Podcasts about continual improvement

Thanks to our Partners, NAPA Auto Care and NAPA TRACS  Recorded live at the Institute Summit, this insightful conversation explores how business leaders can apply sports principles—like team chemistry, leadership, and preparation—to enhance performance. Keynote speaker Ross Bernstein underscores the impact of storytelling as a powerful communication and trust building tool, sharing lessons from icons like Scotty Bowman and Jay Leno. The discussion reinforces the importance of having a solid business playbook grounded in strategy, data, and accountability, while also addressing the need to adapt to change, foster a culture of loyalty, leverage technology for growth, and prioritize meaningful personal connections and networking. A best-selling author of nearly 50 sports books, Ross Bernstein, is an award-winning peak performance business speaker who's keynoted conferences on all seven continents for audiences as small as 10 and as large as 10,000. Ross and his books have been featured on thousands of television and radio programs over the years, including CNN, ESPN, Bloomberg, Fox News, and “CBS This Morning,” as well as in the Wall Street Journal, New York Times, and USA Today. https://www.rossbernsteinspeaking.com/ Show Notes Watch Full Video Episode The Institute of Automotive Business Excellence: https://www.wearetheinstitute.com/ Introduction to the Episode (00:00:00) Importance of Storytelling (00:02:51) Jay Leno's Storytelling Practice (00:03:50) Team Chemistry in Sports (00:05:06) Scotty Bowman's Coaching Insights (00:06:29) Building Team Chemistry (00:08:00) Innovative Recruiting Strategies (00:08:47). The Power of the Playbook (00:12:17) Measuring Performance (00:13:06) Continual Improvement in Business (00:14:21) Ketchup Insights (00:15:45) Practicing What We Learn (00:20:02) Generational Workforce Changes (00:22:11) Creating Loyalty in Teams (00:22:55) Time Perception (00:23:10) Focus and Distractions (00:23:49) Engagement in Presentations (00:24:38) Struggle and Growth (00:27:26) Humility in Leadership (00:28:25) Client Experience Officer Concept (00:30:05) Philanthropy and Business Success (00:30:23) Gamification in Customer Engagement (00:32:36) Adapting to Change (00:35:14) Networking and Personal Connections (00:36:21) Legacy Business Lessons (00:37:08) Business Fundamentals (00:39:00) Thanks to our Partners, NAPA Auto Care, NAPA TRACS and Automotive Management Network Learn more about NAPA Auto Care and the benefits of being part of the NAPA family by visiting https://www.napaonline.com/en/auto-care NAPA TRACS will move your shop

Mike Macdonald joins Brock and Salk to discuss what was different in yesterday's win, what they took away from their visit with the Navy SEALS, what he saw from Abe Lucas and Olu Oluwatimi in their first starts this season, how rookie LB Tyrice Knight did and why Geno Smith is so good with 2 minutes remaining.

Stay hungry; be humble. Keep learning; be outstanding.An Exam Study Expert pep talk.Questions? Comments? Requests? Or just want to say "thanks" - send me a text message (I read them all!).

Constant and Never-Ending Improvement; The Attitude of Effective Leaders. God calls us to Constant and Never-Ending Improvement.  We are called to be NEW CREATIONS, getting better mentally, spiritually, emotionally and personally.  This is why we believe the sign of a Leader is, Under Construction. The Japanese are world renowned for their quality of life, and of manufacturing.  What I believe makes the Japanese people stand out is their attitude, their mindset of Continual Improvement.  An American named Dr. Deming went to Japan after America defeated them in WW2.  Dr. Deming taught the Japanese and important principle of life: Quality always costs less! He posited to the Japanese that if they could just focus on constantly improving, they would eventually be globally dominant. Today on Like It Matters Radio Mr. Black wants to focus in on 6+1 mindsets that the Japanese use to keep their hearts and minds focused on Constant and Never-Ending Improvement: Ikigai, Kaizen, Pomodoro Technique, Hara Hachi Bu, Shoshin, Wabi-Sabi and Kata. Tune into Like It Matters Radio for an hour of Power as Mr. Black helps listeners get their minds right!  Because it is that attitude that causes a leader to live their life like it Matters! Be sure to Like and Follow us on our facebook page!www.facebook.com/limradio Instagram @likeitmattersradioTwitter @likeitmatters Get daily inspiration from our blog www.wayofwarrior.blog Learn about our non profit work at www.givelikeitmatters.com Check out our training website www.LikeItMatters.Net Always available online at www.likeitmattersradio.comSee omnystudio.com/listener for privacy information.

GWS defender Pepa Randall joins CTTG to discuss the Giants' 2024 AFLW campaign. Subscribe to Credit to the Girls wherever you get your podcasts.See omnystudio.com/listener for privacy information.

There's nothing more inspiring than hearing real people overcome real challenges to get the results they want—especially when those are the same results you'd like to see in your own life!  That's why in this bonus episode we're going deep with another amazing woman named Paulette Benson who's actually been there, and who has had incredible success after, like so many of us, failing at one diet after another.And in this special bonus episode we're taking a deep dive into what transforming your life through adopting a low-carb lifestyle actually looks like, by sitting down to chat with one of our amazing clients—and now TAS Certified Coach—Paulette BensonPaulette joined our program about a year and a half ago, and so far has lost an amazing 65 pounds, and in the process not only improved her mindset, but skyrocketed her confidence—so much so that when we launched our certification program last year, she was one of the first to sign up.Like so many others, this program has changed her life.----------Get our FREE guide to finally fix your metabolism!Losing weight & getting healthy is never easy, but lately you might feel like it's suddenly become impossible.Our Flip the Switch guide will help you clearly understand what's been going on, as well as exactly what you can do to get your metabolism working again so that you can look and feel your best—it's easier and more simple than you think! Get it HERE.

Continual Improvement is at the heart of every ISO Standard.  The cyclical nature of ISO Standards lends itself to regular review and update of your Management System, to ensure it's working efficiently and to address any issues or opportunities that inevitably crop up. However, Integrating these improvements can be challenging, even for mature systems. Today Ian Battersby explains the concept of Improvement as defined in ISO Standards, how to find root cause for non-conformities and integrating improvement actions from multiple sources.   You'll learn ·      What is meant by ‘Improvement' in ISO Standards? ·      Common misconceptions about Improvement in ISO Standards ·      How to address non-conformities in your Management System ·      Finding the root cause of a non-conformity ·      Integrating Improvement actions   Resources ·      Isologyhub   In this episode, we talk about: [00:30] Join the isologyhub – To get access to a suite of ISO related tools, training and templates. Simply head on over to isologyhub.com to either sign-up or book a demo. [02:05] Episode summary: Ian Battersby will be explaining what Improvement means in relation to ISO Standards, how to address non-conformities and integrating the required Improvement actions. [02:30] What is meant by ‘Improvement' in ISO Standards? – One of the requirements of all Management System standards is to determine and select opportunities for improvement (Clause 10). This is the fundamental aim of Management Systems: to make things better In the words of the standards, it is so that an organisation can: “Implement any necessary actions to meet customer requirements and enhance customer satisfaction These shall include: a) improving products and services to meet requirements as well as to address future needs and expectations; b) correcting, preventing or reducing undesired effects; c) improving the performance and effectiveness of the management system.” An organisation going through certification for the first time may never have had in place a system for planning improvements.  Some organisations are dealing with improvements, but not necessarily through a single, consistent route. While you can meet the requirements of the standards without a single route, the standard is not prescriptive in how you go about this. [04:45] Common misconceptions about non-conformities – the standard does go on to cover nonconformity and corrective action (10.2); is it suggesting these as the main source of non-conformities (NC).  It isn't really explicit about other sources, other than specifically including customer complaints as a form of NC. However, there's a strong argument for consolidating data from different sources, so it's worth considering how complaints data is handled. Other sources of non-conformities can include your Internal Audit findings, addressing where you may not be meeting client expectations, addressing failure to meet legal obligations ect. As a reminder, ISO 9000 (Fundamentals and vocabulary) includes the definition of nonconformity: non-fulfilment of a requirement: need or expectation that is stated, generally implied or obligatory i.e. Legal / client expectation. [10:00] Addressing non-conformities – You need to evaluate the need for action to eliminate the cause of the nonconformity, to ensure that the issues doesn't recur, or pop-up elsewhere. When a non-conformity does occur, you need to: ·      Determine the causes ·      Determining if similar nonconformities exist, or could potentially occur; Any corrective actions should be appropriate to the effects of the nonconformities encountered. So, you don't need to commit a huge amount of resource to minor issues. [11:40] Join the isologyhub and get access to limitless ISO resources – From as little as £99 a month, you can have unlimited access to hundreds of online training courses and achieve certification for completion of courses along the way, which will take you from learner to practitioner to leader in no time. Simply head on over to the isologyhub to sign-up or book a demo. [13:40] Finding the cause of non-conformities  – Without removing the cause, repetition may occur, and this is where integrating improvement data from multiple sources comes into its own. The idea of Common cause is - a single cause may manifest itself in very different outcomes. For example, a lack of competence could lead to a process being delivered wrongly, leading to reducing level of quality in service or product, which would be picked up as an NC. Competence is an area which can also lead to NC's, through the result of a helath & safety incident or environmental incident if people aren't trained to use equipment or follow set procedures.   It can also lead to a customer complaint where the failed process is apparent to a customer. If a product NC isn't spotted until after the product delivered/in service it could lead to a warranty claim Or even a claim for damages should it lead to harm/loss to the customer It could lead to regulatory breach or even enforcement or legal action Some of these outcomes may not be apparent until they have impacted upon a customer or other interested party, so would not be recorded internally through a nonconformity system. All this to say, finding the root cause will require looking in a lot of different places. Having a common methodology in place to address non-conformities, including considerations for different types of issues, makes life a lot easier. [15:55] Integrating Improvements from multiple sources: There are many sources which can highlight opportunities for Improvement, including: Internal Audit – This is a conformity assessment, so any gaps or issues identified will be NC's that need addressing. Surveillance Audit / Certification Audit – Your Certification Body will also be conducting a third-party conformity assessment, which may highlight something you've missed in your own internal audits. Supply Chain Audit – Auditing your supply chain can also highlight NC's that you can encourage them to address, both for your benefit and theirs. Client Audit – You may be audited by clients, especially where there may be specific technical industry related issues. Management Review – This is the perfect platform to identify Opportunities for Improvement. You can highlight NC trends from Internal Audits here and define if they need to be addressed separately. You will often have members of senior management present at a Management Review, so there is a greater chance for you to plan tangible actions to address issues, especially if they are business critical. SWOT / PESTLE – This usually happens early on in the Implementation phase, but there's no reason why you can't repeat the exercise on an annual basis. This exercise directly identifies your risks and opportunities, both from internal and external sources. Getting input from all levels of staff as they may also shed light on potential NC's and opportunities other departments may not even be aware of. Accident reporting / Safety observations – Any incident should be viewed as an opportunity to improve. Some accidents are unavoidable, but many are a result of someone not following instructions, equipment being left unattended or in the wrongs location ect. Addressing these will help you to ensure a safer environment. Site inspections – Just walking around your site can yield new insights. Ask other departments that may not visit your area to do a sweep and report any findings. Sometimes all you need is a fresh pair of eyes to highlight issues you've missed.   Complaint / Other customer feedback – Allow clients and stakeholders to have input. Regulatory requirements – You may discover you are breaching a regulation, which needs to be addressed ASAP. Consider a legal register to keep track of all your legal and regulatory requirements. Enforcement (HSE, EA, professional body) – You may have opportunities for improvement enforced by professional bodies such as the HSE or Environment Agency. Management Action – Any management meetings should take opportunity suggestions from both management and the general workforce. Product NC's – If you're in the manufacturing industry, you likely already have a system in place for monitoring any product related non-conformities. This process can be applied on a broader scale, as it embodies the same principles: Identify the problem, find the root cause, address the root cause, put preventative measures in place to stop recurrence.  If you'd like to book a demo for the isologyhub, simply contact us and we'd be happy to give you a tour. We'd love to hear your views and comments about the ISO Show, here's how: ●     Share the ISO Show on Twitter or Linkedin ●     Leave an honest review on iTunes or Soundcloud. Your ratings and reviews really help and we read each one. Subscribe to keep up-to-date with our latest episodes: Stitcher | Spotify | YouTube |iTunes | Soundcloud | Mailing List

ISO Standards provide a framework to help businesses manage various aspects of their activities. Whether that's quality, risk, environmental or Information Security management, they provide invaluable guidance to establish an effective Management System. One element that is key, no matter the Standard or subject area, is Leadership. Without this driving force, your Management System will not get the momentum it needs to truly benefit your way of working. Today Ian Battersby will explain the integral role of leadership within the Implementation and maintenance of an ISO Management System, and how their active participation benefits the whole business. You'll learn ·      What is Leadership? ·      Where is Leadership referenced in ISO Standards? ·      How do Leadership get involved with the Implementation and Management of ISO Standards? ·      How does Leadership participation benefit the business?   Resources ·      Isologyhub     In this episode, we talk about: [00:30] Join the isologyhub – To get access to a suite of ISO related tools, training and templates. Simply head on over to isologyhub.com to either sign-up or book a demo. [02:05] Episode summary: Ian will be discussing the role of Leadership within ISO Management Systems and how their active participation can benefit the business as a whole. [02:30] What is Leadership? – Leadership is central to success in achieving any goal in business. It involves motivating a group of people toward a common pursuit, and it certainly isn't straightforward without leadership believing in what it's doing. Without showing that belief, why would the workforce sit up and take note: ‘If it's not important to you, why should it be to me?' [03:30] Why should Leadership get involved? – The need for leadership has been recognised by Standards bodies, hence why it's been made central to all Management System Standards. For many years, Management Systems were separate from the day-to-day activities of running a business, often boiled down to just a person in a room with manuals, getting through certifications and earning a nice shiny badge.But this had little to no impact on the bottom line (be honest)! But, a well-run Management System can have huge impacts and benefits on all types of organisation, and updated ISO standards aim to deliver that impact more readily, so leadership gets its own clause (Clause 5 – Leadership)  [05:25] Clause 5.1 Top management shall demonstrate leadership & commitment – This boils down to taking accountability for effectiveness of the system, but how do you do this? Firstly, the system can only be effective if it is designed correctly, so leadership must ensure it fits with its context of the organisation, which is required in Clause 4. There are ways of doing this, but we favour a SWOT and PESTLE. This is simply to ensure that those establishing context don't do it in a vacuum, opening up the floor to get input from everyone effected by the Management System. This is key because Senior Managers need active involvement to understand how the system works, its resource needs and its performance. [07:25] Ensuring quality policy and objectives are established and compatible with context and strategic direction – The quality objectives must contribute to the business, so there's a role for senior managers to ensure that they are aligned and have a measurable contribution to the business. What measures are included in your objectives which can demonstrably show that they affect the business in some way in a good way? That's what senior management have to do to link quality objectives with strategic organisational business objectives. [08:20] Ensuring integration into the organisation's business processes – The quality objectives must contribute to the business, so there's a role for senior managers to ensure that they are aligned and have a measurable contribution to the business. They must ensure integration into the organisations' business processes, which in turn must be aligned with the context. They must also be relevant to the way the organisation runs and senior management needs to oversee a system which allows processes to do that. [05:20] Promoting use of the process approach and risk-based thinking – This requires senior management to actually do some promotion – which is stipulated as ‘Shall Promote'. For those that don't know, whenever the word ‘Shall' is used in an ISO Standard, that essentially means you MUST do it. In this instance, that means actually contributing the communications and raising of Management System Awareness. Senior Management have to be involved in the process of describing to people what's important, why the standards are important and that risk and process are central to the organisations operations. [09:35] Providing resources for the system – There's a number of resources that Senior Management need to consider, including: ·      People - Need to be enlisted to run a system and to operate the system throughout the organisation. ·      Competence – You may need to invest in training if required. ·      Expertise in the standard – Do you have expertise in-house on the Standard you're certifying to? If not, you will have to invest in training or additional help from a third-party. ·      Systems / Access and Documented Information – Do you have a place for hosting of documentation, workflows, forms? Further considerations are needed for required authorization and controlled access. ·      Time – Implementing and maintaining a Management System is a big task, whether done by an individual or a team, they will need time to complete necessary Management System activities. [10:30] Communicating the importance of an effective system and conforming to its requirements – Everyone looks up to Senior Management in regard to what their priorities are. It's up to them to effectively communicate the importance of the Management System, it's processes, their role in relation to the Management System and how to confirm with it's requirements. Key points to get across: ·      How this system makes your workplace a better place. ·      How it contributes to success of the organisation – I.e. happier customers, safer working conditions, ect ·      How it can make their daily routine more fulfilling – i.e. having a complete picture of their place in the business, how they contribute to its success. ·      What could nonconformity bring if people choose to step outside a management system? – I.e. With ISO 45001, nonconformance could risk someone getting injured. [13:50] Engaging/directing/supporting persons to contribute to effectiveness of the system – Team managers should be harnessing the people at all levels to be able to fulfil the requirements of the Management System. They should do that by providing clear expectations, which can be done via so communications and objective setting. [14:30] Promoting improvement – Continual Improvement is absolutely key to every management system. When something does go wrong, senior management must provide the resources for actively asking why things may have underperformed, so you can get to the cause of why it's underperforming and put it right. It's also an opportunity to highlight when things have improved and celebrate those that contributed to that success. [15:30] Join the isologyhub and get access to limitless ISO resources  – From as little as £99 a month, you can have unlimited access to hundreds of online training courses and achieve certification for completion of courses along the way, which will take you from learner to practitioner to leader in no time. Simply head on over to the isologyhub to sign-up or book a demo. [17:40] Supporting other management to demonstrate leadership in their areas – Leadership drives top to bottom. Everybody can have a role in leadership. Roles and responsibilities are assigned by senior management, and this offers the opportunity for individuals to provide their own leadership in their specific areas.   [18:15] 5.2 Policy – The definition of Policy in ISO Standards is: The overall intentions and direction of the organisation, expressed by senior management.  A policy exists to govern the behaviour of an organisation and its employees in order to provide the best outcomes.  It also provides the basis for the establishment of objectives.  It does not explain how the policy is to be delivered through individual tasks.  This may not be a detail for top management. What's the requirement?: Top management must ensure its appropriate to the purpose and context of the organization and supports its strategic direction It's not simply just a piece of paper to sign once a year. [19:25] 5.3 Organizational roles, responsibilities and authorities – What does the Standard say:  ‘Top management shall ensure that responsibilities and authorities for relevant roles are assigned, communicated and understood within the organization' What does this actually mean?: ·      Ensuring the Management system conforms to your ISO Standard(s) ·      Ensuring processes deliver desired results ·      Performance reporting including opportunities for improvement ·      Promotion of customer focus ·      Ensuring integrity of the management system through change and continual improvement [21:30] Leadership in practice – Ian recounts an experience where senior management did regular safety checks in an organisation he worked with previously. Senior Management took an hour out each month to do a floor walk and actually talk to those on the ground floor to ask them about risk, equipment and just generally get a feel for how everything really worked. In turn, they were challenged by their staff on safe working systems and this proper conversation led to better understanding on both parts. The staff got to see their Senior Management genuinely care about their work and well-being, and Senior Management got much needed insight into the actual day-to-day activities and see first hand where improvements could be made. Those familiar with ISO 45001 will know that worker participation is a requirement of the Standard, but there's no reason why you can't apply this to other Standards. If you'd like to book a demo for the isologyhub, simply contact us and we'd be happy to give you a tour. We'd love to hear your views and comments about the ISO Show, here's how: ●     Share the ISO Show on Twitter or Linkedin ●     Leave an honest review on iTunes or Soundcloud. Your ratings and reviews really help and we read each one. Subscribe to keep up-to-date with our latest episodes: Stitcher | Spotify | YouTube |iTunes | Soundcloud | Mailing List

Jason Smith, Director of Outbound Product Management, ITOM, discusses the steps to measure AIOps as a product and an offering. Hear him explain specific metrics and success indicators to help with AIOps implementation. You can see the full AIOps 101 series here.See omnystudio.com/listener for privacy information.

