de restaurantes e receitas.➡ Amanhã começa a nova fase do Clube de Cultura do Boa Noite Internet, com o livro Nação Dopamina.➡ Depois do carnaval, vou abrir a nova turma do Apresentashow, meu curso ao vivo que vai te ensinar a fazer apresentações no trabalho que são um espetáculo. Já deixa seu e-mail na lista de espera para ficar sabendo antes de todo mundo. Como sempre faço, vou dar sessões de mentoria grátis para as primeiras 10 pessoas que se matricularem.O Boa Noite Internet é uma publicação apoiada pelos leitores. Para receber novos posts e apoiar meu trabalho, cadastre-se em uma assinatura gratuita ou paga.Qual vai ser sua fantasia de carnaval?Quando eu era criança, eu tinha uma boa relação com o carnaval — tirando a parte de que meu aniversário muitas vezes era “atrapalhado” pela data. Porque… né? Carnaval! Verão, música, todo mundo alegre. Tentar ficar acordado para ver os desfiles na Globo, ser mandado pro quarto quando começavam as transmissões dos bailes de clube. Ir nas versões infantis destes bailes fantasiado de policial americano. Fora que a semana de carnaval era mais uma desculpa para ir encontrar a primalhada em Miguel Pereira e só curtir a vida mágica dos anos 1970 e 80.Na adolescência, me achei O Inteligentão quando entendi a conexão entre carnaval e quaresma. Não era a páscoa que vinha 40 dias depois do carnaval, mas o carnaval que acontecia 40 dias antes da páscoa. A festa era a despedida dos prazeres antes do período de abstinência radical. Foi assim que virei o adolescente chato que dizia: “Sabia que o carnaval é uma festa religiosa?” Já sou palestrinha desde cedo, como vocês podem ver.Até que, não tem tanto tempo assim, entendi que o carnaval não é só uma despedida da farra antes do jejum, é mais que a famosa “festa de Baco”. É um momento em que estamos autorizados a experimentar identidades diferentes das dos outros 360 dias do ano. De deixar de “ser” para somente “estar”.Sempre me chamou a atenção a contradição de o mesmo homem que seria considerado menos masculino (a maior desgraça possível na nossa sociedade) por usar uma camiseta rosa no trabalho poder sair de Sabrina Sato completa no bloco e ninguém questionar. Na quarta-feira, a fantasia volta para o armário (ou direto pro lixo), assim como a mudança. O que aconteceu no carnaval, acaba no carnaval.Ou uma pessoa com quem me relacionei no século passado, que hoje entendo que era uma das figuras mais conservadoras que já conheci. Mas que contava com orgulho como adorava sair em trio elétrico cheirando loló e competindo com as amigas pra ver quem beijava mais. E tudo bem, não havia conflito nem hipocrisia. É só carnaval.O carnaval não é só a festa da bebida ou da pegação — mas se quiser, pode. É o festival do “viva outras vidas”, materializado nas fantasias, só que muito mais do que “eu sou o Superomi”.Essa ideia de troca de papéis é antiga. Em Roma, séculos antes de Cristo, a Saturnália já promovia uma inversão social temporária. Durante esta festa, celebrada no solstício de inverno (a época do Natal, que também foi influenciado pelo festival de Saturno), os romanos suspendiam as regras da sociedade. Escravos e senhores trocavam de lugar — não só simbolicamente, mas em aspectos práticos da vida. Os escravos podiam comer à mesa com seus senhores, vestir suas roupas, falar sem restrições e até dar ordens. Os senhores os serviam. Lojas, escolas e tribunais fechavam. Guerras eram interrompidas.Os romanos usavam o pileus — um chapéu cônico que simbolizava a liberdade — e trocavam presentes simples como velas e pequenas estatuetas. As ruas se enchiam, a cidade inteira se entregava a banquetes, bebedeiras e jogos de azar, normalmente restritos. Um “rei da folia” era escolhido por sorteio para presidir o caos festivo.Quando o cristianismo virou a religião oficial do império, a igreja tentou substituir essas festas pagãs por celebrações em nome de Jesus, mas o espírito de inversão social já estava enraizado na cultura. Assim, o desejo humano de escapar temporariamente das regras encontrou novos caminhos, novos nomes e novas datas no calendário, mesmo na própria estrutura eclesiástica. Na Europa medieval, a mais famosa destas festas foi a festum fatuorum, a “Festa dos Tolos”, celebrada por clérigos em igrejas da França. Durante um dia, os padres de menor hierarquia zombavam de seus superiores, escolhiam um “Bispo dos Tolos” e realizavam paródias de cerimônias religiosas. Não só o sagrado virava profano, o sério se transformava em cômico.Existia também a Festa do Asno (festum asinorum, porque tudo fica mais católico em latim), onde um burrico era levado para dentro da igreja e celebrado como figura central, em homenagem ao corajoso animal que carregou a Sagrada Família na fuga para o Egito. Ao final da missa, em vez de dizer “vão em paz”, o padre zurrava três vezes, e o público respondia também com zurros no lugar do tradicional “amém”. A Igreja acabou proibindo as duas celebrações nos anos 1400, mas a ideia de um período de licença social não desapareceu.O nosso Rei Momo é a personificação moderna desta tradição de troca-troca. Ele não é o rei de verdade, mas por quatro dias recebe as chaves da cidade e instala seu reinado temporário. A confusão começa, a ordem é invertida, a zoeira impera. A origem do personagem está em Momo, deus grego da zombaria e do sarcasmo, o primeiro sarcasticuzão, sempre pronto pra apontar defeitos, mesmo nos outros deuses — que levou, ora ora, à sua expulsão do Olimpo. Quando a figura chegou ao Brasil no século 19, a ideia era coroar um homem gordo, bonachão, comilão e beberrão para simbolizar os excessos permitidos naqueles dias. É o anti-rei perfeito, que governa não pela austeridade, mas pela permissividade. A escolha do Momo carioca é evento oficial da prefeitura.E tem que ser. A coroação do Rei Momo é um ritual carregado de significado. O prefeito entrega as chaves da cidade ao rei da folia, numa encenação que diz algo como: “O poder real fica suspenso. Agora quem manda é a festa.”Em um mundo cada vez mais centrado na identidade, o carnaval é a hora de ser quem você não é, em uma sociedade que, ali, não funciona mais nas regras anteriores. Mas nem todo mundo se aproveita disso e fica preso nos seus personagens. É por isso que tenho uma leve implicância com um bloco de São Paulo que só toca “punk e rock pesado” (em ritmo de carnaval). Porque seus fundadores não querem ouvir essas “músicas chatas”, sejam elas marchinhas, sambas ou Ivete. Era pra ser inclusivo, achei só preconceituoso.Se o carnaval é o momento de dissolvermos nossas identidades para tentar outras experiências, toca Arerê sim, pô! Deixa os Ratos de Porão pro resto do ano. Mas tudo bem, sábado pularemos lá, porque carnaval também é estar com a nossa galera. Tenho até amigos que são roqueiros.Toda essa história de inversão da ordem se encaixa com o cristianismo ser considerado “a religião do perdão”. Jesus morreu pelos nossos pecados. Jesus existe para perdoar nossos pecados. E o carnaval é o maior perdão do ano. Enquanto aquela prefeita do Maranhão quer trocar o carnaval por um evento gospel (parece que vai rolar mesmo), dá para tentar ver o feriado não como uma contradição aos valores cristãos, mas seu complemento necessário. E se a reza ficasse pra, sei lá, pensando alto aqui, os 40 dias depois do carnaval? Desruptei agora, diz aí.Mas calma. Carnaval não é bagunça. É o famoso “se combinar direitinho…”, mas tem que combinar. Quando eu era um garoto juvenil, comecei a namorar uma menina poucas semanas antes do carnaval. Ela já estava com viagem marcada para a Região dos Lagos e, quando nos encontramos na quarta-feira, tinha um cara na porta da casa dela. Foi o primeiro “é meu primo” da minha carreira. Tudo bem, eu sobrevivi. Era só ter combinado.Então, apesar de todo esse papo de inversão, o carnaval também tem que ter muito respeito. Não é porque na quarta-feira tudo está perdoado que você vai beijar quem não quer ser beijado, ou abusar do espaço do amiguinho. Fantasia não é salvo-conduto. “Não é não” segue valendo. A inversão de papéis funciona ao haver consentimento de todas as partes envolvidas.O que me traz de volta ao cara que se veste de mulher no carnaval, mas não “vira gay” no resto do ano. A questão não é tão simples quanto parece. Ele pode se vestir de mulher, de indígena ou de qualquer fantasia sem consequências de longo prazo. A quarta-feira chega, ele volta ao terno, à vida normal, ao privilégio. O mesmo não acontece no sentido inverso, né? Eu fico aqui imaginando uma cena de carnaval onde um cara vestido de mulher é assediado por uma mulher vestida de homem.O carnaval é uma tentativa de quebra das relações de poder, mas essas relações continuam existindo, é claro. O cidadão romano sabe que não virou escravo para sempre. É só brincadeirinha. Idolatramos drag queens e pessoas trans por quatro dias para, logo depois, voltarmos a uma sociedade que as marginaliza. Vivemos no país que lidera o ranking de assassinatos de pessoas trans.Lá atrás, o carnaval era um jeito dos reis e papas dizerem “aproveitem aí, acreditem que vocês agora estão no poder”. Será que mudou? O negro vira estrela da TV, a mulher vira rainha (da bateria), o morador da comunidade é destaque do samba-enredo. Até mesmo o contraventor que financia a escola é aplaudido na avenida. Ali pode, depois volte para onde você veio, por favor.Se é assim, o carnaval é uma verdadeira quebra ou só uma válvula de escape que mantém tudo como sempre foi? O historiador russo Mikhail Bakhtin dizia que o riso e a festa podem ser subversivos, mas também podem servir para reforçar o sistema. A inversão temporária alivia as tensões sem ameaçar a estrutura. Se sabemos que tudo volta ao normal na quarta-feira, não há perigo real de mudança. A transgressão é permitida porque é passageira. Visto assim, o carnaval é uma festa de inversão de papéis e, por isso mesmo, um ritual de aceitação do resto do ano.Quem acompanhou o Clube de Cultura de “A crise da narração”, vai lembrar de Byung-Chul Han contando que antes da chegada do “storyselling” os feriados tinham função narrativa, contavam uma história coletiva. Hoje, viraram só mais uma data para o consumo, o próximo presente a ser comprado. Será que o carnaval é a última das festas que ainda carrega um significado, ou também virou só “vou beber muito”? Para mim, parte da resposta está em todos os “pré-carnavais” e “carnaval fora de época”. Não há calendário nem ritual, só uma balada temática.Mas esse não é o assunto de hoje. Só quero dizer o seguinte: aproveite o carnaval para tentar ser quem você não é. Pense no que a palavra fantasia pode significar. Nem que seja algo simples como “menos crítico comigo mesmo” ou “não ficar pensando no amanhã”. Imagine possibilidades. Talvez o você do carnaval tenha alguma coisa pra ensinar ao você do resto do ano. De um jeito ou de outro, tudo se acaba na quarta-feira.Por hoje é sóCuidem de si, cuidem dos seus. Mais que tudo, divirtam-se. Até a próxima.crisdias This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit boanoiteinternet.com.br/subscribe
