Podcasts about F18

Episode 2540 - Young workers quitting their jobs. More questions about the loss of F18. Another Carnival ship fist fight. Canada fights back. Child damages million dollar painting. Plus much more!

Hour 1 Segment 1 Tony starts the show by talking about Chris Coons and other Democrats will lie for power. Tony also grades President Donald Trump’s first 100 days in office. Hour 1 Segment 2 Tony talks about a new House bill would give President Trump the authority to pull federal funding from sanctuary cities Hour 1 Segment 3 Tony talks about how the Democratic party covered up President Joe Biden’s mental health decline. Tony also talks about the Black Hawk pilot who missed instructions before the Washington D.C. crash. Tony later talks about the U.S. Navy losing a $100 million F18 in the Red Sea. Hour 1 Segment 4 Tony wraps up the first hour of the show talking about Amazon tariff charges. See omnystudio.com/listener for privacy information.

Hour 1 Segment 1 Tony starts the show by talking about Chris Coons and other Democrats will lie for power. Tony also grades President Donald Trump’s first 100 days in office. Hour 1 Segment 2 Tony talks about a new House bill would give President Trump the authority to pull federal funding from sanctuary cities Hour 1 Segment 3 Tony talks about how the Democratic party covered up President Joe Biden’s mental health decline. Tony also talks about the Black Hawk pilot who missed instructions before the Washington D.C. crash. Tony later talks about the U.S. Navy losing a $100 million F18 in the Red Sea. Hour 1 Segment 4 Tony wraps up the first hour of the show talking about Amazon tariff charges. Hour 2 Segment 1 Tony starts the second hour of the show talking about Gabe Vasquez bragging about voting against the Laken Riley Act. Tony also talks about Stephen A. Smith arguing against President Donald Trump’s approval ratings, saying it makes the Democrats look worse. Hour 2 Segment 2 Tony talks about the new standalone Meta AI app from Mark Zuckerberg. Hour 2 Segment 3 Tony talks about Mike Johnson going against Elise Stefanik. Tony also talks about the House overwhelmingly blocking anti-Israel amendments to university funding bills, with only Rashida Tlaib, Ilhan Omar, and Ayanna Pressley were the only ones to back the Tlaib amendment. Hour 2 Segment 4 Tony wraps up the second hour of the show talking about hockey player Matt Petgrave will not face criminal charges over the death of another player, Adam Johnson. Hour 3 Segment 1 Tony starts the final hour of the show talking about tariffs and more on the Amazon tariff charges. Hour 3 Segment 2 Tony talks more about grading President Donald Trump’s first 100 days in office Hour 3 Segment 3 Tony talks about Saquon Barkley responding to backlash after golfing with President Trump, and why Jalen Hurts didn’t show up. Hour 3 Segment 4 Tony wraps up another edition of the show talking about voting for the next Canadian Prime Minister. Tony also talks about President Trump saying the autopen operators should be in jail and that ActBlue is corrupt. See omnystudio.com/listener for privacy information.

What does it take to complete Canada's "Top Gun", the Fighter Weapons Instructor Course? What is it like to deploy to Bosnia or take part in the bombing campaign in Kosovo with real air-to-air and ground-to-air threats? What does it take to coordinate strikes in Afghanistan? How are we shifting from a counter-insurgency to peer-to-peer warfighting mentality? Today we have Lieutenant-General Eric Kenny, Commander of the RCAF on the show to discuss all these things and much more. Eric has 2900 flying hours, 2200 of which are on the CF-188 Hornet. He has been there and done that at the pointy end as well as from a command perspective. Join us today for a great discussion on his career as we lead up to a discussion on the RCAF as a whole!

What did it take to get the Pasisade Fires under control in LA County, California in the winter of 2025? How does aerial firefighting compare in Quebec and California? In this final part of our 2 part series on aerial firefighting, we sit down once again with aerial firefighter Pascal Duclos. Pascal has been fighting fires across Canada and the United States for many years, but this year he encountered conditions he had never previously seen. Tune in today to hear about bringing the LA County fires under control, as well as comparing firefighting in California and Quebec!