Summary In this episode, the hosts interview Scott Leech, the head strength and conditioning coach at Rhode Island, about strength and conditioning at the high school level. They discuss the challenges faced by high school coaches who don't have a certified strength and conditioning coach on their staff, as well as the importance of adapting and staying up-to-date with training methods. Scott shares his principles for training in the weight room, emphasizing the importance of starting with easier exercises and gradually progressing to more challenging ones. He also discusses his approach to off-field training, including acceleration, top speed training, change of direction, and contact prep. The hosts stress the importance of continually seeking improvement and being open to new ideas. In this part of the conversation, Scott Leech and Kyle Bradburn discuss the importance of balancing different types of training and conditioning for high school football players. They emphasize the need to prioritize acceleration, top speed, and change of direction in training. They also discuss the importance of managing practice intensity and avoiding overtraining. Scott shares his approach to structuring practices and incorporating different drills and movements to improve performance. They also touch on the use of technology, such as laser units, to track and measure speed. Overall, the conversation highlights the importance of smart and strategic training to optimize performance and reduce the risk of injuries. In this conversation, Coach Scott Leech discusses the importance of contact preparation in football training. He explains how rolling, crawling, and other contact prep drills can help athletes build muscle memory, reduce soreness, and prevent injuries. Coach Leech also shares his unique approach to conditioning and the incorporation of football drills into training. Takeaways High school coaches without a certified strength and conditioning coach face challenges in providing effective training Adapting and staying up-to-date with training methods is crucial for high school coaches Starting with easier exercises in the weight room and gradually progressing to more challenging ones is recommended Off-field training should focus on acceleration, top speed training, change of direction, and contact prep Prioritize acceleration, top speed, and change of direction in training. Manage practice intensity and avoid overtraining to reduce the risk of injuries. Incorporate a variety of drills and movements to improve performance. Contact prep is especially important during periods of time when athletes are not regularly engaging in contact, such as the offseason. Incorporating football drills into conditioning can help athletes develop specific skills and improve performance on the field. Creating a fun and engaging culture within a program, such as sharing funny pictures on social media, can help build team camaraderie and motivation. Chapters 00:00 Introduction and Background 03:01 Strength and Conditioning at the High School Level 07:12 Progressive Approach to Weight Room Training 09:34 Getting Away from Olympic Lifting 11:25 The Importance of Effort over Technique 14:24 Continual Improvement and Sharing Knowledge 21:29 Conclusion and Final Thoughts 23:59 Balancing Training and Conditioning 33:06 Managing Practice Intensity 39:02 Prioritizing Acceleration, Top Speed, and Change of Direction 43:29 Incorporating Drills and Movements 46:49 Using Technology to Track and Measure Speed 48:43 Optimizing Performance and Reducing the Risk of Injuries 49:01 Introduction and Background 49:50 The Importance of Rolling and Contact Prep 52:31 Reducing Soreness and Preparing for Contact 54:53 Creating a Fun and Engaging Culture 01:00:30 Incorporating Football Drills into Conditioning 01:05:19 The Coolest and Most Unique Aspect of the Program

In this conversation, Neil interviews Dimitris Katsanis, one of the world leading experts in bike design. They discuss the UCI regulations that govern bike design for road and track racing. Dimitris explains the evolution of bike design and the role of carbon fiber and titanium in creating lightweight and aerodynamic bikes. He also talks about his collaboration with Pinarello and the development of the Dogma F8 and F10 bikes. Dimitris emphasizes the importance of balancing weight, stiffness, and aerodynamics in bike design and the ongoing pursuit of improvement in the field. In this part of the conversation, Dimitris Katsanis discusses the evolution of bike design, the importance of aerodynamics and system drag reduction, the differences between track and road bike design, the interactions between the bike and rider, the impact of weight and aerodynamics in solo breakaways, the ongoing weight vs. aero debate, the role of stiffness in bike design, the relationship between stiffness and comfort in bike frames, and the potential of 3D printing and additive manufacturing in bike manufacturing. In this conversation, we also discuss the limitations of carbon fiber in bike design and the potential of 3D printing to overcome these limitations. He explains how 3D printing allows for the creation of custom shapes and internal structures that can improve the performance and weight of bike components. Katsanis shares examples of 3D printed handlebars and frames that are lighter than their carbon fiber counterparts. He also discusses the future of mass customization in bike design and the impact of regulations on innovation. Finally, he speculates on what bikes may look like in the future if design restrictions were lifted.Chapters06:40 Introduction and Background11:10 UCI Regulations and Bike Design17:48 Evolution of Bike Design and UCI Regulations25:27 Influence of Weight and Aerodynamics on Bike Performance32:01 Pushing the Limits of Aerodynamics37:16 Yaw Sensitivity and Aerofoil Sections40:53 Continual Improvement in Bike Design42:25 The Evolution of Bike Design42:51 Aerodynamics and System Drag Reduction44:21 Track vs. Road Bike Design47:05 Interactions Between Bike and Rider48:02 The Importance of Aero in Solo Breakaways53:00 Weight vs. Aero Debate56:00 The Impact of Weight on Performance58:04 The Role of Stiffness in Bike Design01:04:01 Stiffness and Comfort in Bike Frames01:11:56 Materials in Bike Design: Steel, Aluminum, Titanium, and Carbon Fiber01:18:08 The Potential of 3D Printing and Additive Manufacturing01:19:45 The Limitations of Carbon Fiber01:21:41 The Potential of 3D Printing01:24:10 The Surprising Lightness of 3D Printed Titanium01:28:02 The Future of Mass Customization01:34:06 The Impact of Regulations on Bike Design01:43:09 Speculating on the Bike of the Future

SummaryIn this conversation, Duane Lester and Thomas Bingham discuss the power of storytelling in education, training, and advocacy. They highlight the importance of connecting learning to personal relevance and the emotional impact of stories. They also explore the role of storytelling in capturing attention, engaging participants, and driving performance improvement. Thomas shares examples of using stories to advocate for policy change and emphasizes the need for a realistic pathway to achieve goals. The conversation concludes with a reminder that storytelling is an ongoing process that requires continual improvement.Takeaways* Storytelling is a powerful tool in education, training, and advocacy as it helps capture attention, engage participants, and drive performance improvement.* Connecting learning to personal relevance is crucial in motivating learners and ensuring their active participation.* Stories have an emotional impact and can influence decision-making, as people tend to buy with emotion and justify with logic.* Starting training with stories and sharing personal narratives can create a sense of unease and a vision of a better state, motivating learners to strive for improvement.* Continual improvement in storytelling is necessary to effectively communicate messages and connect with the audience.Chapters00:00 Introduction01:00 Weather and Travel01:50 Background and Passion for Advocating Freedom03:16 The Power of Storytelling in Education04:54 The Importance of Connecting Learning to Personal Relevance06:28 The Role of Storytelling in Training and Performance Improvement08:47 The Engaging Power of Stories09:44 The Emotional Impact of Stories10:41 The Fear of Missing Out and Emotional Buying11:04 Using Personal Narratives to Capture Attention12:43 The Shortest Distance Between Two People is a Story13:43 Creating a Sense of Unease and a Vision of a Better State14:32 Using Stories to Advocate for Policy Change17:17 Starting Training with Stories18:14 Sharing Personal Stories to Connect with the Audience19:12 Telling Other People's Stories20:17 The Formula for Impactful Storytelling21:37 The Realistic Pathway to Achieve Goals25:42 Continual Improvement in Storytelling26:08 Reaching Out for More Information27:20 Closing Remarks Get full access to Lessons from Learning Leaders at lessonsfromlearningleaders.substack.com/subscribe

Efficiency experts say you must plan your work and work your plan. And you must have written goals and a budget and a schedule.A detailed plan is the key to success when you are doing something small, but you cannot have a detailed plan when you are doing something big and new and untried.You know a project is small when all the variables can be known in advance.When you do something big and new and untried, you will come to a place that your plan did not foresee. This is when you must improvise. Later, you will discover that you are making decisions at the last moment, because that is when you have the most information.Possibilities are in your mind. Reality is at your fingertips. So get started. Move. Take action. Do something.Clarity, commitment, and continual improvement are what you need most when doing something big and new and untried.1: Clarity means you have a clear vision of the outcome you are hoping to bring into reality.2: When you have clarity, you always know what to do next.3: Commitment means that quitting will never occur to you.4: When you have commitment, you find a solution to every obstacle.5: Continual Improvement means that you touch your project every day without fail.6: Touching your project every day – and moving it forward a little – unleashes the power of Exponential Little Bits, the energy that spins your flywheel.7: A thousand tiny touches don't add up, they multiply. Two becomes four. Four becomes eight. Eight becomes sixteen, and 28 cycles later you have exceeded one billion.8: The only things you cannot know in advance are(A.) How long is it going to take?(B.) How much is it going to cost?9: If you insist on knowing those answers in advance, these are the answers:(A.) It will take as long as it takes(B.) It will cost what it costs.10: If you demand answers with more details, you either lack commitment or you believe I can see the future.11: I cannot see the future.12: The only hard part is step number one.You will notice I have given you a 12-step program. This is because doing things that are big, new, and untried is highly addictive, and every addictive thing has its own 12-step program.Do not confuse it with a plan.Roy H. WilliamsPS – George Bernard Shaw said, “A life spent making mistakes is not only more honorable, but more useful than a life spent doing nothing.” Roy might tell you more about George Bernard Shaw next week. Or then again, maybe not. – IndyCharlie Munger was the billionaire businessman who built Berkshire Hathaway side-by-side with Warren Buffett. Just weeks before Munger died at age 99, Gregory Zuckerman of The Wall Street Journal spent 4 hours with Charlie in the billionaire's Los Angeles home and came away with some life-changing insights. This week, roving reporter Rotbart interviews the last journalist to interview Charlie Munger, which makes everyone who listens to this week's episode of Monday Morning Radio just three degrees of separation from Charlie Munger and four degrees from Warren Buffett. How can you resist? This party will start the moment you arrive at MondayMorningRadio.com.