Gospodinjstva bodo za omrežnino za električno energijo januarja in februarja odštela manj. To izhaja iz danes sprejetega zakona o nujnih ukrepih za omilitev posledic obračuna visoke omrežnine za gospodinjske odjemalce. Poslanci so ga na izredni seji državnega zbora podprli brez razprave s 44 glasovi za in nobenim proti. Ukrep sicer prihaja le nekaj tednov pred iztekom regulacije cene električne energije, kar pa bo uporabnike znova udarilo po žepu. Drugi poudarki oddaje: - Po posvetu s šolniki vlada potrjevanje predloga novele zakona, ki naj bi zagotovila razvoj in kakovost šolstva, prestavila na prihodnji teden. - Poljska postaja vodilna obrambna sila Evropske unije in na čelu povezave poziva druge članice k dvigu stroškov za obrambo. - Proruandski uporniki prekršili premirje na vzhodu DR Kongo; iz mesta Goma poročajo o množičnih posilstvih in pobojih žensk.
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In the final episode of the series, Jacob Stoller and Andrew Stotz discuss the difference between typical companies using traditional management and more successful Deming-style companies. If productivity and performance are so much better, why do companies stick with traditional management? TRANSCRIPT 0:00:02.3 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today, I continue my discussion and conversation with Jacob Stoller, Shingo Prize winning author of The Lean CEO. And ladies and gentlemen, I just received my copy finally. Productivity Reimagined, it just arrived from Amazon. You can get it there. And that's the latest book that he's come out with. And this is exploring applying Lean and Deming Management Principles at the enterprise level. The topic for today is moving forward with productivity. Jacob, take it away. 0:00:41.7 Jacob Stoller: Oh, thank you, Andrew. Great to be here once again. Yeah. Moving forward. That's really Chapter 13. Whether you consider that, hopefully you consider 13 lucky as I think they do in Italy. 0:00:57.4 AS: We do in Thailand. 0:01:00.4 JS: Oh, really? Wonderful. Okay. Perfect. Anyway, so I wrote in the book, I sort of defined where we're trying to go by describing two companies; a typical company, and then the company that we would aspire to for maximum productivity. So I'm gonna read those, just to illustrate. "Company A follows traditional top-down management practices. Leaders determine how the work is to be done, and give orders to their staff accordingly. Individuals, functional groups and departments are treated as independent entities under centralized control. Pay and promotion are determined by individual performance according to a set of predetermined criteria. Employees are ranked and encouraged to compete with each other." So that's company A, your typical company, which probably comprises what percentage would you say? 90%? 95%? 0:02:03.8 AS: 97.9% 0:02:04.4 JS: Okay. Okay. Let's look at where we'd like to go from there. "Company B is managed as an interactive system where people and functional teams depend on each other. Supervisors aren't expected to have all the answers, and they rely on frontline workers to share their workplace knowledge and take an active role in improving their work processes. All employees know they are part of a team culture pursuing common goals and solving problems together to move the company forward." Okay, so that's really, that's where we wanna be. And the reason you would want to go there is because if you take those two companies and they have similar resources, similar markets, perhaps operating in similar region, company B will outproduce company A 10 times out of 10. It's a more productive model, and it's proven to work. So why don't people do it? 0:03:16.3 JS: Well, there's some thinking that gets in the way, some sort of systemic kinds of barriers that are out there. So even people who aspire to making a company better, and I think there are a lot of people out there that think that, but they run into these barriers, and I'm just gonna review them again because we've gone through them in some detail. But the myth of segmented success, that's the really kind of the exact opposite of a company as a system. It's this idea that all the parts are interchangeable. You can take a department, you can give each department separate goals, and they'll all make their goals and it'll all add up. That's the myth, of course. So the myth of segmented success. We have really stemming out of that the myth of the bottom line. 0:04:11.9 JS: And because of that segmented structure, we believe that we can use finance as a proxy for all the quantitative, all the accomplishments of all these different segments. It all adds up. It's arithmetic. We figure, so why not? We just take, everyone makes their numbers, and then they all make their numbers and they all celebrate together. That's the myth, of course. The bottom line doesn't tell you what's really going on in the company. The top-down knowledge myth they run into, and that's this whole idea that managers are supposed to know all the answers, and their job is to tell people what to do. And it's not just people with MBAs. It's people with degrees in psychology and maybe working in HR. It's engineers, it's any person with professional training, figures that they have not only the privilege, but a duty to actually tell people what to do. And if I'm not telling people what to do, I'm probably not doing my job and somebody's going to be looking over my shoulder. So a big fear around that. 0:05:31.6 JS: Myth number four is the myth of sticks and carrots. And this is this idea of Homo Economicus, the idea that people act in their own financial interest and it's perfectly predictable. Performance is down? Well, let's just pay them more or maybe we need some threats here. Maybe we need to threaten them, or maybe we need to get some competition. So somebody is gonna be a little bit worried looking over their shoulder that they might get fired. Fear is a big factor here, obviously. Finally, there's the myth of tech omnipotence. And this stems right from the myth of segmented success. This idea we can take a process and we can swap out technology, we can put in technology and swap out people. We can reduce head count by 5, 10, 15 people and put in a machine in its place. That's been the business case for technology for decades. And we still have a very strong belief in that. So that's kind of what we're stuck with, those myths. And we really have to crush those myths as we go along. 0:06:42.5 AS: You know, Jacob, I was just at a meeting yesterday with a very senior executive at a very large company in Thailand. And I was just talking to him, it's off the record, so we were just chatting, but he was talking about the challenges that they're facing, and I said, so how are your KPIs? And he said, KPIs are just killing us. They're causing us to be siloed. It's setting up competition in the company. People can't work together. And I asked him this question, like, what can you do about it? He says, not much. What am I gonna do? Remove the KPI system? No. We know... 0:07:31.1 JS: Isn't that interesting? 0:07:34.8 AS: That ultimately that's probably one of the best things that they could do and get people to work together. But it just, you know, he said something to me that just made me think about, for the listeners and the viewers out there who are running small and medium-sized businesses who feel disadvantaged so many times when they're fighting against the big giants... 0:07:53.6 JS: Yeah. 0:07:53.6 AS: Take comfort that you can change your business. But many of these big companies, they just can't. And they won't. 0:08:01.2 JS: Yeah. 0:08:03.5 AS: And they never will. So that's what's so great about these types of principles, both Lean, what you're talking about, Deming, is that if you're a business owner, it's a family business, it's your private business or a group of people that you have real control over the business, you can implement these things. And you can build your business to be great. 