Nestled in a pod under an F/A-18 Hornet aircraft wing, traveling up to the speed of sound, NASA put a commercial sensor technology to the test.

What was it like to deploy to Los Angeles and fight the infamous fires of the winter of 2025? What does it take to hit the fires with precision every time? How difficult is it to scoop from a heavy sea state on the ocean, or from tight quarters in a California reservoir? In this episode we sit down with aerial firefighter Pascal Duclos. Pascal has been fighting fires across Canada and the United States for many years, but this year he encountered conditions he had never previously seen. Tune in today to hear about what it takes to be an aerial firefighter, as well as fighting the fires of LA County!

What modernization projects and new aircraft is the RCAF getting? Why does the RCAF need a warfighting focus moving forward? Major-General Chris McKenna has over 2600 flying hours and is currently the Commander of 1 Canadian Air Division, or 1 CAD. In this episode we'll talk about the exciting new modernization projects and aircraft that are coming online in the near future (or are already here) like the MQ9B SkyGuardian and the CF35A Lightning, as well as the new focus on warfighting for the RCAF, with a particular focus on lethality, interoperability, and survivability. Finally, we'll take some questions from the audience! Tune in today!

Kegan Gill is a former Navy F/A-18E pilot that survived the fastest ejection in the history of Naval Aviation. His story is an amazing example of psychological resilience and emotional intelligence. In this episode, Ant dives deep into Kegan's long road to recovery and the incredible head game that got him back in the cockpit. You can find out more about Kegan's book Phoenix Revival: The Aftermath of Naval Aviation's Fastest Survived Ejection at www.kegangill.com. LINKS Find out more about Kegan at www.kegangill.com Follow Ant on Instagram, X, and Facebook Learn more about Ant on his website antmiddleton.com Follow Nova Podcasts on Instagram for videos from the podcast and behind the scenes content – @novapodcastsofficial. CREDITSHost: Ant MiddletonEditor: Adrian WaltonExecutive Producer: Anna Henvest Managing Producer: Elle Beattie Nova Entertainment acknowledges the traditional custodians of the land on which we recorded this podcast, the Gadigal People of the Eora Nation. We pay our respect to Elders past and present. See omnystudio.com/listener for privacy information.

What is it like to deploy as the Task Force Commander for a violent mission in Mali? What difficulties does working with the UN bring? What is it like to be the Commander of 1 Canadian Air Division, or 1 CAD, and have 5 different official jobs? What modernization projects and new aircraft is the RCAF getting? Major-General Chris McKenna has over 2600 flying hours and is currently the Commander of 1 CAD. In this episode we'll talk about his time in Mali, his time as the Commander of 1 Wing and his current position as Commander 1 CAD. We'll also begin our talk about the amazing new modernization projects and aircraft that are coming online in the near future (or are already here)! Tune in today!

What is it like to deploy to Kandahar City, Afghanistan with JTF2 as a young officer in the RCAF? What about to return flying the CH-147D Chinook? Major-General Chris McKenna has over 2600 flying hours and is currently the Commander of 1 Canadian Air Division, or 1 CAD. In this episode we'll talk about his early flight training, his deployments to Afghanistan, as well as his time as the Commanding Officer of 450 Tactical Helicopter Squadron flying the CH-147F Chinook. Tune in today!

What is it like to survive a mid-air collision with the Snowbirds? What does it feel like to join an Aurora crew on operations in the Mediterranean Sea for Op Sharp Guard? What does it take to make the jump from publisher to having an aviation podcast network?  Today, we sit down with renowned air-to-air photographer and publisher Mike Reyno to discuss his many adventures and experiences in air-to-air photography and beyond.

Tune in to this episode for an exciting announcement about the podcast! Following that, we will sit down with renowned air-to-air photographer and publisher Mike Reyno. What is it like to work extensively with the RCAF conducting air-to-air photography with every Squadron in the RCAF? What does it take to get the perfect shot - and what gets you noticed by a publisher? We will talk about this and much more on today's episode of The Pilot Project Podcast.