Skip the Queue is brought to you by Rubber Cheese, a digital agency that builds remarkable systems and websites for attractions that helps them increase their visitor numbers. Your host is  Kelly Molson, Founder of Rubber Cheese.Download the Rubber Cheese 2023 Visitor Attraction Website Report - the annual benchmark statistics for the attractions sector.If you like what you hear, you can subscribe on iTunes, Spotify, and all the usual channels by searching Skip the Queue or visit our website rubbercheese.com/podcast.If you've enjoyed this podcast, please leave us a five star review, it really helps others find us. And remember to follow us on Twitter for your chance to win the books that have been mentioned in this podcastCompetition ends on 29th March 2024. The winner will be contacted via Twitter.  Show references: David Green | LinkedInhttps://www.blenheimpalace.com/Head of Innovation at Blenheim PalaceDavid Green is responsible for driving innovation at Blenheim to deliver value from the implementation of novel business methods and new concepts. His role involves building a culture of continual improvement and innovation, bringing together and contextualising novel datasets through a data and IoT network infrastructure, and identifying opportunities to enhance customer experiences.David leads the research and development at Blenheim, cultivating university partnerships, that helps fuse specialised knowledge with Blenheim's diverse landscape and practical challenges. Moreover, he initiated the Innovation and Continual Improvement network, fostering collaboration among sector leads to share expertise and address common challenges. Joseph Paul | LinkedInhttps://vennersys.co.uk/Associate Director – Key Account ManagerWith 10 years of experience in SaaS Account Management and 6 years at Vennersys, Joe works closely with visitor attractions to optimise system performance and internal processes. He acts as a conduit between attraction managers and Vennersys, helping facilitate constructive communication to further develop and improve Vennersys' own services based on customer needs or industry trends.In his personal life, Joe can either be found playing hockey for his local club or taking long, refreshing walks in the hills and fields near his home. Transcriptions:  Kelly Molson: Welcome to Skip The Queue, a podcast for people working in or working with visitor attractions. I'm your host, Kelly Molson. On today's episode I speak with David Green, Head of Innovation at Blenheim Palace and Joseph Paul, Associate Director - Key Account Manager at Vennersys.We're talking about data - but not just the importance of it (we all know that right?). David and Joe share the exciting data and AI reporting systems that Blenheim have created, allowing them to predict, and not just report on past performance. This is a really interesting episode and if you're been a little bit put off or a little bit scared about AI up until this point, this might be the episode that changes your mind.If you like what you hear, you can subscribe on all the usual channels by searching Skip The Queue. Kelly Molson: David, Joe, it is lovely to have you both on the podcast today. Thank you for joining me on Skip the Queue. David Green: It's great to be here. Joseph Paul: Thanks for having us. Kelly Molson: That sounded very positive, guys. Thanks. Feel the enthusiasm. David Green: Let's see how the first question goes, shall we? Kelly Molson: Listen, everyone worries about these icebreaker questions. It's just we're just in a pub, in a coffee shop having a little chat. That's all it is. Right, I want to know. We'll start with you, Joe. What was the last thing you binge watched on your streaming service of choice? Joseph Paul: Gosh, that's a very good question. The last series we binge watch was a series called Bodies on Netflix, which is about a murder that happens in four different time periods and four detectives are trying to solve the murder. Very good if you haven't watched it.  Kelly Molson: I have seen this and Joe, it hurt my head a little bit.Joseph Paul: Yeah. It is hard to keep track of some of the plots through the different times, but there's a very good ending worth watching if you haven't, David? David Green:  I don't think I have. I didn't get a chance to watch TV. Kelly Molson: So same question to you, David. That's a really good series as well, Joe. I thoroughly enjoyed that, although it did hurt the backwards forwards bit a little bit, was a bit mind blowing. Same question to you, David. What was the last thing that you binge watched? David Green: Well, the last thing I probably binge watched was probably Breaking Bad. That just sort of shows you how long ago it was. I binge watched anything, but I'm desperate to watch it again. It was so good. I was just hooked on the first episode. I just loved every single minute of that. Kelly Molson: Have you seen that, Joe? Joseph Paul: Yes. Very good series. Probably one of the best of all time. And the question back would be, have you watched Better Call Saul? David Green: Yeah, but I didn't find it as good. I say I didn't find as good. It was still great. I'm very fussy in the Greenhouse song. Kelly Molson: I feel like I'm the only person in the whole world who's not watched Breaking Bad, which is this is quite controversial, isn't it? Everybody says that I would love it and I should watch it, but I feel overwhelmed that there's so many series to it and it would take up all of my TV viewing time for months and months. It would be the only thing that I could probably watch for the entire year and that feels too much. Joseph Paul: It's well worth it. Absolutely. You should do it.Kelly Molson: Dedicate 2024 as the year for Breaking Bad. David Green: I'm going to own up. I've not watched a single episode of The Crown either and some of it was filmed at Blenheim. So I'm really embarrassed to admit that on this podcast.Kelly Molson: That is a statement in a half, David. See, this is why I do the icebreakers. You never know what dirt you're going to get out. David, we're going to start with you with this one. What is the one food or drink that you cannot eat and you can't even think about without feeling a little bit queasy? David Green: That's cheese pastry straight away. I remember when I was at school, we had a home economics club. I remember making these cheese straws and I took them home and I was so environmentally ill after these cheese straws ever since, I just can't even look at cheese pastry. All these nibbles that people without for drinks can't bear it. Cheese and pastry together is wrong. Kelly Molson: This is really sad. I love a little cheese straw. I feel sad for you that you can't eat a cheese straw, David. I feel sad for you. Joe, what about you? Joseph Paul: I can pretty much eat anything and I'm not overly put off by much. I think the one thing that turns me away from food is horseradish and any sauce. That's probably my only sort of food that I won't go to and puts me off eating anything that has.Kelly Molson: Just horseradish or sauce in general. Are we talking like, sweet chilli dip? No?Joseph Paul: Just horseradish. So anything that has that in it, I will stay away from. But apart from that, I'll pretty much eat anything anyone puts on my plate. David Green: I think you're missing out, Joe. Kelly Molson: Do you know what's probably really nice as well? Is a cheese straw with horseradish.Joseph Paul: But cheese straws are the best. David Green: I'm going to have to leave the room in a minute. We could talk about cheese straw. Kelly Molson: Sorry. All right, let's move on from that. Right, I want to know I was quite kind to those ones. I want to know what your unpopular opinions are. Joe, let's start with you. Joseph Paul: Not sure this is going to go down too well, but my unpopular opinion is Harry Potter is an overrated film series. Kelly Molson: Books or films or both? Joseph Paul: Films, predominantly. Kelly Molson: Wow. I mean, my husband would absolutely agree with you. So I got him to watch the first one and then we got halfway through the second one and he paused it and looked at me and said, "Kelly, I just can't do this. Sorry." And left the room. That was it. Done. Joseph Paul: I can understand. So in our household, we alternate between Harry Potter and Lord of the Rings. So we compromise. We have a Harry Potter, then a Lord of the Rings, then go through. Kelly Molson: Is your partner Harry Potter, then? Joseph Paul: My wife is very much a Harry Potter fan. Kelly Molson: Interesting. That is quite controversial. How do you feel about that, David? David Green: Very disappointing. Joe, actually. Joseph Paul: Sorry to let you down. David Green: We might have to end this now, Joe.Kelly Molson: This beautiful relationship that we're going to talk about. End over Harry Potter.  David Green: Harry Potter and cheese straws. Kelly Molson: David, same question to you. What is your unpopular opinion? David Green: Didn't think I had any unpopular opinions until I started really thinking about it, but I have to say, my original this is really good either, really was dancing, non professional dancing. I mean, I'm not a dancer, I've got a body of a dad. I am a dad and my wife and my daughter are very good dancers and I think it's just years of standing by a bar at a wedding with that person, go, "Come on, get on the dance floor, come on." And they drag you up and then busting moves is probably the wrong description, but it's just looking around the room on the floor with other people sort of bobbing around awkwardly looking, and all the blokes tipped you looking at each other going, "Oh, get me home." It's that awkwardness, I find really difficult and I'm going to be cheeky. And another one, because I just remembered that concerts is another one, so you spend a fortune going to a concert. David Green: I took my daughter once to Ariana Grande and I'd just been dragged to Arctic Monkeys and we drove hours and hours to this place and my wife had got Rose lead, I think, which was I needed binoculars to even see the stage. I was absolutely freezing, completely freezing. I didn't dress appropriately, I was dressed in a shirt and tied, typically, because that was Arctic Monkeys. Kelly Molson: You went through a shirt and tied Arctic Monkeys? God said, "Well".David Green: I remember walking down to the bottom of the stadium, I'm freezing, I have to go and get some clothes, and they let me out and I had to buy Arctic Monkeys merchandise and I came up the steps wearing an Arctic Monkeys hoodie. Number one fan to my wife and daughter, absolutely laughing hilariously.  David Green: And I had to listen to the music for 2 hours and then I got home about three in the morning and my wife had promised me dinner out, went to Wild Bean Cafe at 01:00 A.M. on the way home. Kelly Molson: What a treat.David Green: Dancing and concert. Laura just sneaking next to one in. Kelly Molson: Well, no, I love this. I mean, it's like an elongation of it, isn't it? They go hand in hand.  I would be that person at a wedding, they're trying to get you on the dancefloor. Which made me start laughing and then I lost it. Shirt and tie at an Arctic Monkeys gig. What were you thinking? David Green: I don't know. Kelly Molson: I think that's my favourite unpopular opinion yet. Amazing. Thank you both for sharing. Shall we talk about some serious stuff? David Green: Have you cried on a podcast before?Kelly Molson: Before I've had a cry, I've definitely had a cry on the podcast, but a cry of laughter, I'm not sure that's really got me today. Right, serious stuff. We're going to talk about data today, which is very serious stuff. We all know the importance of data. We've talked about data hundreds and hundreds of times in various different guyses. On this podcast, however, we're going to talk about reporting today, but with a twist. So reporting is often usually about things that have already happened. We're looking at past visitor numbers, we're looking at how many visitors came and how much they spent in the cafe on a particular day, what the weather was like on a past particular day. So we can predict whether it might be like that this year. Kelly Molson: But Blenheim are doing something completely different with reporting, which, when we had a chat about it prior to this episode, it blew my mind a little bit. And it's such a brilliant case study. You need to share this with the world. Firstly, though, I want you to just, both of us, tell us a little bit about your role and your background. So, Joe, can you start first? Tell us a little bit about your role and how you came into it. Joseph Paul: Yeah, of course. So I've been in the industry for six years now within the visitor attraction industry, working at Vennersys, and my role is a Key Account Manager. So I work closely with our clients throughout the lifetime of their contracts, so making sure they are getting the most out of the system and that sort of return on investment they've put into the software they've purchased. So I've worked closely with David and the Blenheim team for about six years now, and prior to that, I was also in account management as well, within a software business. Kelly Molson: Great. David, over to you. David Green: Variable history with Blenheim. I think next year will be the 30th year when I first walked through the doors. So when I was studying at college, it was my first sort of part time weekend Christmas job, and I was a bubble up for the 11th Duke and Duchess, and that was great. If I got I know stuff. Kelly Molson: I feel like there's a podcast episode on its own about that part of your career. David Green: I'm not sure I could speak too much about that, but I remember when I finished college, my mother said, "What are you going to get a proper job?" And the phone rang and I ended up working at Blenheim. Moved into the clock tower at Blenheim. That was my first flat. It was quite incredible, I have to say. But after leaving when I was 21, I just changed direction. So I became a developer, so I learned to programme and I worked for a little agency in Abingdon for two doctors who were both very bright guys. Yeah, I just put the hours in and learned to programme and really, that probably led to where I am today. I learned very quickly to problem solve and learned very quickly how to develop things. David Green: So when I finally joined Blenheim again, full time enabled me to sort of trial new things very quickly, fail fast. And that kind of led to our first real time reporting platform, which I developed myself. Kelly Molson: Amazing. David Green: This was really a combination of seeing that the business had lots of data and seeing that a lot of the data was inputted in manually. So being able to develop something that could contextualise data in a better way, but get people looking at the data in a much faster way, I think that's where it started from. Kelly Molson: And that is what we're going to talk about today. You've got a really interesting job title. So you're Head of Innovation at Blenheim Palace. Are there many other heads of innovation in the sector? Because there's lots of kind of I mean, ALVA, for instance, brilliant organisation, they do lots of kind of individual meetups. So heads of marketing meetups, CEO meetups, head of visitor service meetups. I haven't seen them do a Head of Innovation meetup yet, so I question how many of you are there? David Green: I don't think there's very many at all, but the title is becoming more and more known, I think, across multiple sectors. And it was really the sort of creation I was Head of Digital at Lent for eight or nine years, and it was really the creation of Dominic Hare, our CEO, who saw the need for research development. The role is really about hunting for problems, and as much as we're well known for our visitor business, we have a thriving land business and a thriving real estate business. And I get to work across those three tiers, which is really exciting, hunting for problems. I get to work with universities, so we have a really strong university partnership, both at Oxford Brookes and the Oxford University. David Green: And this really allows us to bring in the latest research academics into a real world environment to solve problems together. So that's really exciting. But then the sort of second thing I work on as Head of Innovation is live data, so I have a data background, so it meant that very quickly I could bring all of our data into one place to drive greater insight. And then the third tier is looking at sort of customer experience changes. So if anyone sees my post on LinkedIn, you'll see we've brought in a new returnable cup scheme of all of our cups are RFID enabled. So looking at eradicating single use cups right the way through to a transformation project around implementing digital wallets and pulses. David Green: So there's lots of different things right the way through to encouraging our visas to come by green transport, which is very much tied into our 2027 pledge to become carbon neutral. Kelly Molson: That's lovely. Yeah. That's really interesting that you sit across so many different facets and it's not just about data and reporting and digital, really. So what we're going to talk about today is a particular project that you've both been involved in, and I'm going to kind of split this into two, because there's two areas that I kind of want to focus on. I want to hear about what the project is and all of the things and benefits that it's brought to Blenheim, which David's going to talk about. Kelly Molson: And then, Joe, I want to then come over to you and talk about how you kind of made this happen from a supplier perspective and the things that you need to work through together with your client and maybe some of the things that you've had to change and implement to be able to support your client, to do the things that they want to do with your system. So, David, I'm going to start with you. Can you give us kind of an overview of what this project is like, the background to it and then what led to that project happening? David Green: Background is like many organisations in this sector, we have lots and lots of data. Often we report out of proprietary systems, we then contextualise our data very well and I wanted to bring all the information to one area so we could really apply context but also look at in that data. So this sort of built off our first real time reporting platform that were able to get data into the hands of the operations teams, other teams, really quickly. But it wasn't really supportable just by me here at Blenheim. So were looking at one, finding a platform that we could utilise to allow us to get data out to feedball in a much more secure way. I was handling all the visualisations and things and there's better tools for that. So that's one of the reasons. David Green: The second thing is looking at data, I wanted to try out using AI to identify patterns. So what's the correlation between certain data sources? There's one, a group of visitors wearing wet coats. Does that have an impact on the environmental conditions? What's the optimal number of people that retail space to maximise their understand all those sorts of things were unanswered questions. So I engaged one of our Oxford Brookes relationships that we already had and we applied for what's called a Knowledge Transfer Partnership. So a KTP, which is match funded, that's Innovate UK match funded, and I highly recommend them as a starting point. And what that does, it brings in an associate who works full time. David Green: This project was, I think, 32 months, but also you get access to different parts of the university and in our case, we had access to the technical faculty as well as the business faculty. So you've got real experts in the field working with an associate that's embedded here, Lennon, that can help us solve that problem. And we're fortunate enough to win the application and the grant money and then we cloud on. So we called it a Smart Visitor Management System. That's the headline and really the two key subsystems of that was the customer insight and prediction. So we wanted to look at how we could predict business numbers. We know all of the knock on impacts of that in terms of better planning, reducing food waste, all those sorts of things. But then we also want to look at the visitor flow. David Green: So that's almost saying, "Well, where are visitors right now and where are they going to go next?" But they're the two sort of component parts. Kelly Molson: Such a brilliant introduction to AI as well, because I think it is such a current topic right now. And I was at a recent ALVA meeting where there was a phenomenal speaker talking about the implications of AI and the opportunities that it could bring. And I think there was a 50 - 50 split of the audience of 50% of them were terrified about this new technology and what it might potentially mean. And then 50% were really inspired by it and see these huge opportunities from it. But I think this is such a brilliant case study to show how it can be used to your advantage in a very non-scary way. David Green: I think with AI can be scary, but actually it's all about governance at the end of the day. And actually what we're doing is using machine learning to identify the patterns in large data sets to help us be better informed. Kelly Molson: What have been the benefits of implementing this kind of level of data reporting? So what have you been able to do that you couldn't previously do? David Green: Well, predictions is one. So ultimately we all budget. The first thing to probably say is that when we do contextual reporting, normally we access our data from a proprietary system and then bring it into some sort of spreadsheet and then try and tie it into a budget. That's sort of the first thing. It's really getting all of your data sets in a early. So we had budget, we had weather, we had advanced bookings, we had ticketing from different sort of platforms. And the starting point, before we talk too much about end benefits, were developing a data strategy in this centralised concept of a DataHub. So all of our data is in one place, and we're using APIs and direct connections and data signature Vennersys to bring data into one place. David Green: We also looked at platforms, environments, so were looking at Azure, we're a Microsoft business. So actually we decided Azure was the right sort of plan for us and we came up with a very broad strategy that said anything else we procure in the future has to best in class or it talks to the DataHub and often if it's best in class as an API. So you can get that information into one place. So that's the first thing. The joy of using something like Microsoft and other platforms are available, I would say, is to access the power platform. And the Power platform sort of answered the problem around how do we visualise our data, how do we automate some of our data and what data is missing and how can we collect it? David Green: So using things like Power BI and PowerApps, I think was really crucial. Once we had all of our sort of data organised, we had the pandemic and of course, one of the sort of big issues around predicting, certainly when you've got lots of data sets, you're trying to look at patterns in data and your data is finely structured, then you get hit by something like this and where are the patterns? What's changed? The business model completely changed. We were a 10% advanced booking business. Suddenly were either zero or 80 or 100 and then sort of now about 65. So that was a bit of a challenge as well. In terms of then looking at the missing data. And we'll talk a little bit maybe about sort of the centre network and how do we measure things in remote places. David Green: But ultimately the core of this project was the DataHub, the ability to bring everything into one place, ability to push that data out. So answering your question in a long winded way is really about getting the data into hands of people, to allow them to plan better, to be prepared for the day, what is likely to happen today, what are the patterns in that day? And this is where we develop things like a concept of similar day. So a similar day might be one that has similar number of pre bookings, has similar weather. We look at weather in terms of temperature, wind and rain. It might have a similarity in terms of an event day or a weekend or similar budget. And that concept allows us to look forward, which is great. The predictions tend to look at other things. David Green: So we have one naive prediction that looks at previous performance in terms of pre booking to predict forward. And then another one, we have what we call an adaptive prediction, which allows us to look at advanced bookings and then see the change in advanced bookings over time against budget, to then alert us to the fact that we might experience more visitors than expected on that particular day. Kelly Molson: Gosh, that's really powerful, isn't it? Does that mean that your team have access to kind of a dashboard that they can look at any given time and be like, “Okay, we can model next week based on these predictions?”David Green: Data is pretty much everywhere, so we have one really nice thing and we have this. When I built search platform was TV screens across all of our staff areas. We have a ten OD voltwim across Blenheim. Everyone has access to that data. And that could be how traffic is flowing on the driveway. We use ADPR to look at how busy traffic is outside of our park walls. We look at car park capacity. We look at how happy our staff are using what we call a mood metric. So we put those smiley buttons in staff areas to determine how well they think the day is going. So we have access to all of this sort of information, but also then sort of more business reporting through Power BI. David Green: So we have a series of what I've called sort of visual representations of activity, but also sort of data that we can export into Excel. So we do a lot of finance reporting as well through Power BI. Again, all reporting from that single source of the truth, which is the DataHub. And if anyone's going down this route, I always describe it, I call it the product hierarchy. I always describe it as the giant coin sorting machine, which means that we're comparing apples with apples. So if you've got a particular product type, let's say annual park or House park and gardens, or park and gardens, you budget against that item, against adult, child, concession, family, young adult, whatever, you create a product hierarchy that matches that to your actual ticketing sales. David Green: And it doesn't matter then who sells your ticket, you're matching to that same product hierarchy. So think of it as a giant column sourcing machine that then every five minutes builds that single source of the truth in a database, then can be report out either through digital screens locations or Power BI. So, lots of tunes. Kelly Molson: It's incredible that level of access that you can give people now that must have improved how the team feel about their working day. It must have really helped with kind of like team culture and team morale. David Green: Absolutely. One, it's about engaging. Our teams are really important. People are the most important commodity we have at Blenheim. So having a series of management accounts, they never see their impact of engaging our businesses and giving our business a really good time, focusing on that Net Promoter Score, giving them access to that information. So, well done, look at the impact is really important. So, yeah, it's been fairly transformational here at Blenheim. Kelly Molson: Wow. What do you think has been the biggest impact? David Green: I think access to the data, better planning, there's more to do. We're embedding these tools, people that trust these tools. It's no mean feat. So getting good. What's nice to see when things aren't coming through quite right or car park speeds and we say it is, it might be data pipeline that's got awry. People very quickly come to us and say, "It's missing." So, seven days a week our team is sort of monitoring and seeing people use it. Moodmetric is great. Our cleaners now, they clean our facilities based on usage because they can see how many people have used the loo's by using our sensor data. So that's again, it all impacts that Net Promoter Score. And I will say on Net Promoter, love it or hate it, Net Promoter Score is all about looking backwards. David Green: Typically what we try to do is to create the equivalent to on the day. What can we do about it right now? How busy is traffic flowing on a drive? Do we need to open another kiosk? How busy will the cafe get? Will we run out sandwiches? So we've got alerting looking at that comparison to similar day and are we trading above or below that? So again, we can send an alert to say, “Make some more sandwiches or do something else. The loos need a clean.” All of these sorts of things are built into the visitor management system to allow us to really optimise not just the visitor experience, but our staff engagement and experience as well. Kelly Molson: So you've got this really proactive approach to it, which actually makes you reactive on the day because you can move quicker, because you can make easier decisions about things. That's phenomenal. I love that the team have taken real ownership of that as well. I think embedding something like this, it can be quite challenging, right. People don't like change and these things feel a bit scary, but it feels like your team have really engaged with them and taken ownership of the system. David Green: Absolutely. It's no mean feat. Two challenges embedding something new like this. Absolutely. That's change management. The second thing is data pipelines, ensuring all of your sensors and everything is online and working. And when you're dealing with such high volume of data sets coming in, you really need to be absolutely on it. Second to the sort of broader and maybe more granular reporting, one other thing we've devised is a series of KPIs, which pretty much any attraction. David Green: Most might already have a series of KPIs, but KPIs to look forward. So actually in this moment in time, are we trading ahead or behind versus this time last year? So if you start comparing apples with apples at this moment in time, what was RMR's booking? We share these KPIs across the whole site and that could be relation to bookings or even spend per head versus budget spend per head for the next 30 days. David Green: Visually, we put these on all of our digital screens very quickly can identify when we need to do something, be driving that by marketing activity or celebrating success. We've got a very clear picture and that means everyone's along for the ride. Everyone gets access to this information. Kelly Molson: That's absolutely phenomenal. Joe, I'm going to come over to you now because I can only imagine what you were thinking when David came to you and said, "Right, we've got this idea, this is what we want to do." And you're one of the platforms. Vennersys is one of the platforms that has been working with him. I think it's quite a long relationship. Is it? It's about 16 years.Joseph Paul: 16, 17 years now, I think. Long relationship.David Green: Yeah. I was five. How old were you? Joseph Paul: Wasn't conceived yet. Kelly Molson: Wowzers. That is a long relationship. Okay, so I kind of want to know from you, Joe, to make this happen, what have you had to do differently as a supplier? So how have you had to interact with your clients' needs and what steps did you have to go to kind of understand what the outcome was going to be? Joseph Paul: Yeah, so I think firstly that the system has an enormous amount of data in it and I think the first step for us was to understand exactly what Blenheim were looking to get out of the system and plug into the sort of the DataHub that David was talking about. So that kind of comprised of some initial conversations of what they were trying to achieve. And then following that it was all about workshopping and making sure were going to present the data in the format that David and the team at Blenheim Palace required. Joseph Paul: Yeah, I think fundamentally it was just working closely with the team there and getting those requirements in detail and making sure weren't missing anything and really understanding everything they were trying to achieve and pushing that in a simple and easy format for the team to then push into their views and into their KPIs that they required. Really the main focus for us was pushing that data out to David and the team into that DataHub in that format that was easily accessible and sort of manipulated for them. Kelly Molson: I guess there's so much it's understanding what are the key know, what are the variables here, what are the key points that we need to do this and how do we go about doing this for you? Joseph Paul: Absolutely. Because there's a number of options and a number of different ways that data can be pushed to clients. So it's understanding what the best is for that client and their resource because that's also important. Not every attraction has unlimited resource or the expertise in house to sort of obtain that data, but also, even if they can obtain that data, they might not have that sort of resource to then create their own dashboards and create their own reporting tools from a repository. So it's really understanding every kind of asset and every level to that sort of client and then working closely with them to achieve their goal. So it might be more resource from our side or working closely with the expertise that they might have in house. Kelly Molson: Or suggesting that they might need to get extra expertise. So this is something that we talk about in terms of API integration all the time, is that it absolutely can be done with any of the systems that you have. If they have an API, yes, you can integrate it into whatever other system that you want. But who takes ownership of that internally? And do they have the capability and do they have the resource and do they have the capacity to do that? And if that's a no, who can be trained to do those things? And how do we facilitate that as well? Joseph Paul: Yeah, absolutely. And in this case, as David highlighted, he's clearly got the expertise himself and others around him to produce all these fantastic sort of views and dashboards that are displayed all around Blenheim Palace. So in this sort of example with Blenheim Palace, it was all about getting the data to them and making sure it was in a format that they could work with easily. Kelly Molson: And you've worked together, Joe, you said about six years. You've been at Vennersys now, but the organisation has worked with Blenheim for over 16 years, which is testament to the relationship and the product that you have. Has this process that you've been through together, has this changed or strengthened the kind of relationship between supplier and client? Joseph Paul: Yes, I think from our point of view, we like to see it as a partnership. I think David would agree, and we want to be a part of their journey, but also Blenheim and want to be a part of our journey. So we're helping one another to achieve our individual goals as a partnership. So that relationship goes from strength to strength and we continue to have those conversations, whether that's myself or others within the business, to Blenheim and pass around things that we're coming up against in the industry, but also vice versa. So if David's got his ear to the ground and has a suggestion around how our platform could be improved, that's fed back to us. Joseph Paul: And we have that back and forth between client and supplier, but we like to see it as a partnership and work closely with them to achieve their goals and also our goals together.David Green: I don't want to make Joe cry, because I've already made you cry, Kelly, but seriously, over that course of 17 years, and I'm sure lots of people listening to this podcast will realise that it's always challenging working with other suppliers. You have your ups and you have your downs, but we've had way more ups than we've had downs and our business has changed massively. We went through a process of becoming a charity, so suddenly gifted all the admissions was really important and Joe and the team really helped us achieve that. David Green: Vanbrugh was not a very good forward planner in terms of he was a great architect, but actually, we have a single point of entry and to try and gift aid so many visitors, we have a million visitors a year coming to them to try and gift aid such a large number on a driveway is really difficult. So actually, working through that gift aid at the gate process, we're looking at that gift aid opportunity was one of the key projects, really, that we work with Vennersys on. Kelly Molson: But that's where the good things come out of client supplier relationships, is that you're both challenging each other on what the objectives are and what the outcomes potentially could be. So you work in partnership together and then everybody gets the better outcome. When we first spoke about this topic, what I thought was brilliant is that you have such a great case study, you have such a great showcase piece here, both of you, for how you've worked together and what you've been able to develop. I've absolutely said that you need to pitch this as a talk at the Museum and Heritage Show because I think it's an absolutely brilliant topic for it. It's so current and something that other organisations can go away and kind of model on. Kelly Molson: I don't know if you saw, we had Nik Wyness on from the Tank Museum last season who came on and basically just he gives away his kind of process as to how they've developed their YouTube following and how they've developed kind of a sales strategy from it. And it's brilliant. He's great at kind of coming on and going, "Yeah, this is what I did, and this is what we did, and this is the process and here you go. Go and do it." And I think you have an opportunity to do that together, which I think is lovely. David Green: Isn't it nice though, that we don't feel in competition and we can work together? We created what we call The Continually Improvement and Innovation Group which we have lots of members who have joined from all different places, from Chatsworth to Be Lee to Hatfield Outs and so on and all that is a slack channel. It's a six monthly meeting where we all come together and we discuss our challenges. You talked about are there many head of innovations? Well, may not be, but actually sharing our insights and sharing our lessons learned is incredibly important and that's not just Blenheim, lots of other attractions are doing lots of brilliant things as well and we can learn from them. So really exciting, I think, to do that. David Green: And again, very open, I will say, and I'm not going to plug a gift aid company, but there's something called Swift Aid that we're just looking at and wow, can we do retrospective gift aiding? Is it worth lots of money for lots of attractions that have gift aid on their admissions? Yes, it is well worth looking that up. Ultimately they have a database of 8 million centralised gift aid declarations that you can utilise there's commission but it's well worth looking at. If anyone wants information, please just LinkedIn with me and we'll discuss them. Kelly Molson: Oh, I love that. Again, this comes back to what we've always said about how collaborative and open to sharing information this sector is. What we'll do is in the show notes listeners, we will link to both David and Joe's LinkedIn profiles. If you want to connect with them, feel free and then actually David, Joe, if there's anything you want to share that we can add into those as well that would be useful for listeners. Then we'll pop them in there as. Kelly Molson: Actually, David, I've got one more question for you on that Slack channel, which I think is really interesting. It's great that you've set that up. I think those kind of platforms are really good at just facilitating conversation and it's really good to understand what people are doing from a supplier perspective. Do you have suppliers as part of that conversation as well, or is it purely attractions? David Green: I've kept it, I'd say non commercial, but we have invited speakers into the group to come and talk about it. But at the moment it's a closed environment. I think most people are more comfortable having sort of open conversations, but what it's really good at doing is it could be a question about compliance or sustainability or returnable cuts is a good one. It could be varying topics and we can just provide access to the right people here at Blenheim and vice versa, and other organisations if we've got questions. So, yeah, it works, it's growing, it's open, it's not ours, it's everyone's. So if anyone wants to join it, then we'll stick a link at LinkedIn maybe on the plot cups at the end of this. Kelly Molson: Oh, Fab, that's brilliant. Yeah, great. I think that's a really nice way of doing it with suppliers as well. It's difficult, I think Joe and I would probably say all of these conversations are really interesting for us because it helps us understand the challenges that the sector has and it helps us understand how we can make the things that we do so much better. So it's hard sometimes when there's closed environments like that, but the sector does so brilliantly at putting on conferences and organisations that we can all be part of as well. And again, platforms like this where we can come on and share the things that we're doing.Kelly Molson: That brings me back to the last question for you, Joe, is about has this process between the two of you and what you've been able to build together, has that helped Vennersys  as a supplier build out other services that you can then offer to kind of the wider sector? Joseph Paul: Yeah, so I think through this journey we've realised that data is really critical, but we also realised, as we kind of mentioned before, that not everyone has the resource to build their own visualisations of data and linking those to their sort of key performance indicators. So we work with Power BI as well on behalf of our clients, so we can also visualise that data that's within our systems. And that's really to help them get the most out of the data that is in our system, but also in that sort of more real time scenario, rather than having to extract a report, put it that into an Excel and get that information out. Joseph Paul: So that's one service that's kind of come out of that relationship, but also expanding on our sort of open API as well. So additional endpoints so that clients can also extract that data in real time and that continues to grow with other clients as well as we sort of go down that journey with some other clients. So, absolutely. It's helped us sort of open up another avenue which has benefited other clients in the past couple of years, but also moving forward as we sort of expand on it.Kelly Molson: Brilliant. And that's the sign of true partnership, isn't it? There's been some incredible wins for both of you involved and it's brought new opportunities to both of the organisations. Thank you both for coming on and sharing this today. So we always end the podcast with book recommendations from our guests. So I wondered if you've both been able to pick a book that you'd like to share with our listeners today. What have you got for us? Joe, we'll start with you. Joseph Paul: Mine's a little bit out there. David Green: We know it's not Harry Potter, Joe. Kelly Molson: Absolutely not. Joseph Paul: Well, that would be a curveball if I started to plug the Harry Potter series. Hey. So recently, I was in Albania in Tirana and I was on a guided tour. And they were talking about the Ottoman period. And I realised I know nothing about the Ottoman history and I was interested about it more. Joseph Paul: So my in laws purchased a book called Lord Of The Horizons, which is all about the history of the Ottoman empire. So that's my current read at the moment. And if you're into your history and into your sort of empires, it's definitely worth a read. So that's my recommendation. The Lord of Horizons. Kelly Molson: Nice. Joe, we just got a little insight into some of your hobbies there and your likes that we didn't know about. Good. Okay. Thank you. David, what about you? David Green: Mine is The Hidden Life of Trees by Peter Wallaban. It's an incredible book. Now, I read lots of strategy books, data books. My wife thinks I'm really sad. This book is not any of that. This is about how trees communicate and I was absolutely enthralled with it. So this talks about them like arousal networks, how trees communicate through their roots, the noises and the sounds that trees make when they're struggling, when they're thirsty. It led to a lot of laughter on holiday with my daughter drawing pictures of trees with ears, but trees can actually hear. And from that, I was able to come back and look at one of our land projects where we're building a small solar farm at the moment, actually looking at the sort of benefits to soil health while we're putting solar on sort of fed degraded farmland. David Green: So we're using something called soil ecoacoustics that will allow us to listen to the sound of soil. So listen to soil for ultimately to index how healthy that soil is. So this one book has led to me reading a number of different research papers, cooking up with the universities to then test and trial something completely brilliant around identifying health through acoustics. So book is absolutely brilliant. There's a follow on book, but if you look at Peter Wallabin, he's written a number of books. Absolutely fascinating. Kelly Molson: Okay, wow. One, what an incredible book. I had no idea that trees could hear or talk. That's blown my mind a little bit, especially as someone who's a bit of a tree hugger. I'm not going to lie, I made a statement. I was with a client yesterday and were talking about AI. And I said, sometimes the conversations around AI just make me want to go outside and hug the tree in my back garden, take my shoes and socks off and just put my feet on the grass because I just want to connect with nature again and just get out of a tech world. So there's that. So I'm definitely going to buy that book. But two, how your mind works as well, how that book has taken you on a journey of innovation again into something connected but completely different.David Green: Again, it's really data. So you're welcome. We'll happily show you that site and put some headphones on you and we'll make this public as well, so hopefully we can share the secret sound of soil and other things as well. But really fascinating. Kelly Molson: That to me sounds like a David Attenborough show. Maybe we'll make it another podcast episode at some point. I'd love that. Thank you both for coming on and sharing today. As ever, if you want to win a copy of Joe and David's books, go over to our Twitter account, retweet this episode announcement with the words, I want Joe and David's books and you'll be in with a chance of winning them. Wow. Thank you for sharing. It's been an absolutely insightful podcast. There's lots of things that we're going to put in the show notes for you all. And as Joe and David said, please do. If you've got questions around what they've talked about today, feel free to connect and we'll pop a link to that Slack group in the show notes too, so you can join in with these conversations. Thank you both. David Green: Thank you. Joseph Paul: Thanks, Kelly. Kelly Molson:  Thanks for listening to Skip The Queue. If you've enjoyed this podcast, please leave us a five star review. It really helps others find us. And remember to follow us on Twitter for your chance to win the books that have been mentioned. Skip the queue is brought to you by Rubber Cheese, a digital agency that builds remarkable systems and websites for attractions that helps them increase their visitor numbers. You can find show notes and transcriptions from this episode and more over on our website, rubbercheese.com/podcast. The 2023 Visitor Attraction Website Report is now LIVE! Dive into groundbreaking benchmarks for the industryGain a better understanding of how to achieve the highest conversion ratesExplore the "why" behind visitor attraction site performanceLearn the impact of website optimisation and visitor engagement on conversion ratesUncover key steps to enhance user experience for greater conversionsDownload the report now for invaluable insights and actionable recommendations!