0:08:23.7 JS: That's interesting, Andrew. I've talked in my book, I've talked with some smaller manufacturers, and at least a couple of them have said they're getting refugees from large corporations. And he'll interview these people and say, well, I can't give you, you know, you won't have 500 people reporting to you or anything. And they say, I don't care. I said, I really, you know, I've had it with this corporate stuff, and they want to be part of a culture that makes a difference. And so that's maybe catching on. I mean, interesting that the gentleman you're talking with also recognized that. 0:09:00.3 AS: Yeah. And he's just as, his hands are tied in some ways. And, so, but that to me is hopeful for the rest of the businesses that can change. And the other thing I was, you know, I always end with my favorite quote from Dr. Deming, which is that people are entitled to joy in work. Yesterday I was speaking to about 75 students in my Ethics in Finance class, and it's the kickoff day. And so it's a real fun, and I talk about a bunch of things, but the one thing I said is that ever since I graduated from university, all I really wanted was a job that I enjoyed, at a place that I enjoyed doing it, with the people I enjoyed doing it with. That's all I wanted. I wanted joy in work and I got it because I walked away from the places and the people where it wasn't happening, and I walked towards the places where I had the opportunity to enjoy it. Of course it helps that I found my love, which is being a financial analyst. It's just, I understand that so well, but this is where I think I want us to think about hope and potential for happiness in work and all of that. And so I know you've got some more steps that you've got to help people. So maybe we move into that. 0:10:27.7 JS: Sure. Sure. Well, and it would be interesting, this gentleman you talked with, I wonder if he's visited any companies that we would admire that are using Deming principles, or maybe... 0:10:39.1 AS: Well, it may give it away, but this company in the past has fully implemented the teachings of Dr. Deming. 0:10:49.2 JS: Oh, really? 0:10:51.5 AS: But they had a changeover in management, and they completely walked away from this and implemented the KPI system. 0:11:00.9 JS: Yeah. Oh my. Isn't that something? Yeah, that happens. That happens for sure. And we've had, you know, in my last book, The Lean CEO, I found some people, number of companies had fallen off the ladder. And gosh, the Shingo Institute had a real problem with that. People were winning Shingo prizes and then they were falling off the ladder, and they changed their emphasis on criteria now, and now they really emphasize culture. You can't just follow the principles, but you really have to get the culture, and they really grill them on that. So, interesting. Interesting. 0:11:38.2 AS: Yeah. 0:11:41.0 JS: But the first step, the reason I asked you if they've visited anybody is really, I think if you're starting from scratch at company A, I think the first thing is to go visit companies. 0:11:48.6 AS: Yep. 0:11:49.5 JS: I mean, you've got to see what's going on in companies that are different to even appreciate what's possible. And it's... 0:12:00.6 AS: 'Cause it's inspiring. 0:12:00.7 JS: It's not only inspiring, but you see things that you wouldn't expect to see. And I think what they said, what these folks have told me over and over again is that what you see is you actually feel it. There's a culture in there, there's a kind of an atmosphere when you walk in the door. And that's what really wows people. I hear that over and over again. So you have to feel that, you can't write that down, or you can't explain that in a talk. So I think that's really the first step. And fortunately, companies that have gone through these transformations are happy to welcome people to come visit, because it helps them reinforce their culture as well. So it's a reinforcing kind of thing. I think after you've done that, gone the rounds a bit, that's when you really need to assess where you are and what you wanna be. And I think there has to be some honest criticism about the kind of company you are. I don't know if you wanna call it soul-searching, but there's not a realization that we don't wanna go on as we were, you're really not gonna do much. So that's, I think, critically important. You're smiling. Do you have a story there? 0:13:20.8 AS: No, but I'm just, you know, it makes sense. It makes sense. I did actually, you know, in Thailand there was a company that I saw in the newspaper many years ago that it came out in the newspaper that they won the Deming Prize from Japan, from the Union of Scientists in Japan. And so I just called the company and I said, congratulations. And they said, great, thank you. And then I said, and I talked to the CEO of the company, and then I said, could I bring my staff from my coffee, you know, management team from the coffee business to come and see you guys? And he said, yeah. And that started a lifelong friendship with a guy named Srini, who was the guy who won that. He passed away about a year or two ago. And I featured him in my book on Transform Your Business with Dr. Deming's 14 Points. But the idea is... 0:14:11.0 JS: Oh yeah... 0:14:12.7 AS: Go out and... 0:14:14.0 JS: I love that book. 0:14:16.2 AS: Explore and see it, see what's out there. 0:14:16.3 JS: Yeah. For sure. 0:14:17.5 AS: Because you also, when you go out and explore, you also find out, hey, we're pretty good at some of these things and there's things that we're doing well, you know? 0:14:23.5 JS: Of course, of course. So once you've assessed your state, I think it's very, very important, even before you start talking to your people, 'cause it's gonna be a transformation, you're gonna demand an awful lot from your people, you've really got to know where you're going, and you have to establish a vision. And companies have different ways of doing that. But the one thing I would emphasize is that it's gotta be a vision with substance. And I think Dr. Deming would say, by what method? [laughter] You say where you're going. Right? So, for example, a hospital. I saw a hospital that did a very good job of that, establishing a vision, and they wanted to be the safest and most compassionate hospital in their region. They said, well, what would that look like? 0:15:13.3 JS: And they looked at, well, okay, safety would obviously be big. There would be fiscal responsibility. Wait time is a big issue in healthcare, be no waiting. I think there may have been one more as well. But anyway, they established these kinds of what I would call aspirational goals. It's where we, really where we want to be, and it's gotta be something that inspires employees, right? You wanna be a compassionate, safe place for patients to come. I mean, that's what people want. So then what they do is they took it a level down, and they said, okay, well, if we're going to have an exemplary safety record, what would that look like? How would we measure it? And they have safe... The health organizations have safety statistics. So, they have an institution, that third party organization that would report on the numbers, so they could set some targets according to that. And then they go down even further. They say, okay, safety. What are the things that we need to do? What are some of our weaknesses? So they say, well, patient falls was one of them. They have things like medication error, hospital acquired illnesses. So all this goes under the idea of no harm to patients, right? 0:16:44.0 AS: Yeah. 0:16:45.3 JS: All goes together. So, they then started to work on the most pressing one. You know, work on targets, do projects together, PDSA kinds of projects. And they chipped away at it and eventually with a number of projects, they were very successful. But I think the key, of course, is that problems in workplaces and hospitals, maybe especially, are very granular in lots and lots of things, so you need all hands on deck. But they were very, very successful at getting a very high rating just through these efforts. So, that's... [overlapping conversation] 0:17:28.8 AS: Yeah, the vision with substance is a great one because I think lots of visions are flaky, and we've been working on the vision for Coffee Works, for my company, and that is we supply coffee to every leading brand in Thailand. And that's something that we can visualize, the employees can visualize, they can also see who we don't serve. And also when we lose a customer that's a leading brand, we can say we messed up, but when your contract's up with our competitor, we're gonna be back because we supply every leading brand in Thailand. 0:18:08.0 JS: Right, right. 0:18:10.3 AS: So, substance, vision. Yep. 0:18:13.3 JS: Yeah, definitely. Yeah. And I guess you share that, been sharing that kind of vision with your people for a long time, right? 0:18:18.3 AS: Yep. 0:18:21.6 JS: But I mean, would you say, how important would you say vision is? I mean... 0:18:23.2 AS: I think it's critical. And I think that part of what happens is that many companies start with a vision, and then they get, it's just so easy to get distracted. And there's so many, you know, business just grows complex, and then all of a sudden you feel like, we can do all of this, we can do this, we can do that, we can do this, we can do that. The best book on this is Good Strategy Bad Strategy by Richard Rumelt. And he talks a lot about what are bad strategies, and he talks about these fluffy visions that really don't help anybody. And so getting a vision with substance, I think is critical. 0:18:58.0 JS: Okay. So we got our vision, it's got real teeth. It's something that we can stand in front of our people and say, here's what we're going to do. And they won't say, oh, this is just another flavor of the month. They'll realize that we're serious and we're gonna do this. The next step, number four, is building trust. And that's extremely important. And one of the manufacturer actually told me a wonderful story about this. He was working in a very... Had a plant in a very rough neighborhood in Baltimore. And when he took over that plant as a general manager, there was terrible culture. People were... He said there was racism and there were just people quitting all the time. And just walking out the door, not showing up to work. You know, the workers hated management. 