What is it like to be an RCAF aircrew service couple? Paul is a CH-149 Cormorant pilot and McKayla is a retired ACSO who flew on the CP-140M Aurora. Hear all about their experience as a service couple from dating at RMC to the trials of being unmarried and long-distance, to finally the ups and downs of being a married service couple in two busy trades. Join us today on The Pilot Project Podcast to hear all about their story!

What is it like to be in charge of the one of Canada's largest pilot training bases? What does the future hold for pilot training in Canada, and what are we doing now to ensure our pilots are the best of the best? Colonel Dan Coutts is the current Wing Commander of 15 Wing Moose Jaw. In part 2 of our chat with him, we will discuss current and future plans for pilot flight training in Moose Jaw, we'll talk about why he continues to pursue flight even at the rank of Colonel, and we'll go into some questions from you, our listeners. Tune in today!

Kegan Smurf Gill is a Naval Aviator, F18 Super Hornet Pilot, Author, Speaker, and one of the most solid humans you'll ever meet! I am proud to call him friend! Kegan's story is the epitome of The Heroes Journey. From the fastest ejection in Naval history from his F18 at 695 mph just before it crashed in to the Atlantic Ocean to surviving nearly 2 hours in frigid waters, to the ensuing journey just to be able to walk and fly again, to his misdiagnosis of PTSD by the VA when in reality he had a TBI that sent him deeper and deepr in to psychosis.  Kegan was able to fight through this and regain his health and well being. He has written a book on his journey to not only tell the his story, but help others who face the vast issues with VA and who are struggling as he was!  His story, his openness, and his resilience are the stuff of legends in my opinion and Kegan is above all, inspiring!  You can find Kegan's new book, Phoenix Revival, The Aftermath of Naval Aviations's Fastest Ejection on Amazon. You can find the show sponsor, Absolute Security and Lock here http://www.absolutesecurityandlock.com  

What is it like to fly the CH-146 Griffon for 427 Squadron as it transitioned from a normal Tac Hel Squadron to being part of CANSOFCOM? What about flying in Bosnia, or being Special Operations Support in Afghanistan? How do you take 400 Reserve Tactical Helicopter Squadron and help prepare them for high readiness status? Colonel Dan Coutts is the current Wing Commander of 15 Wing Moose Jaw. In part 1 of our chat with him, we will discuss his early flying days, some of his deployments, as well as some of his leadership opportunities that prepared him leading up to his time as 15 Wing Commander.

What is it like to fly a CF-188 Hornet? What does it feel like to break the sound barrier? How do our pilots stack up against friendly partners in exercises? How physically demanding is flying a fighter? Today we sit down for a chat with Fred "Penguin" Roy to talk all things CF-18. Fred is a former Reg Force fighter pilot who now flies as an airline pilot for Air Transat, while still flying the CF-18 as a pilot in the Reserve Force.

Episode 2449 - Did a navy tranny shoot down a F18? Was Rep Kay Granger Senile? Can DNA be used for a weapon? Will Trump really have mass deportations? Germany is a mess! Disney whistleblower revealed. Plus much more. Humorous show today

What is it like to deploy away from your loved ones at Christmas? In this special Christmas episode, we'll dive into what it feels like to experience what thousands of CAF members have felt before - being half a world away from family and friends at Christmas. In this episode, we'll talk with Mike Behring, a CC-130J Super Hercules pilot as well as a recently qualified test pilot in the RCAF about his experiences deploying as an Aircraft Captain in support of Operation IMPACT in the Middle East during the holidays. Merry Christmas from us to you!

What is it like to be a member of the elite force known as CJIRU? Why switch from Special Operations Forces Operator to Pilot? What challenges and opportunities do the trades have in common, and what useful traits overlap? Tune in this week as we chat with Ben, a former Special Operations Forces Operator who switched to the pilot trade, currently undergoing pilot training. We'll talk about what has been easy, what has been a challenge, and whether or not there is a large culture shock in switching between these diverse trades.