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 2547: Fritz Gilbert of TheRetirementManifesto.com explores the vital practice of "reinventing the wheel," especially in retirement. He argues that continual improvement and adaptation aren't just beneficial; they're necessary. From modifying your approach to travel and spending to embracing time over money, Gilbert highlights how reinventing aspects of life can lead to a more fulfilling retirement experience. Read along with the original article(s) here: https://www.theretirementmanifesto.com/reinventing-the-wheel/ Quotes to ponder: "Retirement is a perfect time to reinvent your wheel. Don't settle for things as they are, but rather seek to continually improve your life experience." Learn more about your ad choices. Visit megaphone.fm/adchoices

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 2547: Fritz Gilbert of TheRetirementManifesto.com explores the vital practice of "reinventing the wheel," especially in retirement. He argues that continual improvement and adaptation aren't just beneficial; they're necessary. From modifying your approach to travel and spending to embracing time over money, Gilbert highlights how reinventing aspects of life can lead to a more fulfilling retirement experience. Read along with the original article(s) here: https://www.theretirementmanifesto.com/reinventing-the-wheel/ Quotes to ponder: "Retirement is a perfect time to reinvent your wheel. Don't settle for things as they are, but rather seek to continually improve your life experience." Learn more about your ad choices. Visit megaphone.fm/adchoices

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 2547: Fritz Gilbert of TheRetirementManifesto.com explores the vital practice of "reinventing the wheel," especially in retirement. He argues that continual improvement and adaptation aren't just beneficial; they're necessary. From modifying your approach to travel and spending to embracing time over money, Gilbert highlights how reinventing aspects of life can lead to a more fulfilling retirement experience. Read along with the original article(s) here: https://www.theretirementmanifesto.com/reinventing-the-wheel/ Quotes to ponder: "Retirement is a perfect time to reinvent your wheel. Don't settle for things as they are, but rather seek to continually improve your life experience." Learn more about your ad choices. Visit megaphone.fm/adchoices

In this “Best Of” Quality Hub podcast, host Xavier Francis discusses the importance of continuous improvement within an ISO standard with various experts. The experts emphasize the need to sustain a quality management system after certification by documenting initiatives and improvements, conducting regular internal audits, and engaging employees at all levels. They highlight the importance of fostering a culture of continual improvement, effective communication, and engaging frontline workers. External auditors scrutinize an organization's commitment to continuous improvement by evaluating its effectiveness in addressing customer satisfaction and responding to non-conformities. The podcast emphasizes that ISO certification is not just about obtaining a piece of paper but is an ongoing process that transforms the culture of an organization. Helpful Resources: Continual Improvement:  https://www.thecoresolution.com/iso-9001-clause-10 For All Things ISO 9001:2015: https://www.thecoresolution.com/iso-9001-2015 Contact us at 866.354.0300 or email us at info@thecoresolution.com ISO 9001 Standards: https://www.thecoresolution.com/iso-90012015-standard-1 Articles: https://www.thecoresolution.com/free-learning-resources ISO 9001 Consulting: https://www.thecoresolution.com/iso-consulting

Most businesses get launched with tremendous enthusiasm and fanfare. What's more fun than cutting the ribbon at your Grand Opening or seeing that building sign put up on the wall for the first time? For those launching online it can be the simple pleasures of seeing that beautiful new website LIVE for the first time, or watching with anticipation as your products suddenly become available on the global marketplace. After all of this exhilaration, the party starts to end for many business owners. The balloons start sagging and fall to the floor. Bills start to mount, the task list gets overwhelming, and then it starts being a daily, losing grind just try to keep above water. What's the secret to overcoming these business obstacles and surviving and thriving even during difficult times? Join Michael as he reveals the marketing antidote to entrepreneurship burnout. 