0:19:56.7 JS: So this guy went in onto the shop floors. I'm your new general manager. And he said he spent the first three or four months just talking to them about their lives. You know, he was committed to the Lean methodology, but he didn't talk about methods, how we're gonna do things different. He just found out what's important to these people. And a lot of 'em were financially strapped. They were in poor neighborhoods. So the direction was really how to make this company more profitable so we can pay you more. And that was kind of a guiding vision and remarkably successful how it did. How he won the people over. And I think there's so many people out there asking people to do things. And, you know, you really have to... Takes a lot of trust. I mean, you're gonna say, I'm gonna admit when I've made a mistake, I'm not gonna cover it up and you're not gonna fire me. You know, that's never happened. So... 0:21:02.9 AS: And I can tell you, for the listeners and the viewers out there, here's a good inspiring movie to get you an idea of thinking about how to get out on the shop floor and understand from the inside what's happening in the business. And the movie came out in 1980, and it's called Brubaker by Robert Redford. And it's the story of a new prisoner warden. 0:21:25.2 JS: Oh, I never saw it. 0:21:27.0 AS: Yeah. Prison warden who goes in as a prisoner, and the governor of the state has sent him in as a prisoner. And so he lives a prisoner's life for, I don't know how long it was, a week, a couple weeks, a month, until eventually he, you know, reveals himself and then takes over. And then he knew all the corruption and all the problems and all the issues, and he went about solving 'em. It's an inspiring movie. 0:21:54.2 JS: Yeah. And more recently, there was a program, I've seen a couple of episodes of Undercover CEO, you know, where CEO actually goes into the workplace in disguise and flips burgers or whatever. And then discovers what's really going on in the company. 0:22:09.2 AS: Yeah, that's a great. That's probably even more applicable. 0:22:11.2 JS: Yeah. Right. So building trust is just... It's very personal. And from that point, you start to make changes. But those changes... My favorite examples, I don't know if this is a general rule, but some of the best examples I've seen are working on safety. You work on safety because improving processes to make them safer is actually kind of like a gateway drug to doing continuous improvement, right? You start to understand what processes are, but first of all, people are improving the process in their own interest. 0:22:50.8 AS: Yep. 0:22:52.2 JS: So you get them very good at making these changes, proposing changes, speaking out, pointing out when other people are not following safety guidelines. Understanding that something has to stop when safety is not there. No, you build on the trust you created and you start to change the culture around that. So that's number five. So you notice I've gone five steps and we haven't introduced any methods or anything. You know, it's... 0:23:23.8 AS: What I noticed from those first five is that they're really all things that senior management need to do before they go out with all their exciting new ideas and start training people and start really bringing that out in a much more aggressive way. 0:23:41.5 JS: Exactly. So really step six is train and transform. And that's when we do all the... That's when we draw the diagrams, and that's when we start the PDSA training or the Kaizen events or whichever type of transformation you're doing. That's when we start to train the workforce and we start to undergo the transformation. So that's all the work, but the transforming work. But we've done enormous preparation before we get there. And I think that's what I've seen is the best way to do it. So we train and transform, and then of course we have to remove barriers as they come. So it might be removing some aspects of the accounting system because they might be holding us back. So you run into the barriers and you take on those barriers as you run into them and you build momentum. 0:24:36.3 AS: Yep. 0:24:38.6 JS: So step seven really is you're building this momentum and you raise the bar. You've done something and now you raise your standards and continue to raise them. And that leads you to a continually improving organization where you're always expecting to get better. People have a joy in work because they know that they're part of making something better. And you continue raising the bar 'cause people like a challenge. 0:25:07.9 AS: Yep. 0:25:08.5 JS: As long as it's a safe environment and as long as it's a team kind of self-supporting workplace. So finally we get to share and learn. So we've gone full circle. You know, you've got... You've gone through a transformation, you're proud of your work, and you start to open the door to visitors because that's where you really reinforce the culture. And, I don't know, you have... You say you have visitors at the coffee place? 0:25:45.9 AS: Yeah. I mean, for me, I just love going to companies that do like to share and learn. And I like to do that too. We get students, a lot of times it'll be like executive MBA students coming to Thailand and others that I'll bring out to the factory, so to get them to see how we do things. But I just personally love to... Well, it's great when you go out to a place, and there's a lot of factories in Thailand for sure where you can just see that they have a vision of what they're doing and they clearly communicate it. I had a company that I saw in the financial data many years ago when I was an analyst that really did something very odd, which was their cash conversion cycle was negative. Normally it's a positive thing for a manufacturing company 'cause they have a lot of inventory and accounts receivable and the like. 0:26:34.9 AS: And so I went out and I met with the CEO and then I said, how did you do this? He said, it took us five years, but we brought our inventory down to seven days of inventory. And how did you do it? And he took me out on the factory floor to meet all the different people doing it. And he said, I put people in teams and they work together and they try to figure out how do we reduce the inventory here? I help them see the overhead cost that's coming from the executives so they could calculate a P&L and understand like, how can they make their section, you know, better? And then he had some of the guys come and speak and explain what they were doing, some of the supervisors and managers on the shop floor. And I was like, wow, this was impressive. So love that sharing and learning. 0:27:22.7 JS: Yeah. No, it's great. And I've had wonderful visits where people are so excited about their work that you think, wow. And of course that means they're really, really productive. I mean, they just... They're doing it because they love it and it's... You can't compare with that kind of creativity that you get from that. So I guess that I'd like to talk a little about the competitive advantages here of taking this journey and, you know, that's the whole point. Productivity becomes your competitive advantage. You outproduce other companies with similar resources. And I believe that the way the world is changing right now, that competitive advantage for company B type companies is going to grow as things... And I have four reasons I cite for that. 0:28:21.0 JS: Reason one is flexibility, adaptability, agility, whatever you wanna call it. You know, we're going with manufacturing and services too much more into high mix, low volume type scenarios. So the mass production machinery approach has just become less and less relevant to manufacturing and also with services as well because it's not... It's less a ones size fits all kinda world. That's one very strong reason. The ability to hire talent. You know, we're just starting to see that. You know, people don't wanna work for these corporations that they feel don't have purpose. And couple of manufacturers actually told me, and this is in the US, I don't know how that compares with Thailand, but in the US he said there's a real crisis not just 'cause people maybe don't have jobs, but because people don't have purpose in their work, so people go home depressed, they take drugs and they've done medical studies on this. 0:29:30.3 JS: You know, if you don't have purpose in your work and you're doing something even though you know it's dumb and you're doing it anyway, just, you know, because to please the boss or whatever, that places huge stress on people. And there are actually medical... They've done medical studies on that, people who work in those kinds of jobs, on the negative effects. So anyway, I think getting the best talent, I hear that more and more anyone I talk to, and I think that's gonna be more and more of a factor. There's a whole deglobalization process going on right now. A lot of reshoring here in North America. People, you know, companies really realizing that sort of the fallacy of having these very, very long supply chains. So it's all about now shortening that supply chain, having immediate suppliers that are close. 0:30:23.9 JS: I mean, that's the only way you're gonna get your inventory turns down to 50 or whatever your friend was talking about. Right? And finally on climate change, that's getting tougher and tougher to deal with. And it's not just about governments not acting, but it's going to be scarcity of resources. It's going to be having to run businesses in difficult climate circumstances. It's gonna be government regulation. It's going to be whether people will come and work for companies that aren't making... Doing their bit to combat this. So those four reasons, I think that's a competitive advantage that's going to grow. And I think it's urgent that corporations act, and Dr. Deming warned that there'd be a crisis coming if companies kept running the way they were, and the crisis is here. We've arrived and, you know, the statistics are terrible. Don't have to bore you with those, but, you know, it's a very rough world and we need, obviously governments will have to act, but we need better companies. Now... Sorry, go ahead. 