What was it like to fly the legendary CP-121 Tracker, or the mighty CP-140 Aurora when it was a new aircraft? Duncan MacIsaac served for 27 years in the Regular Force and another 8 in the Reserves. He has flown many aircraft types in the RCAF, and has a ton of experience to share. Part 2 of our 2 part Remembrance Day episode will feature Duncan's time instructing on Sea Kings, flying the Tracker, and flying the Aurora. We'll also chat about his transition to civilian life, his work with the legion, and his work supporting the veteran community.

What was it like to go through Moose Jaw in the 1970s? To fly the Sea King? To fly the legendary Tracker, or the mighty Aurora when it was a new aircraft? Duncan MacIsaac served for 27 years in the Regular Force and another 8 in the Reserves. He has flown many aircraft types in the RCAF, and has a ton of experience to share. Part 1 will feature Duncan's time in training and on the Sea King, as well as a discussion around loss and Remembrance Day.A video made to celebrate Duncan's career can be found here:https://www.youtube.com/watch?v=lawuhcfE-jU&ab_channel=DuncanMacIsaac

All RCAF pilots must pass through the Canadian Forces Aircrew Selection Centre (CFASC) - but what does it take to make it through? We sat down with Dave Chamberlin, former CO of CFASC, to find out exactly that - and much more! Today we'll discuss questions that you the audience asked as well as some FAQs they hear fairly often at CFASC. Join us today for part 2 of our 2 part series on Aircrew Selection!Links:https://www.canada.ca/en/air-force/services/training-education/canadian-forces-aircrew-selection-centre/joining-instructions.html

In this exciting Chick Chat episode on the Jeep Talk Show, Natalie and Janet interview Mark "Zabo," a former F18 carrier pilot, about his 2019 fighter pilot-themed Jeep and its recent transformation at America's Most Wanted 4x4. Learn all about his Jeep's unique design and heart transplant that makes it one of a kind. Catch every episode on our YouTube channel, and make sure to like and subscribe so you never miss an episode!

Look at us getting you your new episode on time for your commute! I'm proud of us! Happy Tuesday, y'all! This one is a rollercoaster of emotions and a lot of open and shut cases, but that doesn't mean we don't get to have a great discussion about it!! Come one, come all, to the messiest show on the internet!We're hopping in these threads:Me(20 M) and my gf (18F) had a fight due to her obsession with her ex and she somehow thinks I am just being insecure. I need advice as to how exactly I should solve this problem or like is this relationship just done for?I (32f) think that I have to break up with my fiancé (35m) after he embarrassed me in public over a sandwichMy partner 25M and i 24F have broken up but he still wants to remain friends and i was wondering if anyone has an ex to friends to lovers again story?What if I (M18) feel uncomfortable that my gf (F18) told me she wants to get passed around?Thanks for listening!Socials: @ourrelationshippod on IG, Ify is @ifynwadiwe on Twitter and IG, Emmy is @ohmyemilylouise on IG Patreon: https://www.patreon.com/OurRelationshipPodcastwithIfyandEmilyEmail: ourrapodcast@gmail.com Hosted on Acast. See acast.com/privacy for more information.

All RCAF pilots must pass through the Canadian Forces Aircrew Selection Centre (CFASC) - but what does it take to make it through? We sat down with Dave Chamberlin, former CO of CFASC, to find out exactly that - and much more! Dave has a multitude of experience, having flown and taught on the CT-155 Hawk and the CF-188 Hornet, as well as the CC-130J Hercules. Join us today for part 1 of our 2 part series on Aircrew Selection!Links:https://www.canada.ca/en/air-force/services/training-education/canadian-forces-aircrew-selection-centre/joining-instructions.html

How can a pilot strive to be a better leader both in the cockpit and on the ground? What is the RCAF doing well for leadership, and what do they need to work on? Today for part 2 of this interview we'll sit down with MGen(Ret) Scott Clancy and talk about some of the successes and challenges Scott faced as a leader, what challenges the RCAF faces in terms of leadership, and how we can develop pilots who lead. Scott served for 37 years in the RCAF and flew the CH-135 Twin Huey and the CH-146 Griffon. He held numerous leadership positions including the Commander of 1 Wing and its 7 Squadrons, as well as Director of Operations for NORAD. He is also an author and wrote the book "Developing Coaching Leaders".