There are a lot of tedious tasks that we put off, or would rather just not do! Often, these types of tasks don't take too long, but can cause delays if not completed. If you find yourself battling with this, it may be time to ask: Where could you save 10 minutes a day? That's the exact question Lorna Leonard, Managing Director of Leonard Business Services, asked her team at the start of 2023. Focusing on tasks that were being put off for various reasons, Lorna found a potential time saving of 52 hours a month! Today Lorna joins us to share her story of how saving just 10 minutes a day can potentially lead to 8 days' worth of time saved, in addition to the pitfalls and solutions she found along the way. You'll learn ●      Who are Leonard Business Services ●      Why did the 10 minute initiative start? ●      The power of saving 10 minutes a day ●      What challenges did they face?   Resources ●      Leonard Business Services ●      Lorna Leonard's LinkedIn ●      ISO 9001 ●      isologyhub   In this episode, we talk about: [01:25] An Introduction to Lorna Leonard and Leonard Business Services – a virtual finance department who are certified to ISO 9001. Lorna also joined us on a previous episode, Chaos to Calm, to talk about their experience working during the COVID pandemic.   [03:25] The challenge: Lorna started off with only 1 other member of staff, over the years they've grown to 7, with an increasing number of associates. With the organisation growing, Lorna was unable to be as hands on as she was before, so some things started to slip through the cracks. She wanted to ensure that was nipped in the bud early on. The nature of her business needs very specific qualities in individuals, ones that are hard to come by. So, she was seeking to save as much wasted time with her current team as possible. [04:50] Nothing is ever down to human error, it always comes down to a process – Some words of wisdom from Rachel Churchman, a Blackmores Managing Consultant who works with Lorna with on-going support. Processes change, they need regular review and updates to ensure they work well for you. Lorna found that a number of their processes created bubbles of inefficiency, which resulted in various 10-15 minute tasks that others found frustrating to complete. [05:50] Saving 10 minutes a day: As a result of the process review, Lorna decided to focus on just saving 10 minutes a day – taking baby steps to tackle a bigger problem. She asked all of her staff to think of any tasks they found frustrating, and added them to a log. She kept that log going until May, to capture a snapshot of the issues before tackling them. This is just so she could measure the results more accurately later on. [08:15] What tasks did Lorna's staff highlight as frustrating?: A lot of problems were a result of software systems not talking to each other, meaning a lot of basic merging / collating of data had to be done manually between 2 systems. [09:25] How they calculated the potential time-savings: Using the log, they estimated the time taken for each task, including consideration for which other members of staff may be affected by the same issues. At the end of the May, they found that there was a potential time-saving of 54 hours, which amounts to a full 8 days of work! [11:25] Taking principles of ISO 9001 to heart:  Lorna has truly embraced one of the key elements of ISO 9001 – addressing non-conformities through looking at your risks and weaknesses. By taking a step back and shining a spotlight on the negative, you can work towards making a positive change, and continually improving your way of working. [13:30] How did Lorna's team feel about the iniative: At the start, it was like pulling teeth. Many felt as if the wasted time was a reflection on their performance rather than a failure of processes and systems which weren't working as efficiently as they could. Once improvements were starting to be implemented, the team could see just how valuable this exercise was. Lorna even received kudos (through an internal perk system) from the Team! [16:45] A part of the exercise involved accepting some things that you can't change. [17:00] The tip of the iceberg: One issue can lead down a deeper path. For example, Lorna found that their expenses app wasn't integrating with their accounting app – resulting in a manual exchange of data. By talking to app support, they were able to find a solution. 2 weeks later Lorna found that, that solution resulted in fixing a problem elsewhere that she wasn't even aware of! [18:30] For the things that can't be changed, there is always a possibility to look at more long-term solutions that may require a roadmap to get to. The key takeaway is that you're making worthwhile improvements, no matter how quickly or long they may take to achieve. [19:30] Other types of solutions found: Most of the solutions came down to outsourcing. For example, Lorna is not a software expert, so resolving the software system issues would have taken a long time. Luckily, she found an associate in Michigan who specialised in API development, who could create ways to make the systems talk to each other using Zapier. It wasn't always possible as some apps don't allow for custom triggers, but there was a lot of issues he could help resolve. Lorna now thinks of him as an extension of the team. [22:00] Another example of time-saving: Lorna's team often have to fill out P11D's and submit them to HMRC on behalf of clients. The format that is provided made it difficult for staff to fill out, meaning it caused a lot of headache and wasted a lot of time just trying to reformat them in an easily editable way. They managed to source a system that does this for them, at a small cost per year. It was definitely worth it – saving the whole team 3 days' worth of time a year! [26:00] Leonard Business Services is a perfect example of how taking a proactive approach can lead to great success. They have won a number of awards over the years, and will no doubt win many more in the future. If you'd like to learn more about Leonard Business Services, check out their website! Also take a look at Lorna's LinkedIn, where she shares a lot of insightful business tips. We'd love to hear your views and comments about the ISO Show, here's how: ●      Share the ISO Show on Twitter or Linkedin ●      Leave an honest review on iTunes or Soundcloud. Your ratings and reviews really help and we read each one. Subscribe to keep up-to-date with our latest episodes: Stitcher | Spotify | YouTube |iTunes | Soundcloud | Mailing List

Business Podcasts | The Keys to Leading Effective Staff Meetings That Actually Produce Growth And Continual Improvement In Your Business + Why Diligence Is the Difference Maker See the Thousands of Success Stories and Millionaires That Clay Clark Has Helped to Produce HERE: https://www.thrivetimeshow.com/testimonials/ Download A Millionaire's Guide to Become Sustainably Rich: A Step-by-Step Guide to Become a Successful Money-Generating and Time-Freedom Creating Business HERE: www.ThrivetimeShow.com/Millionaire Show Audio: https://rumble.com/v23mywc-business-podcast-dr.-zoellner-and-clay-clark-teach-how-to-build-a-successfu.html Clay Clark Testimonials | "Clay Clark Has Helped Us to Grow from 2 Locations to Now 6 Locations. Clay Has Done a Great Job Helping Us to Navigate Anything That Has to Do with Running the Business, Building the System, the Workflows, to Buy Property." - Charles Colaw (Learn More Charles Colaw and Colaw Fitness Today HERE: www.ColawFitness.com) Learn More About Attending the Highest Rated and Most Reviewed Business Workshops On the Planet Hosted by Clay Clark In Tulsa, Oklahoma HERE: https://www.thrivetimeshow.com/business-conferences/ Download A Millionaire's Guide to Become Sustainably Rich: A Step-by-Step Guide to Become a Successful Money-Generating and Time-Freedom Creating Business HERE: www.ThrivetimeShow.com/Millionaire See Thousands of Actual Client Success Stories from Real Clay Clark Clients Today HERE: https://www.thrivetimeshow.com/testimonials/ See Thousands of Case Studies Today HERE: https://www.thrivetimeshow.com/does-it-work/

Guest: Phillip Wylie, Security Solutions Specialist at CYE [@CyesecLtd]On Twitter | https://twitter.com/PhillipWylieOn LinkedIn | https://www.linkedin.com/in/phillipwylie/On YouTube | https://www.youtube.com/@PhillipWylieHost: Josh MasonOn ITSPmagazine  

Steve Gladen, Global Small Groups Pastor at Saddleback Church, pulls from his 20+ years of small group ministry experience to encourage and equip listeners to lead healthier, growing and more effective small group ministries. In this episode, Steve is joined by co-host Derek and special guest Matt Hamilton (who has 35 years of Tech Sales experience at 7 global companies) to talk about 7 ways CRM can Improve Discipleship. In this episode we break down the following:  High Level Perspective Personalized Service Central Repository of Information, accessible and sharable Data Insights Time is Our Most Precious Commodity Continual Improvement – adapt or die Soul Food – nurturing relationships that foster growth and positive impact SHOW NOTES:1. High Level Perspective: - We're all in sales - it's just a question of "what's the product?"  - Clear vision & benefit statement - don't make people guess  - Concise, positive, fun, high energy, memorableEveryone's favorite subject: Themselves!! The more you know about them, the more impactful & engaging you will be. God's tool to move them beyond themselves-Small Groups (our product) - to fill the spiritual void they have from a broken relationship with God. Small Groups bring back (read Acts 2:42-47) community, Biblical knowledge, personal development (Discipleship), serving, evangelism and worship2. Personalized Service   Our world demands real time interaction with deep personalization   Personalization = You Care / You Understand Me = Credibility   Credibility is critical in a noisy, misguided world 3. Central Repository of Information, accessible and sharable    A good memory is great but it isn't transferable or scalable (institutional Knowledge)   One source of information for all team members to access   Requires thoughtfulness on the required fields vs. optional fields Start small, think in terms of the bare essentials or Minimum Viable Product Too Much Information or Layout / Architecture = can drown the initiative Shared information shows competence, increases confidence & greatly improves customer experiences 4. Data Insights Ability to spot trends - very powerful in driving outcomes Move from reactive to proactive - address issues earlier  Cohorts & Patterns - ability to compare outcomes & experiences over time Increase personalization and value to customers / people Competitive advantage - data can bring knowledge & knowledge is gold 5. Time is Our Most Precious Commodity  Use it wisely & maximize impact  Don't waste other people's time - they will reward you through avoidance  Learn through data analysis how to improve time management - adjust regularly  Serve people with the method they prefer, it's not about what you want or like  Focus on building the perfect day & week (activities done every day / week) Don't let things slip - if a day is subpar, make it up the following day 6. Continual Improvement - adapt or die   Static approaches die no matter how great they are  The world is changing, people are changing and the approach has to stay current Data analysis will spot trends, help reveal required adjustments and highlight areas of application (who or where I need to apply the adjustments) 7. Soul Food - nurturing relationships that foster growth and positive impact  People are attracted to ideas & other people that have a positive impact on them  Align the interaction to provide value / positive impact with every touch  Feedback is essential and needs to be regular from a diverse group  Try to score or grade user experience or engagement - If you don't measure it, it's very difficult to monitor performance and spot changes (good or bad) ★ Support this podcast ★

Do you struggle? You are NOT Alone. Do you fear admitting that you struggle? Struggles create friction for growth to take place. Struggle forward, struggle up, struggle out- whatever you do STRUGGLE! Leaders are Continual Improvement people. If we are Under Construction, we will struggle! A chickadee struggles to break out of its shell to fly. A Chrysalis struggles to get out of its Cocoon becoming that gorgeous butterfly. Being a Leader who believes in CANI (Constant and Never-ending Improvement), we will struggle! The way we struggle can make us better or it can make us bitter! Would you like to change your thinking about what it means to struggle, and the value of the struggle?  Get daily inspiration from our blog www.wayofwarrior.blog. Learn about our non profit work at www.likeitmatters.net/nonprofit. Check out our website www.LikeItMatters.Net.  Be sure to Like and Follow us on our facebook page.  See omnystudio.com/listener for privacy information.

What Is Holding You Back? Unlocking Your Potential: Discovering the Barriers. Have you considered that you have misfiled your past, into your future? Constant and Never Ending Improvement; the MindSet of Significant Living! Our Brains are wired to Continual Improvement.  Six Sigma, Lean Manufacturing, Lean Sigma are all based on Dr. Deming's 'Total Quality Management'. An examined life requires that we are continuous learners, Leaders, Under Construction. Mr. Black will metaphorically connect the struggles of all life as he shares a personal experience and identifies life lessons. Listen to the story by Paul Harvey, 'The Man and the Birds'.  Be moved by the life-lessons that can be found in all experience, if we just have eyes to see, and ears to hear.  Check out our website www.LikeItMatters.Net.  Be sure to Like and Follow us on our facebook page. Get daily inspiration from our blog www.wayofwarrior.blog. Learn about our non profit work at www.likeitmatters.net/nonprofit.See omnystudio.com/listener for privacy information.

Business Podcasts | Mastering the ART of Continual Improvement In Business Learn More Today About www.BunkieLife.com/CLAY Download A Millionaire's Guide to Become Sustainably Rich: A Step-by-Step Guide to Become a Successful Money-Generating and Time-Freedom Creating Business HERE: www.ThrivetimeShow.com/Millionaire Show Audio: https://rumble.com/v23mywc-business-podcast-dr.-zoellner-and-clay-clark-teach-how-to-build-a-successfu.html Learn More About Steve Currington and the Mortgage Services That He Provides Today At: www.SteveCurrington.com Entrepreneurship 101: Step 1 - Find Problems That World Wants to Solve Step 2 - Solve the Problems That the World Wants to Solve Step 3 - Sell the Solution Step 4 - Nail It and Scale It How to Decrease Your Business' Reliance Upon You? Step 1 - Improve Your Branding Step 2 - Create a Turn-Key Marketing System Website Pre-Written Emails Dream 100 Marketing System Pre-Written Script Step 3 - Create a Turn-Key Sales System and Workflow Step 4 - Weekly Optimize the Business to Prevent Drifting Step 5 - Install a Tracking Sheet Clay Clark Testimonials | "Clay Clark Has Helped Us to Grow from 2 Locations to Now 6 Locations. Clay Has Done a Great Job Helping Us to Navigate Anything That Has to Do with Running the Business, Building the System, the Workflows, to Buy Property." - Charles Colaw (Learn More Charles Colaw and Colaw Fitness Today HERE: www.ColawFitness.com) See the Thousands of Success Stories and Millionaires That Clay Clark Has Helped to Produce HERE: https://www.thrivetimeshow.com/testimonials/ Learn More About Attending the Highest Rated and Most Reviewed Business Workshops On the Planet Hosted by Clay Clark In Tulsa, Oklahoma HERE: https://www.thrivetimeshow.com/business-conferences/ Download A Millionaire's Guide to Become Sustainably Rich: A Step-by-Step Guide to Become a Successful Money-Generating and Time-Freedom Creating Business HERE: www.ThrivetimeShow.com/Millionaire See Thousands of Actual Client Success Stories from Real Clay Clark Clients Today HERE: https://www.thrivetimeshow.com/testimonials/ See Thousands of Case Studies Today HERE: https://www.thrivetimeshow.com/does-it-work/

Business Podcasts | The Importance of Continual Improvement & the NEVER-ENDING-PURSUIT-OF-EXCELLENCE When Scaling a Business + Why Simplicity Scales & Complexity Fails Download a FREE Copy of Clay's Newest Book, “A Millionaire's Guide: How to Become Sustainably Rich” Today At: www.ThrivetimeShow.com/Millionaire Business Podcast | The Importance of Installing Quality Control Circles & Feedback Loops | “There Is Only One Way to Avoid Criticism: Do Nothing, Say Nothing And Be Nothing.” - Aristotle + Celebrating the 100X Growth of FullPackageMedia.com Download A Millionaire's Guide to Become Sustainably Rich: A Step-by-Step Guide to Become a Successful Money-Generating and Time-Freedom Creating Business HERE: www.ThrivetimeShow.com/Millionaire Show Audio: https://rumble.com/v23mywc-business-podcast-dr.-zoellner-and-clay-clark-teach-how-to-build-a-successfu.html Learn More About Steve Currington and the Mortgage Services That He Provides Today At: www.SteveCurrington.com Entrepreneurship 101: Step 1 - Find Problems That World Wants to Solve Step 2 - Solve the Problems That the World Wants to Solve Step 3 - Sell the Solution Step 4 - Nail It and Scale It How to Decrease Your Business' Reliance Upon You? Step 1 - Improve Your Branding Step 2 - Create a Turn-Key Marketing System Website Pre-Written Emails Dream 100 Marketing System Pre-Written Script Step 3 - Create a Turn-Key Sales System and Workflow Step 4 - Weekly Optimize the Business to Prevent Drifting Step 5 - Install a Tracking Sheet Clay Clark Testimonials | "Clay Clark Has Helped Us to Grow from 2 Locations to Now 6 Locations. Clay Has Done a Great Job Helping Us to Navigate Anything That Has to Do with Running the Business, Building the System, the Workflows, to Buy Property." - Charles Colaw (Learn More Charles Colaw and Colaw Fitness Today HERE: www.ColawFitness.com) See the Thousands of Success Stories and Millionaires That Clay Clark Has Helped to Produce HERE: https://www.thrivetimeshow.com/testimonials/ Learn More About Attending the Highest Rated and Most Reviewed Business Workshops On the Planet Hosted by Clay Clark In Tulsa, Oklahoma HERE: https://www.thrivetimeshow.com/business-conferences/ Download A Millionaire's Guide to Become Sustainably Rich: A Step-by-Step Guide to Become a Successful Money-Generating and Time-Freedom Creating Business HERE: www.ThrivetimeShow.com/Millionaire See Thousands of Actual Client Success Stories from Real Clay Clark Clients Today HERE: https://www.thrivetimeshow.com/testimonials/ See Thousands of Case Studies Today HERE: https://www.thrivetimeshow.com/does-it-work/

Today on Vermont Viewpoint, Pat McDonald hosts! During the first half of the show, she'll be speaking with Jack Widness of Responsible Wakes for Vermont Lakes. They'll be discussing managing the impacts of wake boats. Then, during the second half of the show, Pat will speak with Justin Kenney and Katie Bockwoldt of the Vermont Agency of Administration. They'll be discussing continual improvement.

Continual improvement, maximizing your life, having everything! There is pressure to always get better, to never be satisfied, to be your own self critic. Getting better is great. being in a state of punishing yourself, not so great. There is a better way. Listen in for some practical ideas.

As entrepreneurs and restaurant owners, we are in a constant state of improvement. This process, though necessary, can exhaust us and our teams. In this episode, Josh Kopel and Anthony Hamilton discuss how these improvements can be adjusted to inspire our teams instead of wearing them down. ____________________________________________________________ Restaurant Marketing School is brought to you by Yelp for Restaurants: In July 2020, a few hundred employees formed Yelp for Restaurants. Our goal is to build tools that help restaurateurs do more with limited time. We have a lot more content coming your way! Be sure to check out our other shows: Full Comp Restaurant expert videos & webinars

On this episode... we continue our series covering 12 traits of the unstoppable man. Today, number 5... continual improvement.To book a coaching session with me: https://calendly.com/stevenmathis----If you enjoy the show please leave a 5 star rating!MORE WAYS TO CONNECT:Text me, or call and leave me a voice message:801-742-1439Connect on Facebook:https://www.facebook.com/stevenmathisConnect on Instagram:https://www.instagram.com/stevenlmathis/https://www.instagram.com/holisticalpha/Email:steven@holisticalpha.com

As we continue to delve onto sustained continual improvement, today we will visit: Measuring the cost savings of quality Won't heavy process slow us down? Good vs bad processes

Join us as we discuss more about the stable framework and dive deeper into sustained continual improvement. Training quality programs Non-conforming product management The incident avoidance register

In this episode we're joined by Markus Frind, founder of online dating site PlentyofFish, and currently runs a family office that hosts some of Canada's largest tech startups cymax.com and rvezy.com. Scott Stirrett sits down with Markus to discuss the founding story of Plenty of Fish, aspects to focus on when building a company, what to look for when hiring, and becoming a parent.