0:31:48.2 AS: I was... Yeah, that's why he entitled this book Out of the Crisis 'cause there was a crisis then, and the fact is there's still, and it's so many things are harder too particularly in the US with reshoring and that type of thing because education has been decimated also in the US so it's very hard to bring back, you know, engineering prowess and things like that, so. Yep. 0:32:14.1 JS: Yeah, for sure. So I... My sort of wrap up comment would be, answer to your question, not really a question, but your title, you talked about boosting Lean with Deming. So, you know, when we chat about this, but you know what, I was thinking about this, what as a person who wrote about Lean initially and then took a much deeper dive into Deming, what does Deming add, from my perspective? And what excites me the most about Dr. Deming is that I think he was less interested in maybe methods and more interested in fundamental truths. I mean, he really, I think put forward what are really fundamental truths about people, about the physical world and about how people in the physical world interact. And these are, like I say, this is not slogans or anything like this, this is science. I mean, these are proven scientific principles and I think those principles underline any method you use. You know, if you're really following that. And I'm not a Deming scholar enough to be able to say that that's what he meant by profound knowledge. But when you use the term profound knowledge, that's what that means to me. It means just a very fundamental knowledge of the way things work. 0:33:49.8 AS: Yeah. Well, it's exciting to think about how we can learn from what you've written about and what you've talked about. So ladies and gentlemen, the book is Productivity Reimagined: Shattering Performance Myths to Achieve Sustainable Growth. And I've really enjoyed our time, Jacob, to go through all the different myths and to hear the way you look at things which is coming from your direction originally, the Lean direction, and then bringing that thinking together with the teachings of Dr. Deming. So I just wanna thank you and give you the last word. If you'd like to wrap up for the listeners and the viewers to say, what's the main message you wanna get, want them to get out of all the... Out of the book and out of all of our discussion? How would you wrap it up? 0:34:45.4 JS: I would wrap it up by saying, let's look for those fundamental truths. You know, let's not look for slogans, let's not look for techniques. Let's look at what's really true about humans, about the physical world, and let's build our future based on that. 0:35:04.2 AS: Well, Jacob, on behalf of everyone at the Deming Institute, I wanna thank you again for this discussion right now and the prior discussions about each part of your book and the myths and the like. And for listeners, remember to go to deming.org to continue your journey, and you can find Jacob's book, Productivity Reimagined, at jacobstoller.com. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, "People are entitled to joy in work."
Join Bill Bellows and Andrew Stotz as they discuss what actions (or inactions) make us worse than thieves and how that relates to expiration dates, and acceptability vs desirability. Plus, stories about job swapping, Achieving Competitive Excellence, and birthdays. TRANSCRIPT 0:00:02.3 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with Bill Bellows, who has spent 31 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. Today is Episode 9, and it's entitled "Worse Than a Thief." Bill, take it away. 0:00:27.2 Bill Bellows: Welcome, Andrew. I haven't seen you in a while, and great to be back. 0:00:29.1 AS: It's been a while. 0:00:32.0 BB: Here we are. Episode 9 already. Gosh, [chuckle] time flies when we're having fun. First, let me say a shout out to people who are reaching out to me on LinkedIn. I spoke with another one of them this afternoon. It's always exciting to connect with them. And then I ideally connect in a regular basis and help them as best I can, and learn from them as best I can. 0:01:03.0 AS: Yep. 0:01:03.2 BB: So, for those who are thinking about it, they keep hearing you say, "Hey, you know how to reach Bill? Find him on LinkedIn." So, a reminder for those who are waiting for a nudge, here's a nudge. So, "Worse than a thief" is an expression that Dr. Taguchi used when he say, Andrew, "Don't be worse than a thief." And we'll get to that, but let me just give our audience some context on that. 0:01:37.8 AS: Yep. 0:01:39.0 BB: Dr. Taguchi would say... And actually, I don't know if Dr. Taguchi explained it. Someone explained it to me this way. He said a thief could be someone who steals your wallet, finds $20; which means they're up 20, you're down 20; which people refer to as "zero sum gain." Right? So, the thief's gain is my loss, zero sum. What could be worse than that? Well, "worse than a thief" would be a situation where what someone gains is nothing compared to what I lose. A simple example is, [chuckle] I'm not the only one who does this, but if I'm going to the supermarket and I get out of the car and I see a nail in the parking lot or a piece of glass in the parking lot on my way in. So, I'm not talking about walking all around the parking lot. I'm talking about if on my way into the store I see a nail, something that could puncture a foot, a tire, and I spend a few seconds to pick it up, throw it in the trash can right by the door, then my theory is the reason I do that, the reason others do that, is the belief that that little bit of time that I am spending doing that could potentially save someone far more than the few seconds it took me. 0:03:20.9 BB: Well, "worse than a thief" would be, I see that broken bottle, let's say a bunch of shards of glass. And having worked at my father's gas station, I've seen... A nail on a tire is one thing. Nail creates a puncture. A piece of glass in a tire creates a fracture. A piece of glass can destroy a tire 'cause you get a crack and it spreads, and that's hard to repair. A puncture with a nail, yeah, it's inconvenient, but that doesn't destroy the tire. So, I'm overly sensitive when I see pieces of glass in a parking lot, that that could ruin a tire. 0:04:04.8 AS: And ruin a day. 0:04:06.2 BB: Ruin a day, oh yeah. And so the idea is that for someone to not take the time, and the time they save cost you more than they saved, that's worse than a thief. 0:04:19.8 AS: Right. 0:04:20.0 BB: So, if I meet a set of requirements, leave the bowling ball in the doorway, deliver minimally, but in the world of acceptability, what do we call that, Andrew? It's good. 0:04:35.3 AS: It's good. 0:04:36.0 BB: Right? It's good. It's just within requirements, but good. 0:04:41.8 AS: It's not beyond looking good. 0:04:43.9 BB: And forget about beyond looking good; this is looking good. So, I leave the bowling ball in the doorway. I deliver to you the absolute minimum, which is still good. So, your response to that, Andrew, is, "Thank you, Bill." [chuckle] 0:05:00.0 AS: Yeah. 0:05:00.1 BB: And I'm not saying you know what I did, but let's say the situation where I am unaware of the loss function. I'm unaware that what I'm doing is make making your life worse. 0:05:12.2 AS: Right. 0:05:13.3 BB: But the idea is that my shortcut to deliver the D minus; D minus, minus, minus, minus, minus. 'Cause that's still not an F. What Taguchi is talking about is that the amount of resources I save, may be a fraction of what it cost you in terms of extra effort to use it. So, my savings of an hour, a minute, a second causing you far more than I saved, is worse than a thief. But in the world of acceptability, there is no such thing. In the world of acceptability, a little bit within requirements on the low side, a little bit within requirements on the high side, it's all the same. Again, there may be a situation where if you're putting a shelf on a piece of wood on a wall as a shelf and it's a little bit longer, a little bit long on either side, that may not have an impact; may not be touching anything on either side. It doesn't have to fit in. 0:06:25.9 BB: Now, this past weekend, our son and I were installing a new floor at our daughter's condo, and we wanted the pieces to fit in-between other pieces and this laminate floor which is a [chuckle] lot of work. Our son is turning into quite the artist when it comes to woodworking and things. But it's very precise getting things just right, just right, just right. And that attention to detail, that attention to making sure the gaps are just right, minding the gap and not the part. And there were pieces of this floor that he was trying to install. And it was driving him nuts, and finally... He's trying to figure it out and he finally figured it out what was going on. 'Cause he wanted that floor and the spacing between not just to meet requirements [chuckle] not that our daughter gave him and set the requirement, but he wanted the floor in those gaps to be invisible. He wanted things to... Right? He had a higher level, a higher standard. 0:07:25.3 BB: Now, this is the same kid who when he was 13 left the bowling ball in the doorway. But I would've done that. You would've done that. So, anyway, that's the difference between... Another reminder of, one, the difference between acceptability and desirability. But to add to this idea of "worse than a thief," embedded in the concept of desirability is not to be worse than a thief, is to understand the consequences of your action on others, and the amount of time and your decision on how you deliver it and how you meet the requirements. The idea is that, the less time you take in order to save at your end might be causing the person downstream in your organization more than you're saving. 