What does it take to be a leader in the RCAF? How does that translate to being a good pilot? What is the difference between coaching and leading, and how can we utilize both skillsets? Today we'll sit down with MGen(Ret) Scott Clancy and talk all things leadership as well as his book "Developing Coaching Leaders". Scott served for 37 years in the RCAF and flew the CH-135 Twin Huey and the CH-146 Griffon. He held numerous leadership positions including the Commander of 1 Wing and its 7 Squadrons, as well as Director of Operations for NORAD.

A plane is down. Help is needed. You get the call. What is it like to know that seconds count? What happens when you're fuel critical and have a patient that needs to get to a hospital? What does it take to earn the coveted Cormorant Trophy? Paula Findlater is a Search and Rescue pilot in the RCAF. She has over 1000 hours on the CH-146 Griffon flying with 439 Combat Support Squadron in Bagotville, Quebec. We'll sit down and hear about the day her crew earned the Cormorant Trophy on this latest episode of The Pilot Project Podcast.

What is it like to take overwatch on Canadian troops on patrol in Afghanistan? What was it like when Kandahar Airfield came under attack? What is the future of Remotely Piloted Aircraft Systems (RPAS) in Canada? In this episode, we sit down with Carson Choy, an Air Combat Systems Officer who flies on the CP-140M Aurora. Carson did two tours in Afghanistan flying the IAI Heron, one with the RCAF and one on exchange with the RAAF. We'll learn about all these things and more in this episode of The Pilot Project Podcast.

What is it like to train on the C90B King Air in the RCAF? How has the Phase III Multi-Engine course changed recently? What is it like to take to the skies in a King Air - without your instructor? In this episode we check back in with Scott Harding, recently winged graduate of the RCAF Phase III Multi-Engine course. This is a continuation of episode 15 when we first checked in with Scott on Phase I. Come enjoy some tales of adventure and growth in this latest episode of The Pilot Project Podcast!

Aaron Pepper is a Tig Welder  at Boeing who welds Titanium parts that are flight critical for F15's and F18's. In this episode we discuss some of the nuances about welding titanium and how critical proper preparation and cleaning is when it comes to this exotic alloy. We also chat about the rigorous testing required to do the work that he does.   Arc Junkies Podcast: Instagram: @Arcjunkiespodcast YouTube: https://www.youtube.com/@arcjunkiespodcast9253 Email: Show@arcjunkies.com LinkedIn: https://www.linkedin.com/in/jason-becker-45407b72?lipi=urn%3Ali%3Apage%3Ad_flagship3_profile_view_base_contact_details%3BKipEwR3uQXCmCjaEfNzo6w%3D%3D Arc Junkies Website: https://arcjunkies.com Arc junkies Merch: https://shop.threadmob.com/arcjunkie/shop/home Underground Metal Works: https://www.underground-metalworks.com/   Friends of the Show: Outlaw Leather LLC Outlawleather.com Instagram: @outlawleatherusa Use ARCJUNKIES for 15% off all in-stock leather goods  SendCutSend Instagram: @SendCutSend Online: https://sendcutsend.com/arcjunkies/ Everlast Welders Instagram: @everlastwelders  YouTube: Everlast Welders         Online: https://bit.ly/37xJstI Use Codeword ARCJUNKIES at checkout to get upgraded to a free Nova Foot Pedal and TIG Torch with the purchase of any machine that comes with a stock foot pedal and TIG Torch. ISOTUNES: Instagram: @isotunesaudio Online: https://shop.isotunes.com/arcjunkies10.  Use ARCJUNKIES10 at checkout and save $10 on your purchase    

Where has the show been? What's been happening with Bryan's career and mental health? What will the show look like moving forward? We'll answer all these questions and have some fun along the way in this week's episode of The Pilot Project Podcast!