In this episode of our special Deming in Education series, David and Andrew talk about the difference between "continuous" and "continual" improvement - and how that applies in classrooms. TRANSCRIPT 0:00:02.5 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I am continuing my discussion with David P. Langford, who has devoted his life to applying Dr. Deming's philosophy education, and he offers us his practical advice for implementation. Today's topic is: Should we be continually improving or continuously improving? David, take it away.   0:00:30.6 David Langford: Thanks Andrew. So some people say it's semantics and it doesn't make that much difference to how you think about it. And I think in the last podcast, we were talking about how people have trouble with the idea about continual improvement anyway. But the first person I ever heard really talking about the difference between continual improvement and continuous was Dr. Deming. And not only did he talk about it in his Deming way, he was pretty emphatic about it. And it took me a long time, I'd say 10 years or more, to start to really get it and understand the difference and what that means. But basically the difference is if you have some function of what it is you're trying to do, some program, some process, a manufacturing thing, a classroom or whatever that might be, and you're doing that process over time, continuous improvement means that you're just continuously changing things over and over and over and adapting and moving forward and changing forward. It sounds like a really good idea until you think about it.   0:02:01.5 DL: I don't think it's actually possible to do it unless you're in some kind of a mechanical machine world or maybe artificial intelligence kind of a world where changes are just constantly being made, adaptations and changes moving through. When you're working in systems like education, which is primarily a human system field, and yes, we have computers and technology and things coming into the education system now, but it's still primarily a human system, and my experience is that humans, whether thats students, teachers, parents, whoever, cannot adapt to continuously changing everything. Such like change upon change, upon change, upon change, upon change or sometimes you hear your teachers say, "What's the flavor of the month?" They don't really understand why they're changing anything, they just know that somebody up above is just changing it, then they're just going on with it.   0:03:08.6 DL: Whereas when you have a continual improvement kind of environment, Deming taught us about, you let the system run basically, because you have to understand the data, what is the system producing, and once you understand that data, understand the variation in the system, then you can do a PDSA process and Plan-Do-Study-Act and come up with a small trial method to figure out what could I change to get a significant difference in the system, and then start applying that in a larger and larger scale level. On human systems, those things take time, because it's the psychology of the people in the system, and you have to persuade people that what to do and etcetera, sometimes it can take... And especially in education, it could take years to make a transformation system like that, so people have to learn to, okay, we've gotten to a certain point.   0:04:17.5 DL: We're getting a certain level of quality. And you can measure that, anything you wanna measure that with. You can measure that in attendance records, you could measure that in test scores, you could measure that in happiness of students, you could measure that in happiness of parents or doesn't matter whatever you want. But once you get that baseline data and you start to understand it, and then you have to say to yourself, "Well, am I happy with what's happening now?" I always joke with the teachers, if you're happy and you know it, then clap your hands. You have to get to a state of equilibrium basically. You've changed, and so now you're not happy with the level of quality and you want to see a higher level of quality.   0:05:14.1 AS: So let me try to clarify for the listeners and for myself, the first thing that you're talking about is if you use the word continuously, it implies that you're continuously or constantly changing things. And that's not the objective. The objective is actually to stabilize things to some extent.   0:05:34.4 DL: Change for the sake of change. We're just changing stuff.   0:05:38.6 AS: I wanna see a continuous... Continuously changing systems here. No, that's not what we're after. And then when you mentioned about continually, then you talked about let the system run, the objective is to understand what's the output of the system by letting it run and letting it define itself as to what it's producing and then making a decision, do we take it to the next level, do we take it to or do we leave it at this point and say, "Okay, that's good enough for what we need for the ultimate aim of the system."   0:06:14.3 DL: I find it really interesting in some cases sad and disheartening that you have state systems, especially like in education and state legislators, and they just come up with new rules and regulations, and they have no idea about what the current capacity of the current system is or what the problem is. I'll give you an example. I was working in a district one time and they had an average of 94% attendance rate, I think at the high school, and all of a sudden, the superintendent came out with an edict said that they should be no less than 96%.   0:07:00.0 DL: Well, if you understand systems from a Deming perspective, you actually do want students to stay home at certain times, right? You don't want them coming to school when they're sick, and if you make the parameters so difficult that your life is gonna be terrible if you stay home, now you're gonna have kids come and they're sick, and now you're infecting hundreds and hundreds of kids, and now you got hundreds of kids not coming to school 'cause they're sick, because you are over-emphasizing this. On the other hand, in a continual improvement kind of environment, if you decide that, okay, we can do better, we wanna improve our attendance rate, well, then you have to start studying the quality of what you do, what's causing people not to show up or not to come when they can.   0:08:00.8 DL: Or if sickness is the number one problem, what can we do about it? I once worked with a school in Brazil, and they went to work on their attendance rate, found out that a lot of it had to do a sickness and everything else, so they changed their whole system, they put in more wash stations throughout the entire school. They set up all kinds of times for kids to come in and they wash their hands, and every time they came in from recess or interacting, they had a process where they went through the wash hands, they had signs up with flow charts that said, "This is how you wash your hands." There's actually a process to that or through that. Well, their sickness rate just went down to practically nothing because they put in processes and methods and stabilize the system at a much higher level, and so then most of the kids being absent due to sickness, were the new students that were coming in, and so it would take them some time to get figured out, "Oh, this is what we do around here, and this is why we do it, and everything." Change the system, you get a different result. Instead of what we've been taught to do is leave the system alone and then manage the dysfunction that it produces.   0:09:24.2 AS: And I think that Dr. Deming realized that you have limited resources.   0:09:30.3 DL: Yes.   0:09:30.9 AS: And so you've got to prioritize, and once you've gotten something to a point... And he also realized there's no perfection and there's no reason to go towards perfection, if that's not serving the ultimate customer. I was also thinking about... I was thinking about a way for me to think about this, so I wanna propose this and see what you think, David. So if it's continuously improving, when you say continuously, it means you're kind of demanding constant change, so you could think of the person that the boss saying, "Don't just stand there, do something." And when it comes to continually improving, you're trying to let the system run, make the decision if you're gonna go to the next level of quality, and therefore the person at the top is saying, "Don't just do something stand there."   0:10:21.4 DL: Yeah.   0:10:23.5 AS: Perfect.   0:10:24.3 DL: Think, study the system, start to understand what's going on, what are you actually trying to do, and do you really understand. We're talking about attendance, but do you really understand why students don't wanna come to school, and then are you actually working on those things or you just, "We are gonna punish them if they don't come to school. That's what we'll do." And so two tardies equals an absence and four absences equals this and 12 absences, you lose credit, and so schools put in the layers upon layers upon layers of these punishments and the crazy thing is, it doesn't work, never has worked. If it worked, we wouldn't have any students missing school, because we have these wonderful systems that prevent kids from missing school at all. What do you do as different? We were talking about quality as the answer to your problem, well, when you have a much higher level of quality experience going on in the classroom, and that's happening in every single classroom with every single teacher, and the joy level is really high, you actually have the opposite problem with attendance, you're actually encouraging people to stay home when they are sick, not to come. You actually tell parents, "Look, I know they're really excited," but that's a whole different problem to have, than to think all we gotta coerce these kids into coming and punish them into compliance and reward them into things.   0:12:04.6 DL: There is a school district that set up... I think they're still doing it today. Even set up a reward, the local car dealer said that for any child that is not... Doesn't miss a day of school for 12 years they get a new car. Again, it sounds like a great idea till you think about it, and I think the first year that I saw they filmed it and it was on the local news, and everybody's all excited, and local businesses are supporting education and isn't this great? And isn't this wonderful? Only problem was there were about 10 kids that had perfect attendance for 12 years.   [laughter]   0:12:46.4 DL: And the guy at the car dealership says, "Woah, woah, wait a minute, I'm not donating 10 cars." So now they've got a whole different promise so what they do, well, they gave all 10 of these students a car key and then you went out and you got in a new car, and if yours started, then you were the one that got the car. So, the TV station films the one kid that and their parents and oh, the excitement isn't as great and that. When in the background, you see nine other students...   0:13:20.6 AS: Nine disappointed.   0:13:21.9 DL: Mad, disappointed, kicking themselves, "Stupid, stupid, stupid. I did all that effort and everything else came to school when I was sick and everything else for this vague promise." But none of that's gonna change the system because when you stop doing all that stuff, the system goes right back to what it was designed to do.   0:13:45.7 AS: Yeah.   0:13:47.0 DL: What it was created to do. And that's what Deming's talking about. Once you understand that, okay, now let's go about figuring out what are we gonna do about this, what do we wanna change? And is and what you're saying, too, is attendance your number one problem? And sometimes I'll say that it's administrators in schools and say, "Well, it's a big problem around here. We know it's a big problem." Well, okay, what are all your other big problems?   [laughter]   0:14:16.8 DL: And is this the number one thing? And is this interrelated with everything else you're doing, right?   0:14:23.7 AS: Yeah.   0:14:24.2 DL: And maybe the number one problem is the actual learning experiences in classrooms not engaging, and not fun, not interesting, not relevant, not timely, right?   0:14:37.7 AS: Yep.   0:14:38.5 DL: And sometimes I'll have administrators say, "Well, yeah, but we don't wanna work on that. That's hard."   0:14:44.9 AS: Yeah.   0:14:46.3 DL: It is a lot easier just to have a new car for showing up to school on time.   0:14:51.0 AS: Yeah, we'll figure that out when we get to the end of the year. David, you've reminded me of a story that I tell about when I was the head of research at a research operation here in Bangkok. And we got a new boss that came in and he came in from outside of Thailand, and he basically went to one of our first meetings in the morning. We met every morning at 7:00 AM to present to our sales force. And one of the analysts on my team came in a little bit late, maybe 15 minutes late, and my new boss pulled me aside and he says, "I do not accept people coming in late for meetings, and I want action." And I said to him, "That guy was up until 1:00 AM last night working on what he had to present to the clients today." And so it was my decision as a manager to not go off on the fact that he was 15 minutes late.   0:15:47.7 AS: Now, if you tell me that we have to do that, I'm just telling you, you're gonna lose all that extra joy that he had. And he was determined to work until 1:00 AM to get it done. But you'll find him saying, "Okay, I'll leave at 5:10 also." And so, I couldn't really get my boss to understand that, but I saw that part of my objective was to get the maximum out of what was potential that was there. So, you know, that was just a story that happened in my life.   0:16:19.3 DL: Yeah, you reminded me the first time I got the chance to work at a whole school level. The superintendent said, "Well, we have a tardy problem, you know kids being late to classes." And so we went to work on the tardy problem. And it's really funny because when I did some work in Australia and I mentioned to them that tardy problem, they didn't even know what a tardy was. You mean I said, "Well, it's students being late to classes. It's a big problem in the US and we work on it and we do all those kind of stuff." And I said, "Don't you have that problem here?" And they said, "You mean the teachers being late?"   [laughter]   0:16:58.8 DL: That whole different worlds and whole different systems going on. But I played all kinds of games trying to figure out this whole tardy system. And I thought, "Oh, I'm gonna go back and ask the students, what do you think is the number one... What's the number one reason that people are tardy that are late to class?"   0:17:18.0 AS: And they said it's boring as hell.   0:17:20.6 DL: Well, the number one thing came back, almost 80% of students said classes don't start on time. And I thought, "That's fascinating." Because you could put a whole group of teachers in a room for a month and just say, "What are all the reasons that students are late?" And they're not gonna come up with, "Classes don't start on time."   0:17:42.7 AS: Definitely not. Definitely not.   0:17:43.8 DL: The second highest thing was even if it does start on time, it's boring. It's not relevant, it's not boring or it's not... So if you think of it from their perspective, am I gonna put in effort, get to school on time for something that is not gonna start on time anyway? And I'll always ask teachers, I say, "What do you do in the first 10 minutes of class?" Well, I'm passing out papers and taking roll, I'm doing this, I'm doing that. That's what students are talking about. Nothing towards learning is actually taking place, right? Then that system. So if you really wanna make an impact on the tardy system, all right, teach everybody how to start classes immediately, and then make sure that it's immediately relevant, interesting...   0:18:30.8 AS: With value.   0:18:31.5 DL: And engaging. And guess what? You're not gonna have a tardy problem, and you're not gonna have to have a tardy czar in the front office counting tardies. And you're not gonna have to have penalties and rewards and all the other systems that go with that. That kind of bring us back to our topic today is about continuous improvement or continual improvement. You have to get to a point where you start to say, "Okay, our tardies system is not working. Therefore we need a continual improvement. We need a PDSA cycle, study this system to figure out what we can learn. Then we'll make a change, then we'll let it run and maybe we'll let it run forever. Maybe we'll reach a point where we say we think good is good enough." With a system like that, I can put up with somebody. I remember I told the teachers at one time that, "Okay, at this school there's no such thing as a tardy anymore."   0:19:33.7 DL: And somebody said, "Well, what do we do if somebody's late?" And another teacher said, "Maybe we should just get them caught up." Hey, oh, I see your late and oh, let's get you caught up. Instead of spending time berating them and putting tardy marks and all these kinds of stuff in books and sending it to the front office and all the data and everything else. Hey, you must have missed something really great, right? So let's spend some time get you caught up with this. And so you change this system, change your attitude, change your system, and you're gonna get a different result. Rather than what we taught to do is we try to manipulate the system.   0:20:17.3 AS: Yeah. And unlike in the world of business, you can't force compliance, you can't force people to buy your products, it's voluntary exchange. So I wanna just wrap up and review what you've talked about. So first thing is you talked about the fact that education is, it's a human system. And human systems can't adapt to continuous change. And that's where you're highlighting to us the idea of it's not about continuous change because continuously changing implies that you're changing almost for the sake of change, and that's where I said, don't just stand there, do something. Instead, what you're telling us is focus on continual improvement. And let the system run, understand that there's times that you're gonna wanna just leave it where is and focus in another area. Is there anything that you would add as we wrap up?   0:21:21.3 DL: No, it's absolutely true. You know, we talk a lot about systems and everything else, but I think one of the breakthroughs that I had was when I started this process with students is to get students to think about, you are your own system, you are the top of your system, right? And so if you wanna see a different result in what you're doing, you have to think of yourself in the very same way. I can do a PDSA cycle on why am I habitually late in morning? Okay.   0:21:50.7 AS: That would be a learning process.   0:21:51.8 DL: To use Deming to go through that process and change myself within that and get a different result. And what would that be like?   0:22:01.4 AS: Yeah. And I think for young people, as I always say, they say to me, I have a problem waking up early. I said, you probably have a problem of going to sleep early. [laughter] Alright, well, David, on behalf of everyone at the Deming Institute, I wanna thank you again for our discussion. And for listeners, remember to go to deming.org to continue your journey. This is your host Andrew Stotz. And I will leave you with one of my favorite quotes from Dr. Deming, that is, people are entitled to joy in work.

Is there any area of your life or leadership that feels stuck? You can't win if you're not continually improving. The greatest leaders are the greatest innovators. You don't have to stay stuck in the same old ruts you've been in. Join us for this episode of Win Every Time to learn how you can become a leader who is always getting better.

I share thoughts after two days using only solar power in Manhattan. After recording I turned off the circuit to the whole apartment. I'm on the roof now, charging the battery.The recording shares more. The main themes: freedom and continual improvement.Also fun and curiosity.Caption for the cartoon, which I refer to in the recording: "Look at that glassy stare, those vacuous eyes... He's been domesticated I tell you!"Link to a cspan video of Sebastian Junger, author of Tribe, which I refer to in the recording too. See acast.com/privacy for privacy and opt-out information.

Following on from our previous episode, we bring you another practical episode on how ITXM™ is a vital tool for your IT's continual improvement success. ITXM™ is the framework that brings the practice of experience management into IT operations. In this episode of Happy in 15 we focus on: - What are you setting out to improve? - The outcomes of IT initiatives and why they hold high importance, especially from an end-user and team perspective - How to measure and celebrate success from an ITXM™ perspective ------------------------------------------------------ Take the ITXM™ foundation course here - https://itxm.academy/itxm-foundation/ Read more about ITXM™ framework here - https://www.happysignals.com/itxm-framework-it-experience-management Learn more about HappySignals - https://www.happysignals.com/leading-experience-management-platform-for-it-happysignals ------------------------------------------------------ Key Takeaways: - Why use ITXM for Continual Improvement success? - Focus on the outcomes of IT initiatives - Measuring CI success in ITXM™

ITXM™ or IT Experience Management brings experience management, a practice that has been used in external customer support and management for well over a decade, into IT operations. ITXM™ enables IT teams to focus on outcomes of the deliverables they produce, as well as providing data-driven insights, fueling Continual Improvement initiatives, in order to achieve said outcomes. Most importantly, ITXM™ is a framework that is needed and used by the whole IT organization, and not just the IT Service desk. Now, we bring to you the recently released ITXM™ foundation course, bringing to life the practicalities of Experience Management for IT. Through online training videos and an online exam, you can get certified in ITXM™ and bring this framework into your organisation. But the fun doesn't stop there - Join our online community to share thoughts, ways of working and learning experiences with other like-minded professionals, thought leaders and pioneers of ITXM™. Take the ITXM™ foundation course here - https://itxm.academy/itxm-foundation/ Learn more about HappySignals - https://www.happysignals.com/leading-experience-management-platform-for-it-happysignals Key Takeaways: - ITXM™ - bringing experience management into IT - Opportunity to learn more about ITXM™ and become a certified professional with online training and exam - ITXM™ community - learn and share experiences with others

Episode page: https://www.leanblog.org/441  My guest for Episode #441 of the Lean Blog Interviews Podcast is John Dues, an accomplished education systems leader and improvement science scholar-practitioner with more than two decades of experience in the sector.  He is the Chief Learning Officer of the United Schools Network (USN) where he directs the network's Continual Improvement Fellowship and serves as an improvement advisor.  He draws heavily on the work of W. Edwards Deming and his System of Profound Knowledge (SoPK) to equip him with the theory and statistical tools by which to perform this role.  Under John's leadership, USN schools have regularly been among the state and nation's highest performing urban schools. In 2013, John was recognized as the Ohio School Leader of the Year by the Ohio Alliance for Public Charter Schools.  John graduated with Honors from Miami (OH) University, holds a Master of Education degree from the University of Cincinnati, and is an alumnus of Teach For America He is currently continuing his education through the Improvement Advisor program at the Institute for Healthcare Improvement in Boston, Massachusetts.  John is the author of a free eBook, Rethinking Improvement. Today, we discuss topics and questions including: “System” – design and then improvement? Voice of the Customer – who is the “customer” for education? Or customers? Where did you first learn about continuous / continual improvement practices and principles? Book Learning to Improve Carnegie Foundation — “improvement science“ Factors out of your control including poverty, home life instability? Focusing on what you can control? Learning from IHI? Deming? Initially turned off by Deming? – hard to understand? What changed in March 2020? Applicability into education? Things Deming said specifically about education? Alfie Kohn, episode #57 Don Wheeler, also using my book Measures of Success Use of Process Behavior Charts What is “engagement” for remote learning? in education? Signal vs. noise The trouble with arbitrary targets? The role of “the system” on performance? Under appreciation of systems thinking? What's the impact of spending on individual “professional development”? Theory of knowledge – why do we do the things we do? So engrained we don't question them?  The podcast is sponsored by Stiles Associates, now in their 30th year of business. They are the go-to Lean recruiting firm serving the manufacturing, private equity, and healthcare industries. Learn more. This podcast is part of the #LeanCommunicators network. 