0:08:22.8 AS: In other words, something small, you could adjust something small that would have a huge impact down the line, and you just didn't... You don't know about it. 0:08:32.2 BB: Again, that's why I go back to the nail in the parking lot. To not pick up the nail could cause someone so much more than the few seconds you didn't spend. But again, that could be... [overlapping conversation] 0:08:44.0 AS: And one of the things that makes it easier or better for a working environment is you know your downstream. 0:08:51.8 BB: Yes. 0:08:51.8 AS: When you're walking in the parking lot, you don't know your downstream; it's just anybody generally, and hopefully I've stopped something from happening here, but you're never gonna know and all that. But with a business, you know your downstream, you know your upstream, and that communication can produce a really, really exciting result because you can see it and feel it. 0:09:11.8 BB: Well, and thank you for bringing that up, because I've got notes from... Since the last time we met, I keep a file for the next sessions we're gonna do. And so as things, ideas come up from people that I'm meeting on LinkedIn or elsewhere, then I, "Oh, let me throw that in." And so I throw it into a Word file for the next time. And so somewhere, I can't remember who, but since the last time we spoke, someone shared with me... Hold on, let me find it here. Okay. In their organization, they do staff rotation. They move people around in their organization. And the question had to do with, "Isn't that what Dr. Deming would promote? Is having people move around the organization?" And I said... Hold on, I gotta sneeze. I said, "Well, if I am the person that makes the parts that you have to assemble, and I make them just within requirements unaware of the downstream impact... " I don't know where they are within the requirements, let's say. 0:10:30.0 BB: All I know is that they're acceptable. I machine it, I measure it, the inspection says it's good, I don't know where within it's good. I don't know. So, I'm unaware. All I know is that it met the requirements. And I hand off to you on a regular basis, and then the boss comes along and says, "Bill, I wanna have you go do Andrew's job." So, now, I'm on the receiving end. And maybe you are upstream doing what I used to do. And you are likewise unaware that... You don't know that you're delivering acceptability. All you know is all the parts you deliver are good. You're trained the same way I'm trained, I'm doing your job. Does that change anything? [chuckle] If I take on your job and let's say, banging it together, whereas the week before you were banging it together, does that rotation create the conversation? 0:11:27.2 AS: So, you're saying rotation for the sake of rotation is not necessarily valuable if in fact, what could be more value is just the two of us sitting down and saying, "So what is it that you're doing with yours and what do you need?" and maybe visiting the other side or something like that. 0:11:44.9 BB: My point is, until the thought occurs to either one of us on the distinction between acceptable and desirable, neither one of us is the wiser as to why we do what we do. So, having people move around the organization and take on different roles, absent an understanding of this contrast, absent an understanding of what Dr. Deming is talking about, which includes these distinctions, that's not gonna do anything. 0:12:16.0 AS: Right. 0:12:16.8 BB: I would say it's a nice idea, and you hear about that all the time about oh the CEO's gonna go work at the front desk. But if the CEO goes to the front desk, again, unless he or she has a sense of what could be, that things could be smoother than what they are because of where they've worked before and it's so much smoother over there, that could lead to why at the Atlanta office does it take so much longer than the LA office. Now I'm beginning to wonder what might be causing that difference. But if I just take on your job for the first time, or if you and I every other week change jobs. So, I'm doing your job, we are both doing assembly, we're both making the parts. Absent an understanding of the contrast between a Deming environment or a non-Deming environment, which would include an appreciation of what Dr. Deming would call the System of Profound Knowledge and the elements of psychology and systems and variation, the theory of knowledge, just not enough. Insufficient. Nice idea. But it's when at Rocketdyne we would call "reforming." 0:13:39.0 BB: And we started 'cause Russ... Dr. Deming talks about transformation, and Russ talks about reforming. And so I started thinking, "How would I explain what... " I just thought it was too... My interpretation of what Dr. Deming is saying of the individual transform will begin to see things differently, okay. My interpretation is, I begin to hear things differently, I begin to hear the contrast between somebody referring to their son as "their son" versus "our son," my idea versus our idea; I start paying attention to pronouns, so I start hearing things differently; I start to think about, see things as a system a little... I become more aware, visually more aware. 0:14:43.9 BB: And to me, another aspect I think about relative to transformation is that, if I'm the professor and you're the student in a class, or in any situation, I don't see... I think about how I've contributed to whatever it is you're doing. I have somehow created the headache that you're experiencing. If I'm upstream of you in the organization, whether that's me delivering a report or a tool, or I'm the professor delivering the lecture, I began to realize that your issues I've created, and I begin to see things as a... I begin to see that I am part of the issue, Part of the solution, part of the problem. When I explained to students this, I began to realize as a professor that I am not an observer of your learning, asking "How did you do on the exam?" I am a participant in your learning, saying "How did we do in the lecture?" And to me, that's all part of this transformation. 0:15:53.0 BB: Now, the other word, "reform," which is associated with things I've heard from Russ. He talks about... Yeah, I'll just pause there. But I started thinking, well, Deming's talking about how I see the world, how I begin to see relationships differently, think about variation differently. That's a personal transformation. Reforming, and others began to explain to people at Rocketdyne and I do with clients and students is, reforming is when you and I swap jobs. Reforming is when I look at the process and get rid of a few steps. Reforming is changing titles. Reforming is painting something, [chuckle] changing the color. I think I shared, maybe in the first podcast series, I was doing a multi-day, one-on-one seminar with a pediatrician in Kazakhstan, who came to London to meet me and a bunch of other friends to learn more about Dr. Deming's work. And the entire thing was done through a translator. 0:17:07.1 BB: And so I would ask a question in English, it would be translated to Russian then back to me in English. And so at some point, I said to Ivan Klimenko, a wonderful, wonderful guy. I said, "Ivan," I said [chuckle] to Yuri, the translator, I said, "Ask Ivan, what's the fastest way for a Red Pen Company, a non-Deming company, a "Me" organization, to become a Blue Pen Company, otherwise known as a Deming company or "We" organization." And these are terms that we talked about in the first series; I don't think in this series. But, anyway, I said, "So what's the fastest way for a non-Deming company to become a Deming company? A Red Pen Company to become a Blue Pen Company?" 0:17:44.9 BB: And so he asked, and I'm listening to the translation. And he says, "Okay, I give up." I said, "Spray paint." [chuckle] And that's what reforming is: Getting out the red spray paint, having things become neat, clean, and organized, and you're just going through the motions. There's no change of state. And so, "I do your job, you do my job," that's not sufficient. But get us to think about the contrast of a Deming and a non-Deming organization, then you and I changing roles could be enormously beneficial as I begin to understand what it's like to be on the receiving end. Now, we're talking. And I think I mentioned in a previous podcast, I had a woman attend one of the classes I did at Rocketdyne, and she said, "Bill, in our organization, we have compassion for one another." It's the same thing. It's not sufficient. And that's me saying, "Andrew, I feel really bad. I lost a lot of sleep last night thinking about how much time you spend banging together all those parts that I give you. And if there was anything I could do to make things better, I would love to help you. But at the end of the day, Andrew, all the parts I gave you are good, right? I don't give you bad stuff, right? Have I ever given you a defective part, Andrew?" 0:19:12.0 AS: Nope. 0:19:13.1 BB: "So, everything's good, right? Everything's good that I give you? Well, then, if I could help you, but I don't know what else to do. Everything I give you is good. So, it must be on your end." [laughter] [overlapping conversation] 0:19:24.1 AS: And I'm busy. Yeah. 0:19:26.6 BB: Must be on you. And that's what I'm talking about. Now, if I understand that I'm contributing to your headache, I'm contributing to the trouble you're having with an example, now I'm inspired; now I understand there's something on me. [chuckle] But, short of that, nice idea, it's not helping. 