Join Patrick and Brian on the Hard Compound. It's the 2024 Imola Grand Prix. Our first race of the year in Europe. Here's what you get. The best British driver, more drama at Ferrari, a full race analysis, plus our (truly) crazy predictions for Monaco. But wait, there's more!2:15 Max Verstappen, typical 20-something, abandons his all-night gaming session to go to his real job14:00 Why we now think less of Alex Albon 24:00 Scrappy Yuki shows where he belongs5:30 Lando Norris, best British driver in F18:00 Toto Wolff's fall from grace 25:00 Las Vegas and the F1 Experience we American F1 fans deserve29:00 Italy, Tifosi, Ferrari and all of the pent-up drama43:00 Can you copyright a sport? Get F1 gear here: https://f1.pxf.io/eKL5RO Text Brian or PatrickAnd as always, thank you for listening to everybody's most beloved father and son F1 podcast!

Ben Kohlmann is a Partner at Cubit Capital where he looks into Frontier Tech Investments. Ben is a former F18 pilot in the US Navy. Ben led the Chief of Naval Operations Rapid Innovation Cell and is also the co-founder of the Defense Entrepreneurs Forum. In this episode, we talk about - - How's the experience of flying an F18 fighter jet? - How Ben built a culture of non-conformity within the US Navy? - How is the speed of innovation in Defence forces? - What's the Product-Market Fit equivalent for DefenceTech startups? - Product validation in the battlefield - What do DefenceTech startups learn from the ongoing wars? - How are DefenceTech startups different from software startups in terms of revenue & sales cycles? & lots more Links: ⭐ Sponsored by Podcast10x - End-to-end podcasting agency for VCs - https://podcast10x.com Cubit Capital - https://cubit.capital/ Ben Kohlmann on X - https://x.com/benkohlmann Ben Kohlmann on LinkedIn - https://www.linkedin.com/in/benjaminkohlmann

Alison is joined by good friend Valentino Khan for a special guest host episode!Don't forget to rate & review on all of your favorite podcast apps! Post your comments on twitter @awonderland #RADIOWONDERLANDTracklist1. RADIO WONDERLAND OPENER2. Wavedash & Madeon - All Ur Luv (feat. Toro y Moi)3. demotapes - anywhere but here4. DJ Sliink - JUMP5. SLUMBERJACK - To Be Loved6. EBEN - Need you7. Tisoki & Godlands - u want me 2.08. Montell2099 x FrostTop - PRISM9. Nosphere CERES - 2ME10. Snavs - Hold On11. CONTROL FREAK - WE RUN THIS12. CHROMEBODIES - Stay feat. Lyrah13. Boombox Cartel, MKLA - Guide You (Signal)14. MeSo & Kurei - Dark Moon15. BICEP - CHROMA 001 HELIUM16. Vandelux - All I've Ever Known (Justin Jay Remix)17. ero808 - S.O.M.F18. IOVA - Vantablack19. MALIXE - Higher20. Brutalismus 3000 - Europaträume

4月14号白天，地中海第六舰队布置了作战任务，晚上7点钟，珊瑚海号和美国号航母编队分别起锚开航，一个奔着开向班加西以北500公里之外的预定地点，一个奔着的黎波里以北500公里的预定地点，两边分别展开行动。于此同时，伦敦附近的费尔福德和米登霍尔空军基地之中，已经有30架KC10加油机和KC135加油机在整装待命。20分钟以后，拉肯希斯空军基地24架备有重型激光制导炸弹的F111战斗轰炸机起飞，另外5架EF111电子战飞机伴随飞行。地中海上的两个航母打击群也没闲着，他们出动了A6和A7攻击机15架，F/A18大黄蜂战机6架，EA6B电子干扰机14架，此外还有E2鹰眼预警机，F14战斗机、海上搜救直升机等等辅助机种若干架。反正加起来也有100多架了。海军和空降军的机群汇合以后，兵分两路，一路杀向的黎波里，一路杀向班加西。电子战飞机首先发现了利比亚防空系统的盲区，在的黎波里南部100米一下，有个防空系统的漏洞，到了15号的0点左右，16架F111战斗红炸机是直奔的黎波里的阿齐齐亚兵营、西迪比尔拉军营和国际机场军用区这三个目标扑过去了。飞机飞得很低，只有50~60米的高度，如果不是飞机设备好，外带飞行员技术过硬，谁也不敢夜里玩儿超低空飞行。在距离目标150米的时候，6架F111轮番发射了GBU-10和GBU-12宝石路激光制导炸弹，平均是1.5分钟扔一颗。班加西那边海军是重头戏，他们使用的是MK82和MK20重磅炸弹。当然，美国的EF111和EA6一直在附近徘徊，对利比亚的防空和指挥系统进行电子压制作战。同时，F18用哈姆和百舌鸟干净利落的打掉了利比亚的5个雷达站。美国人前前后后打了340多枚反辐射导弹。把利比亚的防空体系彻底撕碎了……