Galen M. Hair, an aggressive and relentless litigator, is licensed in multiple states and boasts clients from around the world. With large wins both at home and across the country and an impressive record of favorable results, Mr. Hair gained a reputation for getting the job done both inside and outside the courtroom early on in his career. He focuses not only on the litigation in front of the client but the long-term personal and business effects that his clients' issues will cause. His clients are family to him and it shows. Let's see how he Get up, Dress up, and Show up! CONNECT WITH HIM https://insuranceclaimhq.com/attorney/galen-m-hair/ Personal transformation takes time, subscribe now, and let's grow together!  ----------------------------------------­­­­­­­----------------

Prof. Emeritus - Darden / University of Virginia Episode Page: https://www.leanblog.org/439 My guest for Episode #439 of the Lean Blog Interviews Podcast is Elliott Weiss, the Oliver Wight Professor Emeritus of Business Administration, having taught in the Technology and Operations Management area at Darden.  He is the author of numerous articles in the areas of production and operations management and has extensive consulting experience for both manufacturing and service companies in the areas of production scheduling, workflow management, logistics, lean conversions and total productive maintenance. He's also a co-author of the book The Lean Anthology: A Practical Primer in Continual Improvement. Before coming to Darden in 1987, Weiss was on the faculty of the Johnson Graduate School of Management at Cornell University. He has held visiting appointments at the Graduate School of Management and the University of Melbourne, Australia, and the Wharton School of the University of Pennsylvania. Elliott's degrees are all from the University of Pennsylvania: B.S., B.A., Math & Economics MS Operations Research MBA Ph.D., Operations Research I reached out to Elliott to discuss his recent writing: ON THE (BASKET)BALL: WHAT BUSINESS CAN LEARN FROM STEPH CURRY He was writing about this excellent WSJ article: Stephen Curry's Scientific Quest for the Perfect Shot Today, we discuss topics and questions including: Lean & operations origin story — what sparked your interest in this as a field? The vanity plate? 0 MUDA — also had one NOMUDA Elimination of variation, enhancement of the wait, expectations management  Lean applied to teaching? Research? Taguchi loss function? Is Curry reacting to noise? Hoshin Kanri — Application to retirement – mind/body/soul Book — “The Lean Anthology” case studies Chapter on using SPC charts to monitor blood sugar & diabetes The podcast is sponsored by Stiles Associates, now in their 30th year of business. They are the go-to Lean recruiting firm serving the manufacturing, private equity, and healthcare industries. Learn more. This podcast is part of the #LeanCommunicators network. 

This week, Andrew shares some of his thoughts around continual improvement and 5 tips that help us continue to improve at our sports and in life.  Besides staying busy with his PhD program, Andrew spends a lot of time with athletes.  On the podcast, he gets to hear many of their stories, and in this episode, he shares what he has taken away from listening to people who have made it to the top and operate at high levels of performance.  We all know that nothing comes easy that is worth fighting for.  So how do we continue on our journey when it gets tough?  This is a great episode to tune into for learning how to continue improvement without burnout.  Learn how to dedicate yourself and embrace the process.  Being a PhD student, Andrew has been refining these tips for himself, and what he shares in this episode is valuable for everyone.  He speaks about being open to what you don't know you don't know and what there is to discover in the area of new possibilities.  Being open-minded can lead to so much that we didn't see as possible.  Andrew dives deep into each one of his 5 tips in this episode, so listen in, and gain some inspiration for your goals, whatever they might be.  There is no need to do a 180 and start over when we feel stuck.  Those tough spots are all part of the journey!  Tune in to find out how to embrace your journey and continue to improve each step of the way.  Aloha! Did you enjoy this episode?Please subscribe and leave a review on:AppleSpotifyGooglePandoraiHeartRadio

Sarah Cotteral is a Healthcare attorney and corporate executive turned wellness entrepreneur and coach. The companies' she works with aim to create and support regenerative systems connected to nature and continuous improvement and empower people to tap into the regenerative capacity within themselves to find and create well-being. Sarah is an eternal optimist and through our conversation you can tell she truly believes in the magic of life. You can find Sarah's Instagram. Shift Edibles: Instagram | Website Lineage: Instagram | Website Follow us on Instagram, Twitter, or check out our website where you can learn more about our guests, us, and how we started the podcast! If you loved this episode, let us know by rating and reviewing us! Thanks for listening! - Julie + Annica --- Support this podcast: https://anchor.fm/explain-yourself/support

A brief discussion about ITIL4 Each week, Jeffrey will be interviewing guests from the technology, Service Management, or Business Continuity leadership communities. Stay tuned as next week's show is one you will not want to miss. Jeffrey is the founder of Service Management Leadership, an IT consulting firm specializing in Service Management, CIO Advisory, and Business Continuity services. The firm's website is www.servicemanagement.us. Jeffrey is an accomplished author with six acclaimed books in the subject area and a popular YouTube channel with approximately 1,400 videos on various topics. Also, please follow the Service Management Leadership LinkedIn page.

APMG International presents our popular weekly panel Q&A show. Level Up your IT Service Management with the host; Nick Houlton and Question Master: Charlotte Miller. The expert panelist on today's episode; Kwaba Miguel Sebastião Júnior, N Nirmalan, Suresh GP, Johann Botha, and Mart Rovers. An opportunity to have your real-life questions answered, driving the panel discussion before moving onto the focus topic: Role of the Modern Service Manager which is hosted by Mart Rovers.

In this episode of Agency Freedom Podcast, James talks with Jeremy Powers, the Founder of Powers Insurance Experts in South Carolina. Visit the Agency Freedom Podcast website to sign up for our email list and receive updates and resources directly in your inbox every Friday morning.

In this episode of Agency Freedom Podcast, James talks with Jeremy Powers, the Founder of Powers Insurance Experts in South Carolina. Visit the Agency Freedom Podcast website to sign up for our email list and receive updates and resources directly in your inbox every Friday morning.

A brief discussion about improving ITSM processes to reflect current business needs and desired outcomes Each week, Jeffrey will be interviewing guests from the technology, Service Management, or Business Continuity leadership communities. Stay tuned as next week's show is one you will not want to miss. Jeffrey is the founder of Service Management Leadership, an IT consulting firm specializing in Service Management, CIO Advisory, and Business Continuity services. The firm's website is www.servicemanagement.us. Jeffrey is an accomplished author with six acclaimed books in the subject area and a popular YouTube channel with approximately 1,200 videos on various topics. Also, please follow the Service Management Leadership LinkedIn page.

We are back in the studio and recording after a short break there. Today we are diving right into Continuous and Continual Improvement. One is more the realm of management systems like ISO 9001 and API Q1 while the other is in the realm of Lean and Six Sigma. What's the difference? Why does it matter? Learn more about #QualityMatters & Texas Quality Assurance :LinkedIn | Facebook | Twitter  | Instagram  | YouTubewww.qmcast.com | Texas Quality Assurance 

Today our guest is Dr. Gaynor Yancey, Lake Family endowed chair in Congregational and Community Health, Director of the Center for Church and Community Impact, and professor of social work teaching in both the Diana R. Garland School of Social Work and Truett Seminary at Baylor University. Dr. Yancey has won several teaching awards, including outstanding professor in 2006, the Cornelia Marshall Smith award in 2019. And she was also named a Baylor Master teacher, the highest honor awarded by the university. We are delighted to have Dr. Yancey on the show to discuss teaching as vocation, changes in students over the last generation, seeking continual improvement in our teaching, and so much more.

Little improvements over time can make a huge impact. CANI is an acronym content and never ending improvement. Be proactive by looking into every area of your life and make the positive micro adjustments.

This week on the ATARC DevSecOps Coffee Chat, we have the pleasure of speaking with the Director of System Configuration & Delivery Automation Division at the U.S. Patent and Trademark Office, Spence Spencer. Spencer shares his experience and insights on leading a team and putting people first! Below is his list of book suggestions. Check out this episode to learn more! Reading List: Leaders Eat Last, Simon Sinek (current read) The Open Organization, Jim Whitehurst (CEO Red Hat) Turn the Ship Around, L. David Marquet Out of The Crisis, W. Edwards Deming Deming's Road to Continual Improvement, William Scherkenbach The Goal, Elihu Goldratt DevOps Handbook, Gene Kim et. al. The Phoenix Project, Gene Kim et. al. The Art of Capacity Planning, John Allspaw

Marijn describes his 7-minute wake up with Google and his shower fantasy around Google Routines before realizing that this podcast had started.Being in lockdown means that you get two whiskies tasted at the end…Eventually, Steve asks the questions ‘How do we collaborate?' and stopped Marijn using the standard response ‘It depends' Marijn takes a customer from Happy to Fear to Content and AmazedConsidering how to collaborate the tools are discussed but are ‘How to Collaborate' and is it Co-authoring, voyeurism or collaboration… or even stalking…Points to consider when thinking about collaboration… understanding the exact goal, timeline, and purpose for the collaborationBefore answering How to Collaborate we need a definition of ‘what is collaboration'  suggests MarijnCollaboration is defined by the dictionary and after a few minutes conclude collaboration is about working together or not!Both agree that the Goal must be understood by everyone… but for every meeting we attend is the goal of the meeting clear to everyone…More Collaboration StatementsØ  The Nature of collaboration involves people with different priorities working togetherØ  Collaboration needs a plan… a purposeØ  Collaboration works best with full and open transparencyØ  The Goal must be understood by everyoneThe love-hate relationship between the Office365 team and security is laughed atGreat collaborative decisions are based on strong diverse opinions And Marijn talks about his tool and capacity…The definition of collaboration is when everyone agrees to disagree!!  So Collaboration is about managing the process and configuring the tools that drive continually improved decisionsBusiness need to discover the art of using the toolsMichelangelo directed the brush maker to give him the right tools to create the Sistine Chapel [Assumed]… some quotes [  I saw the angel in the marble and carved until I set him free  |  Genius is eternal patience.] Following the logic of a diverse team causing great collaboration, Steve talks about Spotify and how they create squads with diversity and alignment creating collaborationCollaboration needs the courage to understand something is hard alongside people who are driven to just make things happen.Marijn works out that the A-team was a perfect collaboration of A bunch of people with their own skill sets and a common goalMoving to the tools Steve asks how you drive adoption with so many diverse tools… and Marijn says MS teams is not always the answerBut leaving the business to decide the tools leads to 50 people collaborating on a single OneNote file which include multiple PowerPoints and spreadsheets… not exactly a low-risk solution43 minutes the 5 step approach    Marijn asks what is the 5 step approach to successful collaboration1.       Ask how the team creates their ideas today… see how they work2.      Understand process and timelines for collaboration and how they communicate3.      Tools that best support this4.      How do you collate the answers and output?5.      How do you apply the changes and new ideas?A podcast that is Back to Basics which is a key attribute of Continual Improvement so going back to ask, How, Why, and What we collaborate

Adam Gower Ph.D. is an authority in content marketing and online communications for the real estate industry. He has more than 30 years and $1.5 billion of transactional experience in commercial real estate finance and investment. Today he builds best of class digital marketing platforms for private clients so they can raise more capital online and provides online courses for those who want to do it themselves.In this episode, Tyler and Adam’s discussion focused on Kaizan, a Japanese term for continual development, and digital marketing in real estate. They discussed the implications that the Jobs Act of 2012 had on capital raising, overcoming the imposter syndrome, the power of putting your story online, the challenge sponsors face raising money online and opportunities for passive investors.They also discussed Adam’s journey to Japan, aiming for progress but not perfection, investing in your own knowledge, Adam’s improvement with search engine optimization, how Adam stays hyper-focused on the task at hand and much more!The following books were mentioned in the show:The Secret Life of Real Estate and Banking, by Phillip AndersonConnect with Adam:Website: gowercrowd.comTwitter: https://twitter.com/GowerCrowdFacebook: https://www.facebook.com/GowerCrowd/LinkedIn: https://www.linkedin.com/in/gowercrowd/Apply for coaching with Tyler! The world's top performers in any field have a coach to help them achieve drastically greater results and in less time. The most successful real estate investors are no different. To apply for a results coaching session with Tyler, visit coachwithtyler.com.This episode of Elevate is brought to you by CF Capital LLC, a national real estate investment firm that focuses on acquiring and operating multifamily assets that provide stable cash flow, capital appreciation, and a margin of safety. CF Capital leverages its expertise in acquisitions and management to provide investors with superior risk-adjusted returns while placing a premium on preserving capital. Learn more at cfcapllc.com. 

Restaurants go downhill all too easily.  Sometimes they go out of style, sometimes environmental changes lead to turbulence, but most often it is the restaurant’s performance that leads to decline…and that decline leads to cost cutting, short staffing and even more decline…and it happens slowly and often times unnoticeably in the moment. Over time, it is very evident.  In combatting this, the search for continual improvement is imperative to maintaining success.      Show Notes: https://restauranttopia.com/episode-25-never-stop-never-stopping-the-continual-improvement-cycle/ Facebook: https://www.facebook.com/Restauranttopia/  LinkedIn: https://www.linkedin.com/company/restauranttopia Instagram: https://www.instagram.com/restauranttopia/    

We’re in the home stretch of our step-by-step breakdown of becoming a more human leader. Step four is about setting goals to motivate and engage your teams while step five, takes a deeper look into what happens after those goals are accomplished. This step is all about continual improvement.  Continual improvement is the consistent pursuit of self-development, and it starts with you, the leader. In a workforce, this focus on personal development drives radical growth and innovation for the business.  To guide us on the journey, we’ll hear from Jason Treu, a Chief People Officer who works with teams all around the world on leadership and management training. Jason is an expert on creating a winning culture, and he joins Emplify’s Co-founder and Chief People Officer,  Adam Weber to discuss the impact of continual improvement.  After You Listen:  Order Lead Like A Human on Amazon: https://www.amazon.com/Lead-Like-Human-Practical-Building/dp/1642251704/ref=sr_1_1?dchild=1&keywords=lead+like+a+human&qid=1596485558&sr=8-1:  Connect with Jason: https://www.linkedin.com/in/jasontreu/ Connect with Adam: https://www.linkedin.com/in/meetadam/ Connect with Nicole: https://www.linkedin.com/in/nicolemmaclean/

Gentleman Badass Podcast Theme Song written by Josh Kidney “Invictus” Performed by Mike Kendall Brought to you by 88 Tactical, Big Brain Tattoo and Big Brain West YouTube Mailing List Email Project Sanctuary Book of the Week Fortitude - Dan Crenshaw The post GMBA 30 -Thin Blue Line – Kurt Sorys on Law Enforcement, Training, and Continual Improvement appeared first on Gentleman Badass Podcast.