0:19:50.0 BB: [laughter] So, the story I wanted to share before we're talking about this role-changing. Again, role-changing by itself, nah, not sufficient. So, see if this sounds familiar. It has to do with acceptability. I'm pretty certain it's part of the first series. I wanna make sure it's part of the second series. So, I was in a seminar at Rocketdyne on something to do with quality. And I think United Technologies had purchased Rocketdyne. They were bringing to us their new quality management system. Not just any quality management system, Andrew. This was called ACE, A-C-E. And, when we first learned about this, I remember being in a room when their United Technologies, ACE experts started to explain it. And some of my colleagues said, "Well, what is ACE?" They said, "Well, it's Achieving Competitive Excellence." "Well, what is it? What is it, 'competitive... '" 0:20:52.2 AS: It sounds like you wanna put that up on the wall as a slogan. 0:20:56.0 BB: It was a slogan, "Achieving Competitive Excellence." And people says, "Well, what is it?" I said, "Well, it's Lean Six Sigma." Well, so why do you call it ACE? Well, our arch rivals, General Electric. they call it Lean Six Sigma. We ain't gonna call it Lean Six Sigma. So, we're calling it ACE, A-C-E, Achieving Competitive Excellence. But it's the same thing as Lean Six Sigma. [chuckle] And so we had all this mandatory ACE training that we would all sit through and pray that the rosters were never lost, were never lost so we wouldn't have to take the training again. So, in the training, there was a discussion of, how does the environment impact quality? And I don't know how it came up, but similar, there's a conversation about the environment could affect quality. And, so when that was raised, I think it was a question that came up. 0:21:56.9 BB: How does the environment affect quality? The physical environment: How hot it is, how cold it is. So, one of the attendees says, "I've got an example." He says, "I worked for a Boeing supplier," and it might have been, "I worked for Boeing in Australia." I know he said he worked in Australia. They made parts, big parts, very tall parts like a 15, 20... Very long section. And I think he said it had to do with the tails, part of the tail for Boeing airplane. [chuckle] He says, "When we would measure it," he said, "we knew that if we took the measurement first thing in the morning before the sun came up and it started to get hot, then there's a good chance that the length would meet requirements. And, we knew that once that part saw the heat of the sun and expanded, then it wouldn't meet requirements. So, we measured it first thing in the morning, [laughter] and that's an example of how the environment affects quality." And, my first thought when I heard that was, "You can't make that story up, that I will keep measuring it until it meets requirements." That, Andrew, is me shipping acceptability. Do I care at all about how that part is used, Andrew? [chuckle] 0:23:18.7 AS: Nope. 0:23:19.9 BB: Do I know how that part is installed? Am I watching you install it and go through all, you know, hammer it? Nope. No. Again, even if I did, would I think twice that I measured it before the sun came up and that might be causing the issue? No, that still would not occur to me. But the other thing I wanted to bring up on this, on the topic of ACE, remember what ACE stands for? 0:23:46.0 AS: Achieving Competitive... 0:23:50.0 BB: Excellence. 0:23:50.3 AS: Excellence. 0:23:51.8 BB: So, Rocketdyne was owned by United Technologies of Pratt and Whitney, division of West Palm Beach, for 10 years or so? 10 long years. ACE, ACE, ACE, ACE, ACE. So, I kept thinking, [chuckle] I said to some of my Deming colleagues, "There's gotta be another acronym which is A-C-E." Achieving Competitive... What? What might be another E word? 'Cause it's not... Instead of ACE, Achieving Competitive Excellence, I kept thinking of this, what might be another way of what this is really all about? And it dawned me. The embarrassment is how long it took me to come up with what ACE translated to. And it was "Achieving Compliance Excellence." [chuckle] 0:24:42.9 AS: Excellent. 0:24:45.0 BB: Does it meet requirements? Yes. And so what is compliance excellence? It gets us back to acceptability. So, traditional quality compliance. But then while I was on the thought of Achieving Compliance Excellence, and then, well, there's a place for meeting requirements. There's a place for compliance excellence. I'm not throwing it out the window. I would say, if I ask you, Andrew, how far it is to the closest airport and you say 42 miles, 42 kilometers, or you say it takes an hour, then embedded in that model is "A minute is a minute, an hour is an hour, a mile is a mile, and all the miles are the same." Well, maybe they aren't. Maybe they aren't. Maybe I'm walking that distance, and I'm going uphill and downhill. Maybe I'm driving that distance. And those changes in elevation don't matter as much. So, then, what I thought was, there's Achieving Compliance Excellence that's acceptability, and then there's Achieving Contextual Excellence, which is my understanding of the context. 0:25:56.7 BB: And given my understanding of the context, if you say to me, "How far is it to the nearest airport?" I say, "Well, tell me more about the context of your question. Are you driving there? Are you riding your bike there? Are you walking there?" 'Cause then I'm realizing that every mile with Compliance Excellence, I just treat it as "a mile is a mile is a mile." They're all interchangeable, they're all the same. With Contextual Excellence, the context matters. And I say to you, "That's a... I mean, 42 miles, but boy, every mile is... They're brutal." And so then just the idea that context matters, that the understanding of a system matters. All right. So, next thing I wanna get to, and we've talked about this before but we never got it in, but I wanna provide, I really... Well, what I think is a neat example. [laughter] Okay. Calm down, Bill. [laughter] 0:26:54.8 AS: Yeah. You're excited about it. 0:26:57.0 BB: All right. 0:26:57.1 AS: So, about your idea... [chuckle] 0:27:00.2 BB: All right. So, again, in this spirit, my aim in conversation with you is to provide insights to people trying to bring these ideas to their organization. They're either trying to improve their own understanding, looking for better ways to explain it to others. And towards that end, here is a keeper. And for those who try this, if you have trouble, get back to me. Let me know how it goes. Here's the scenario I give people, and I've done this many, many times. What I used to do is give everyone in the room a clear transparency. That's when you had overhead projectors. [chuckle] 'Cause people say, "What is a transparency? What is an overhead projector?" [overlapping conversation] 0:27:45.0 AS: Yeah exactly. 0:27:46.8 BB: It's a clear piece of plastic, like the size of a sheet of paper. And on that sheet, on that piece of plastic was a vertical line and a horizontal line. I could call it set a set of axes, X-Y axis. And the vertical axis I called "flavor." And the horizontal axis, I called "time." And, so everyone, when they would walk into a seminar, would get a clear transparency. I give them a pen to write on this transparency. And I'd say to them, "Here's what I want you to imagine. The horizontal axis is time. The vertical axis is flavor." And I would hold up a can of soda and I'd say, "Imagine. Imagine, inside this can, imagine before the lid is put on, soda is added to this can," any kind of soda. Right? "Imagine soda's in the can. Imagine in the can is a probe, a flavor meter. And the flavor meter is connected to the pen in your hand." And what that... Wirelessly, Andrew. So, there's this probe that goes into the soda, into the can. It is, let's say, with Bluetooth technology connected to the pen in your hand, such that you have the ability with this magic pen to trace out what the flavor of the soda in the can is at any point in time. 0:29:31.0 BB: And so I would put on the vertical axis, right, the Y axis, I would put a little tick mark, maybe three quarters of the way up the vertical axis. And so everyone started at that tick mark. And I would say, "Okay, get your pen ready, get it on the tick mark. This flavor meter is inside the can. It's transmitting to your hand and the pen the flavor of Pepsi. If I was to seal this can, put the lid on it, and I say, 'Now the device is activated.' As soon as I put the lid on the can, the pen is activated and your hand starts to trace out what is the flavor of the soda doing over time." And I would say, "If you think the flavor gets better, then you have a curve going up. If you think the flavor of the soda's getting worse, then it goes down. If you think it stays the same, it just goes across." 0:30:37.1 BB: And I would just say, "What I want each of you to do, as soon as that can is sealed, I want you to imagine what the flavor of Pepsi, Coke, whatever it is, I want you to... " The question is, "What do you think the flavor of soda is doing in a sealed can over time?" And I would say, "Don't ask any questions. Just do that." Now, most of the people just take that and they just draw something. They might draw something flat going across. [chuckle] Now and then somebody would say, [chuckle] "Is the can in a refrigerator?" [chuckle] And my response is, "Don't complicate this." [laughter] 0:31:26.1 BB: So, I just throw that out. Most people just take that and just trace something out. And for the one who says, "Is it refrigerated? What's the timescale? Is the horizontal axis years or minutes?" I'd say, "Don't complicate it." [chuckle] 0:31:46.8 AS: "And don't ask questions." 0:31:48.9 BB: "And don't ask... " But you can bring me over and I'll ask you a question. You can ask your questions, I would just say, "Don't complicate it." So, what do we do? Everyone gets a few minutes, they draw it. I take all those transparencies that you can see through, and I put them on top of one another. And I can now hold them up to the room and people can see what I'm holding up. They can see all the different curves. 