We start Riki Rachtman Radio with what will be the most bareboned stripped down episode of the series. Riki turned on the mic, no script, no producer and no edit's......Oh you can tell. Riki starts with an introduction by answering a facebook post. The post suggested to list 7 things you have done and one you haven't and see if the reader can pick which one. In Episode 1 Riki will tell you the list and see if you can pick which one he has never done. Of course Riki will have a story behind every answer RIKI HAS NEVER Left his house got on a motorcycle and rode through 48 states along Sang with Metallica Flew in an F18 fighter jet with the Blue Angels Went to jail Met Mich Jagger Studied at UCLA Interviewed Nascar legend Dale Earnhardt    

Dr. Stephen Phillips interviews Captain Brett Crozier, USN-Ret, to discuss his book, Surf While You Can, to include reviewing the COVID outbreak aboard USS Theodore Roosevelt (CVN-71) in March of 2020 while he was in command. Team Step: http://www.teamstepusa.org/

We welcome Lcdr John CHIMPO O'Neill E-2D Hawkeye CAG5 PADDLES & CDR Tom JEETER Bush F-14 Tomcat VF-84,VF-32 & F/A-18 Hornet VFA-27.They discuss being forward deployed at NAF Atsugi and also CQ's on IWO JIMA..HOST: SMOKIN" Joe Ruzicka VF-154 Black Knights, F-14 Tomcat DEMO Team, Lt Pat SMOKHOUSE Casey VF-102 Diamdbacks & USS America Rob Todd CAT 3..Produced by F-14 Calverton ATG.Editor: Lorenzo Bencini

Reddit rSlash Storytime r relationships where My wife is asking me to stop helping the son of a deceased friend . What should I do? My fiance is using all his vacation time for the year with other people and I would love some advise on how to gracefully accept it and be happy for him. F18 daughter seems to be becoming a tradwife and I F50 am concerned she is going to ruin her life. Major falling out with an entire friend group, I'm beyond hurt and they won't admit to wrongdoing but want to come back into my life. girlfriend has started becoming mentally abusive because I'm refusing to take time off work to help with the kids because simply put I can not afford to have time off work due to all of our expenses Photos sister posted are worrying, not sure if I should tell my parents. My boyfriend is jealous of me hanging out with women friends even though im completely straight. It makes me so I dont even wanna ask to go out. What do I do? partner got a puppy without agreeing before we had our newborn and now the household has become chaos. Should I leave? My husband cheated on me longterm with a good friend of his, he is desperate to still have a friendship with her. Hosted on Acast. See acast.com/privacy for more information.