Looking at how you can do things better today than you did yesterday. Looking at some areas that need to be better.Support the show (https://podcast.entrefied.com/gift)

In our 33rd "Deming Lens" episode, host Tripp Babbitt shares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. This month he looks at transforming an organization using the Deming Philosophy. Show Notes [00:00:14] Deming Institute Podcast -Deming Lens Episode 33 [00:00:28] Changes to Release of Episodes [00:01:00] Transformation [00:01:43] Transformation of an Organization [00:04:42] Three Reasons to Transform [00:06:42] Transformation from The New Economics and Out of the Crisis [00:08:35] Continuous cs. Continual Improvement     Transcript Tripp: [00:00:14] In the thirty third Deming lens, we'll talk about transformation and the Deming philosophy.   Tripp: [00:00:28] Hi, I'm Tripp Babbitt, host of the Deming Institute podcast this month we're making some changes, I'm going to be doing 12 to 15 episodes during the course of 2020 and that that could be subject to change. But right now the plan is that I will at least do one of these Deming lens per month unless there's an interview that will be conducting.   Tripp: [00:01:00] This month, I'd like to cover transformation and transformation is significant to me because it was the first time I had heard it really applied to an organization back in the eighties when I was listening to Dr. Demings four day seminar and when he mentioned transformation for an organization, I thought that was so unusual.   Tripp: [00:01:28] I'd always heard people transforming themselves may maybe going from, you know, alcohol abuse to being sober or the way that they changed their lives, those types of things.   Tripp: [00:01:43] But it's the first time I heard the word transformation applied to an organization, so. I'd like to just kind of give you some observations, some quotes from Dr. Deming from both Out of the Crisis and The New Economics. And the first quote that I have written out here is the first step, and this is from out of Out of the Crisis step in the transformation is learn how to change.   Tripp: [00:02:12] That is to understand and use the 14 points and to cure themselves of the diseases, long term solvency, them solving problems big and small will not halt the decline of American industry, nor will computers, gadgets and robotic machinery and not even statistical methods.   Tripp: [00:02:33] So this is one of the things that really stood out to me in that he was saying and Out of the Crisis. The first step transformation is to learn how to change. And I would agree with that. I think that it and it's something that is very personal. But I think a lot of people, when they were first listening to Dr. Demings message thought transformation in terms of not necessarily themselves, even though they may have been transformed as an individual, but thinking in terms of the organization and in The New Economics, he said that the transformation begin.   Tripp: [00:03:19] The first step to transformation is with the individual. So The New Economics, which was written later, I think kind of qualifies that that change really has to happen at the individual level before you can really move to the organization. Now, I've experimented with different ways of doing this over the years and definitely there are some people that are not going to get transformed. You have to find people who are exploring or curious or put them in a mode of discovery in order to transform themselves.They have to be you know, you can't.   Tripp: [00:03:59] As I've mentioned in other episodes of this podcast that you cannot out logic somebody. You can not.Argue with them. They're not going to accept some of the things they're telling. And I've worked hard over the years to find ways for them. Them being the individual to discover for themselves and some people you spend some time on and others are never going to accept it. And that's just the nature of people. But, you know, I think the key here in making a transformation is getting to that critical mass of people.   Tripp: [00:04:42] Now, Russell, Ackoff mentioned the three ways that that reasons that people would be willing to transform themselves. The first way is that they're in a crisis. And the second way is that the CEO adopts it. And I think we see some of that with a lot of the people in the Deming community.   Tripp: [00:05:01] You had extaordinary leaders like Dick Steel and Paula Marshall and others that have gone out there and just said this is the right thing for me. Now, some of these people worked with Dr. Deming himself. So that obviously makes it a little bit easier to adopt. The third thing is that and where most transformation happens is going to be by other people within the organization that think it's the right thing to do for their company, for their organization. And they just kind of pick up the they got the gantlet and say, I'm gonna I'm gonna do this and they get other people involved. And I think that's not a bad way of going about it. You'd have to start somewhere. And as Dr. Deming told David Langford in a previous interview that I had with David was that when you reach a critical mass of people, so if you get a hundred people in your organization that Dr. Deming said the square root. Now, whether he made that up or whatever, it kind of makes sense to me. If you get 10 people on a 100 person organization to adopt that thinking, that's that's a lot of power within an organization to be able to make change within it. So this idea of starting with the individual does make sense to me. And then as you get to understand the first of all, the Deming philosophy or have a method to do so that you can begin the transformation from there.   Tripp: [00:06:42] So let me walk through a few of the things that I've written down. I just kind of pulled out from the word transformation. That was pretty repetitive. One thing that he said quite often in The New Economics and Out of the Crisis was that the transformation is to a new style of management. And and he really emphasized this multiple times in both books. Now, obviously, in the The New Economics would talk in terms of system, a profound knowledge. And then out of Out of the Crisis talk in terms of 14 points and the deadly diseases. But. He he was very adamant within the new The New Economics know, this is not for application to just shut the shop floor, and where we see a lot of the activities are the transformations going on. These wonderful things happen at the worker level and middle management gets a little bit weaker sometimes depending on who's champing at the bit. You know, you get to the executive, the executive level and then it gets a little rougher go and then obviously things die out. I think, you know, as I reflect on years of working with the Demings philosophy, I think the problem is we haven't focused on methods for executives to be able to adopt the Deming philosophy. I think it just makes sense at a worker level. I've never had a seminar or a workshop or a speech that I've given where the workers aren't standing there or sitting there shaking their heads.   Tripp: [00:08:35] Yeah, well, this yeah, it makes perfect sense, you know, to me. But you know, this isn't what our management's doing. And so we're Dr. Deming focused his time and effort was with management. And management is not a a does not necessarily want to be complicit in change. He liked the system the way that they like. And transformation for them is something. Now, that's something for the shop floor. And I think that these are some of the failings associated with things like Six Sigma and lean on other things that he talked about that, you know, he talked quite a bit about. It's not spontaneous. You have to kind of struggle with some of these concepts. I think at an individual and organizational level, as I've witnessed over the years, that there is no instant pudding. He also talked quite a bit and this is an interesting one to me because he talks in terms of its transformation is discontinuous. Now, I and the Deming users group that I participated in here in Indianapolis, one of the things we'd always say is continual improvement as opposed to continuous improvement. And that was a way for me anyway, as I could tell, whether people were Deming followers in the area by the words that they use, if they use the words continual improvement as opposed to continue suppor movement.   Tripp: [00:10:01] I knew that they were kind of in the Deming community.And the reason I was given that there is a difference between these two words is that it's an improvement is not continuous, it's not a straight line up, or that sometimes you have to take a couple steps back before you can move forward, which makes perfect sense when you start to look at plan to study, act and and experimentation sometimes. You know, this experiment is going to fail and you've got to move on to either another idea or pivot from it or scrap it or whatever you need to do. One other thing that he talked about in The New Economics was when I looked up, transformation was coming, that that the transformation has come from an outside view. And I think this is so important. And sometimes people say, oh, well, I need to get a consultant and then to be able to do the transformation. I certainly believe that can probably facilitate things happening faster for you. But I think more importantly is that you're taking a different view of your organization in order to make the transformation of yourself personally. It's something that I've been very passionate about as finding ways or methods for people to follow so that they can get an outside view, but not necessarily have somebody on site with them.   Tripp: [00:11:36] He also talked in terms of an Out of the Crisis, he talked on the transformation, that it's a directed effort and that it's a long term commitment and that it's everybody's job is job. And those are the primary words that are associated with Dr. Deming and transformation. One last comment I'll make about transformation is when you when you work with people, when or when I've worked with organizations, some people say, well, this is just common sense. And you know, Dr. Deming, I always laugh because when Dr. Deming would would talk in terms of what commonsense has told us to do in the past, and they are things like rank people on the job, the rank teams, divisions, dealers, the costs in hospitals reward the best, punish the worse quotas. Speak to a person that made the error. Reward the salesman of the month. All of these things are things that obviously people thought were common sense.   Tripp: [00:12:52] And I and a lot of them are steeped in different thinking.   Tripp: [00:12:58] And this is the transformation. It's it's a transformation of the way that you think. And taking the Deming philosophy and applying that to yourself first. You getting getting a view, then I think you can begin to look at the organization and maybe pull other people and get to the critical mass that we talked about in order to make that transformation.   Tripp: [00:13:26] Thank you for listening to the Deming Institute podcast. Stay updated on the latest blogs, podcasts, programs and other activities at Deming dot org.  

FE News chat with FE Commissioner, Richard Atkins about his role as the FE Commissioner, particularly how the majority of his role which is supporting and developing the 240 FE Colleges across the sector:Richard explains that although his role is perceived to be all about dramatic college interventions with failing colleges, this is incredibly rare and only happens on a very small handful of minor cases. The majority of Richard's role is developing a consultancy support service for colleges to continually develop and improve the 240 FE Colleges that are incorporated.Richard discusses the National Leaders of FE and National Leaders of Governance and the Diagnostic Assessment service rolled out by his team to over 60 colleges.This is a free service to help high performing colleges as well as colleges that are struggling or looking to improve. Richard explains that it takes time to deliver long term sustainable improvements (it took him 7 years in his previous College Principal role) and he sees this as the norm for it to take time to deliver excellence.Richard goes on to explore how we can continually support and improve the sector, whilst trying to remove the stigma of asking for help and support. He then goes onto give some recommendations from the best strategies and processes he has seen in colleges.After hearing about all of the many support structures in place for FE Colleges, we then go onto ask Richard for his own views to see if a support structure should be in place for Training Providers.Subscribe to the FE News podcast or visit Gavin's Newsroom on FE News.

Founded in the 1800s to make rubber stamps, Josh Bunting's company has changed dramatically through the years. Today, Bunting Architectural Metals is a leading provider of specialized metal cladding for buildings, and is responsible for high-visibility projects like the Minnesota Vikings stadium and La Guardia airport. Join host Mike Gastin as Josh shares his company's story.

Improving your life doesn't have to be drastic, overwhelming, or complicated. Today I share 5 basic steps to accomplish pretty much anything you want in your life. http://donnadoyon.com http://donnadoyon.com/walk The music for this podcast is Drifting Upstream by Hyson. Source: http://freemusicarchive.org/music/Hyson/Soundtrack_for_the_Weary_Vol_I/Hyson_-_Drifting_Upstream License: http://creativecommons.org/licenses/by/4.0  

Colin's back with a brand new episode of The Interesting Health & Safety podcast; this week we explore how we can apply the same strategies and tactics which make sports teams so successful to your own business. Colin describes how small improvements in your workforce's traits could take your company's health and safety to the next level. Key Takeaways: GOOD WORK ETHIC & TEAM SPIRIT. Simple changes such as investing in a good, clean environment will ensure employees will respect and take pride in their work. Encourage staff by rewarding good practice, tell people when they have done well. These are sure ways to improve productivity.   TRAINING & COMMUNICATION. It is vital that the people you have to get the right skills and experience to do the job to a high standard. Invest your time by communicating with staff to ensure training is being followed. Use high achieving key players as an example for other staff to follow.   GOOD PLANNING & CONTINUAL IMPROVEMENT. A winning business requires good planning and management to succeed. Colin explains how leaders should set the bar high for the other employees through leading by example. Establish an environment which has great morale where people are continually looking out for each other   CLEAR STRATEGY. Does your company have clear strategies for responding to a crisis? Colin explains the importance of running drills to ensure your systems work and everybody is following them. Get the workforce involved, encourage them to take ownership of health and safety to protect themselves and their employees.   Best Moments “To be proud of your workplace people need to respect it” “Don't compromise yourself, aim high. “The more you practice, the luckier you get” “Continually strive to improve the way you that do the jobs that involve the most risk in business” “You may end up winning your own World Cup” ABOUT HOST: Colin Nottage ‘Making health and safety as important as everything else we do.' This is the belief that Colin is passionate about and through his consultancy Influential Management Group (IMG) is able to spread into industry. Colin works at a strategic level with company owners and board members. He helps business leaders establish and achieve their health and safety ambitions. He has developed a number of leading competency improvement programmes that are delivered across industry and his strengths are his ability to take a practical approach to problem solving and being able to liaise at all levels within an organisation. Colin also runs a company that vets contractors online and a network that develops and support H&S consultancies to become better businesses. Colin chairs the Construction Dust Partnership, -an industry collaboration directly involving many organisations, including the Health and Safety Executive. He is a Post Graduate Tutor at Strathclyde University and a highly sought after health and safety speaker and trainer. He has a Post Graduate Certificate in Safety and Risk management, an engineering degree and is a Chartered Member of the Institution of Occupational Safety and Health (IOSH). See omnystudio.com/listener for privacy information.

In our 3rd interview podcast of 2019, Wendi Middleton, Director of Continual Quality Improvement, from the Aging Adult Services Agency within the State of Michigan's Department of Health and Human Services, and Dennis Sergent, President, Sergent Results Group, share reflections on the "Challenges and Opportunities in Applying the Deming Philosophy in Government." (This is Tripp's first interview with Wendi and Dennis) Highlights include: A 5-year history of applying the Deming Philosophy within the State of Michigan's Department of Health and Human Services (HHS) The development of Aging and Disability Resource Centers Learning "Who are our partners?" Where to start? / Who does what to whom? Family services and a cat First exposure to the Deming Red Bead Experiment Getting to know each other better within Michigan's HHS Creation of the BOLD ("Building Options for Long Term Decision-Making") Council Acronyms as an art-form Detailing the processes - Where to start and where to integrate? Exposure to control charts within the Bell Telephone System Education and steps to move forward Creation of the BOLD ("Be OLD") Councils Acronyms as an art-form Grant funding provided consulting help Process steps, including road blocks and issues Subject Matter Experts (SME) and Design Teams A focus on quality improvement, not change Policy changes, with improvements Living at home, using improvements in non-emergency transportation services Weekly Stand-and-Deliver meetings to review ongoing PDSA efforts Continual Improvement efforts are not always “linear,” with forward improvement (sometimes they go backwards) State government is a culture all by itself People sometimes become their job (position) Getting people on board with improvement; not always happy fits, some move on to other positions Managing “Level-of-Care Determinations” When facing system obstacles, take inspiration from Eleanor Roosevelt, Don't take a “No” (answer) from someone without the authority to say “Yes” Setting new standards for working with state vendors New skills by Design Team members “Everything is designed around getting money from the federal government” Design Team roles are about improving access to state services, not finding sources of funding Effectiveness (doing the right thing), before efficiency (faster, better, cheaper) Cost savings have been measured, yet the bigger impact is serving more people for a given budget allocation Reducing the waiting list for services Instead of asking for more money, ask if the existing process can be improved to provide better service Discovering a mindset that if some don't have a problem with a given process, others won't as well (meaning, the process is deemed to be OK as is, while it may well need improvement)  Impact on Design Teams after attending The Deming Institute's “Me vs We workshop”  Getting over self-interest issues T-Shirt idea, “The Status Quo is Not an Option” Avoiding doing better what needs not be done Design Teams need ongoing support, including starting with on-boarding and ground rules Emergence of self-respect and respect for others    

Chandler Withington is the head golf professional at Hazeltine National Golf Course. He is a husband, father, son, brother and so much more. In part one of our interview Chandler shares how he strives to continuously improve in all the roles that...

In this episode, Manjeet Singh talks about the Continual Improvement Management application to help organizations manage their continual-improvement efforts. This episode covers: Challenges of managing continual improvement Spotting opportunities for continual improvement Differences from change management and demand/project Integration with other applications For more information, see: Product documentation: Continual Improvement Management Your feedback helps us serve you better! Did you find this podcast helpful? Please leave a comment to tell us why or why not. To catch clips behind the scenes with our guests and hear about new episodes before they’re published, follow @NOWsupport on Twitter. You can also search Twitter using #SNtechbytes for previous podcasts, video clips and pictures.

This webinar provides an overview of a guideline that aims to provide asset management practitioners with an understanding of the factors that contribute to enabling and sustaining continual improvement. It covers: • the factors that contribute to achieving and sustaining continual improvement. • how to create an environment conducive to continual improvement • approaches to identify, evaluation and prioritise continual improvement initiatives • how to implement and monitor initiative to sustain and build on success. The webinar was presented on 28 June 2018 by Aneurin Hughes and Stephen Walker.

LOGICAL. SIMPLE. PSYCHOLOGY. This week on the show we have the privilege on sitting down with Phil Allison: founder, owner and coaching exrtaordinaire at Corporate Edge. Phil began his own company to inspire people to live their passionate purpose before most had even heard the two words in the same sentence and we asked Phil on the show to share the learnings of his decades of experience changing peoples' lives. Phil's specific essay question was: "Twenty years of a passionate purpose. From coaching companies in culture, teaching the elite to be better, and turning a love to help others into a thriving business… Was it worth the leap" We spoke of his daily routines, the nurture of behavioural change and how he equates health to energy. This was a conversation that all should hear, particularly those looking to influence the world to be a more passionate, value driven and inspired place. Enjoy the Show! www: corporate-edge.com.au www: wordswithoz.com IG: @wordswithoz   Show Notes. 00.00 : 02.30 - Introduction & Adverts 02.31 : 03.29 - WWO Intro 03.30 : 08.14 - Introducing Phil; a pursuit of health & energy 08.15 : 15.32 - Acting Beyond Intention 15.33 : 21.09 - The thrill of people coming to their purpose 21.10 : 23.34 - Cut the Chord 23.35 : 25.39 - Rejection 25.40 : 28.46 - Complex Simplicity 28.47 : 37.44 - Hearing One's Calling 37.45 : 51.44 - Affirmations, Daily Alignment and Continual Improvement 51.45 : 1.00.34 - Energy 1.00.35 : 1.04.09 - Worth It. 1.04.10 : 1.06.53 - You Can Change Behaviour 1.06.54 : 1.11.30 - Phil's Challenge 1.11.31 : 1.16.36 - School Morning Mantra 1.16.37 : 1.19.16 - Oz' Take Aways 1.19.17 : 1.20.36 - Phil's Ambition 1.20.37 : 1.23.24 - Wrap Up & Thank You

Topics: Brad Stulberg & Steve Magness - Peak Performance - Burnout is the tipping point to fatigue - Being connected all the time, brings the temptation to always do more work, if you work all the time, you’ll burnout or decrease performance. - Stress adaptation cycle: Find the right amount of stress and rest/recovery - Set aside time for deep work - Create habits & rituals to free up mental bandwidth - Find your why, when motivation is stronger than perceived effort, we keep on pushing Robert Mower - The Kaizen Method - Japanese method of manufacturing improvement philosophy of 1% better - 2 definitions - Taking extremely small steps to accomplish a goal - Looking at very small moments to learn large lessons - Don't think of big solutions, look for small improvements - Leverage your brain's like of habits - Ask small trivial questions - When you’re angry at yourself, you can’t improve yourself - you’re living in the past Get audible: http://goo.gl/AjqkEB Please subscribe and rate the Mindset Toolkit Podcast Connect: Website: https://mindsettoolkit.wordpress.com/ iTunes: https://itunes.apple.com/us/podcast/mindset-toolkit-podcast/id1245200556?mt=2 Email: podcast@wynnterprise.com Follow me on Instagram: https://www.instagram.com/selwynns/ Today's podcasts: http://www.artofmanliness.com/category/podcast/

On this month’s podcast, Andy will conclude a two-part conversation on creating a culture of continual improvement. Thanks to Audible for sponsoring this edition.

On this month’s podcast, Andy will begin a conversation about creating a culture of continual improvement.

On this episode, Ben, Mo, Daniel, and Jesse talk about what to expect when you're expecting to code. Listen in as they identify and discuss many of the essential, non-programming aspects of developer jobs. Topics include communication, source control, working with non-technical people, continual improvement, and more! If you are currently coding, wanting to code, or striving to be better at coding, this episode is for you. ##Things Mentioned Source Control: Team Foundation Server (TFS), Perforce, Git The Pragmatic Programmer Gource Autohotkey Practical Object-Oriented Design in Ruby It Depends, 010: Should I Learn This New Technology? It Depends, 006: Imposter Syndrome Python Swift Playgrounds For more information, check out our website at clearfunction.com. Follow us on Twitter at @clearfunction.