0:32:17.0 AS: Right. 0:32:18.0 BB: 'Cause they all start at the same point. And then I would say to the audience, "What do they all have in common?" Well, they all start at the same point. "What else do they have in common? What do they all have in common?" And people are like, "I don't know." Some of them are flat. They go across, the flavor doesn't change. Most of them think it goes down at some rate. 0:32:43.4 AS: Yep. 0:32:45.0 BB: Either concave down or convex down. Now and then, somebody will say it goes up and up and up; might go up and then down. But most people think it goes down over time. That's the leading answer. The second leading answer is it's constant. Up and down, rarely. So, I've done that. I've had people do that. I used to have a stack of 500 of transparencies. I used to save them and just go through them. I've done it, let's say in round numbers, 1,500 to 2,000 people. So, all the curves start at that tick mark in the 99.9999% of them either go down or go across. What's cool is, all those curves are smooth. Meaning, very smoothly up, very smoothly across, very smoothly down. Mathematically, that's called a "continuous function." And what I explained to them is, if I draw a vertical line halfway across the horizontal axis, and I look at every one of those curves, because the curves are smooth, if I draw a vertical line and how each curve, your profile and all the others go across that line, immediately to the left and immediately to the right, it's the same value because the curve is smooth. 0:34:28.3 BB: But I don't ask them to draw a smooth curve. I just say, "What do you think the flavor does over time?" They always, with three exceptions, draw a smooth curve. And so when I ask them what do they have in common, you get, "They start at the same point." Nope, that's not it. I don't know if anyone's ever articulated, "They're all continuous functions." Very rarely. So, then I explained, "They're all continuous functions. But I didn't ask you to draw a continuous function." Well, when I point out to them that three times, three times, Andrew, out of nearly 2,000, somebody drew a curve that goes starting at the tick mark, zero time, and it goes straight across halfway across the page at the same level, and then drops down to zero instantly, it's what's known mathematically as a "step function." 0:35:26.9 BB: So, it goes across, goes across, and then in zero time drops down to zero and then continues. So, three out of nearly 2,000 people drew a curve that wasn't smooth. Again, mathematically known as a step function. And each time I went up to that person and I said, and I comment on it, and each of them said, there's a point at which it goes bad. And each of them had a job in a quality organization. [chuckle] And so why is this important? Because in industry, there's this thing known as an "expiration date." What is an expiration date? It's the date past which you cannot use the chemical, the thing. And what's the assumption? The assumption is, a second before midnight on that date, Andrew, you could use that chemical, that acid, that glue, whatever it is in our product; a second before midnight, before the expiration date, you can use that. But a second after midnight, we put this tape and we call it "defective." And so I've worked with companies that are in the chemical business, and they literally have this tape. At the expiration date, we don't use it. A second before midnight, we do. And so what you have is a sense that it goes from good to bad, you know how fast, Andrew? 0:37:15.0 AS: Tick of a clock. 0:37:17.0 BB: Faster than that, Andrew. Zero time. 0:37:21.0 AS: Yeah. 0:37:22.0 BB: Zero time. And so what I ask people is, "Can you think of any phenomenon that happens in zero time?" And people call that's... "Well, the driver was killed instantly." No, it wasn't zero time. "Well, someone is shot." It's not zero time. And so what's cool is, when I ask people to describe a phenomenon, describe any physical phenomenon that happens in zero time, that we go from one location to another, from one state to another in zero time, I've not been stumped on that. Although actually, [chuckle] there are some situations where that happens. Well, the reason that's important for our audience is, that's a demonstration that expiration-date thinking is an organizational construct. It's not a physical construct. Milk goes bad fast. [chuckle] I'll admit, the expiration date on the half gallon of milk, it goes bad fast. 0:38:27.2 BB: But a second before midnight and a second after midnight, it's still the same. So, expiration-date thinking is what acceptability is about; that everything is good, equally good, but once we go across that expiration date, Andrew, then the flavor changes suddenly. And so what I used to kid people is, imagine if that really happened, right? Then we'd have this contest. I'd say, "Andrew, I had a can of Pepsi recently. And have you ever done this, Andrew? You get the can of Pepsi that has the expiration date on it. And if you listen to it at midnight, on the expiration date, you listen closely, you can hear it go from good to bad, Andrew." [chuckle] Would that be awesome? [chuckle] So, I was sharing some of this recently with our good friend, Christina, at The Deming Institute office. 0:39:31.0 AS: Yep. 0:39:32.7 BB: And it happened to be her birthday. And, so I sent her a note and I said, "Happy birthday." And I said, "So, did you change age immediately on the second you were born?" 'Cause she said, 'cause I think she said something like, "My mom reached out to me and she reminded me exactly what time I was born." And I said, "Oh," I said, "so did you feel the change in age as you crossed that?" And she said, she said, "Hi, Bill. Of course, I felt instantly different on my birthday. My mom even told me what time, so I'd know exactly when to feel different." [chuckle] Now, so here's a question for you, Andrew. Can you think of a situation where something changes from one value to another in zero time? In zero time. Again, we don't go from living to dying in zero time. The change of Pepsi doesn't go from one value to another in zero time. The quality of any product is not changing, you go from one side to the other. But can you think of anything that actually happens in zero time: Across that line, it goes from one value to another? 0:41:05.0 AS: Nope, I can't. 0:41:08.8 BB: Oh, come on, Andrew. You ready? 0:41:16.2 AS: Go for it. 0:41:20.0 BB: Did you ever hear of the German novelist, Thomas Mann, M-A-N-N? 0:41:24.0 AS: No. 0:41:25.7 BB: All right. I wrote this down as a closing thought; it may not be the closing thought. We'll just throw it in right now. So, this in an article [chuckle] I wrote for the Lean Management Journal. 0:41:38.0 AS: By the way, it's gotta be the closing thought because we're running out of time. So, perfect. 0:41:43.7 BB: Fantastic! Well, then here's my closing thought, Andrew. You want my closing thought? 0:41:47.1 AS: Do it. 0:41:48.1 BB: All right. So, from an article I wrote for the Lean Management Journal, so here's the quote. "I have witnessed industrial chemicals in full use right up to the expiration date, and then banned from use and tagged for immediate disposal with a passing of the expiration date only seconds before the chemicals were freely used. While they may rapidly sour, it is unlikely that they expire with a big bang, all in keeping with a sentiment of German novelist Thomas Mann's observation about New Year's Eve," Andrew. What he said was, "Time has no divisions to market's passage. There's never a thunderstorm or a blare of trumpets to announce the beginning of a new month or year. Even when the century begins, it is only we mere mortals who ring bells and fire off pistols." So, at midnight on December 31st, a fraction of a second before midnight, we're in 2024 and we go to 2025 in zero time, Andrew. So, legally things change as you go across a line. You go from the United States to Mexico across a line of zero thickness. So, legally things across a line change instantly. 0:43:17.0 AS: Well. 0:43:18.0 BB: A coupon, Andrew, expires at midnight. [laughter] 0:43:22.7 AS: Yep. All right. Well, on behalf of everyone at The Deming Institute, I want to thank you again for this discussion. And for listeners, remember to go to deming.org to continue your journey. And if you wanna keep in touch with Bill, as he mentioned at the beginning, just reach out to him on LinkedIn. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming. "People are entitled to joy in work."
Si hay un animal relacionado con las Navidades ese es el burro. Protagonista del Belén y de villancicos pero también es un animal que desgraciadamente está en peligro. Afortunadamente este équido junto con su pariente la mula, está siendo preservado por los amigos de Burrolandia y otros colectivos que los cuidan. Atentos porque os diremos cómo ayudarles. El burro ha sido un elemento clave en la civilización, en los medios rurales pero también en los conflictos bélicos. También como la mula ha sido estereotipado como un animal tonto, testarudo aunque muy fuerte. En la ficción literaria, desde Juan Ramón Jiménez a Robert Louis Stevenson han admirado a estos animales pero también ha sido compañero de Fray Perico o protagonista de cuentos y fábulas. Los dibujos animados tienen estupendos ejemplos como Tonto de Los Trotamúsicos o el asno de Shrek y en el cine no podemos olvidar a la mula Francis, Al azar Baltasar, Dos mulas y una mujer o Eo. ¿Jugastéis al Tozudo o habéis usado EMule? Todo contenido burrístico cabe en es este podcast. Escucha el episodio completo en la app de iVoox, o descubre todo el catálogo de iVoox Originals
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