Many businesses equate "manager" with "leader," excluding potential leaders from across the organization. In this episode, Bill Bellows and host Andrew Stotz talk about leadership in Deming organizations - with a great story about senior "leaders" making a huge error in judgment at a conference of auditors. TRANSCRIPT 0:00:02.0 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'm continuing my discussion with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. The topic for today, episode number 14, is Beyond Management by Extremes. Bill, take it away.   0:00:29.7 Bill: Number 14 already, Andrew.   0:00:32.0 AS: Incredible.   0:00:32.6 Bill: It's a good thing we skipped number 13. That's an unlucky number. [laughter]   0:00:37.0 AS: Not in Thailand. It's a lucky number.   [laughter]   0:00:40.6 Bill: No, we didn't skip number 13. This is 14.   0:00:42.1 AS: Yes, we didn't.   0:00:43.5 Bill: Alright, so I just enjoy going back and listening to all of our podcasts, once, twice, three times. And then I talk with friends who are listening to them. And so I'd like to start off with some opening comments and then we'll get into tonight's feature, today's feature.   0:01:00.9 AS: So let's just, to refresh people's memory, episode 13, which we just previously did, was Integration Excellence, part two.   0:01:09.2 Bill: Yes. And that's what we called it. [laughter] So... [laughter] So last week I...   When we thought about getting together, but I had the wrong time, and it worked out well in my schedule. Last week, Andrew, I did three presentations. A two-hour lecture for Cal State Northridge, which is part of a master's degree program, where I do a class in quality management. That was Tuesday night. Wednesday morning I did a one-hour presentation with one hour of conversation afterwards with the Chartered Quality Institute, which is kind of like the American Society for Quality in the UK, and this... So this was several hundred people from the UK and also the Caribbean chapter from Trinidad Tobago, Jamaica. And so there's a bunch there. And then on Thursday morning I did a three hour session for a group in Rotterdam, which was really early for me and late afternoon for them.   0:02:25.4 Bill: And in all three, I covered similar material for all three groups, which included the trip report that we've done on the ME Versus WE, how did you do on the exam? How did we do? And so it was really neat to present that to the three. And in each case, when I threw out the question, "how did you do on the exam?" And then explained as I did one of our earlier podcasts that if you've got a long list of inputs, which includes - the woman I was talking to and, 'cause I said to her, the question is how did you draw on the exam? What are the inputs? And she said, the inputs are, my energy, my enthusiasm, my commitment that she got stuck. And I said, have other students helped you? And she said, yes, other students have helped you. I said, that's another input.   0:03:17.3 Bill: I said, given that input, how many can you see? And she said, oh my gosh. She said, my professor, my parents, my brother. And then all of a sudden there was this long list of inputs that she couldn't see. And so I explained that to the people and then say, "if you've got that long list of inputs and the original question is, how did you do on the exam? Does that long list of inputs change the question or are you okay with that question?" And what I look for is, and what we've talked about is, does the whole idea, how did we do on the exam jump out at you? No, it doesn't jump out. So, in each case, I said, here's the situation, might you reframe the question? And in all three situations, most of them that I asked said, there's essentially nothing wrong with the question. And if they did restate the question, they kept the "you," "do you think you could have done better?" Do you think... And that's what's so cool is that they just hold onto the you. Well, and for one of the groups it came a... It was kind of like what I was saying was semantics.   0:04:32.6 Bill: And I said this is not semantics. I said, there's a big difference between somebody, you know referring to our kids as my son and my daughter and our son and our daughter. And this, "my," is singular ownership, "our" is joint ownership. And so what I was trying to explain is that, saying “How did you do versus how did we do?” is the difference between being an observer of your learning if you were the student, Andrew and a participant. Those are not... Those are enormous differences. It's not, just, it's not just a simple change in pronouns. And so when I... And when I got to next, I was at a meeting years ago, I was at the annual, you ready Andrew? I was at Boeing's Annual Auditor's Conference.   0:05:40.5 AS: Sounds exciting.   0:05:41.4 Bill: 1999. So I got invited to be a speaker, Andrew at Boeing's Annual All Auditors Conference. Right? So I'm thinking going into this, that these are a bunch of people that don't feel valued. Because it's not like I get a phone call and I say, hold on, hold on. Hey Andrew, I got good news. And you say, you're a coworker, what's the good news? Annual... Andrew, we're gonna be audited next week!   [laughter]   0:06:10.2 Bill: You're like, "Holy cow. Hold on, lemme go tell everybody." So I thought going into this meeting is, these are a bunch of people that don't feel valued. I'm an auditor at least that was, so that was my theory going into this, so it's a Monday afternoon gathering with a dinner and then all day the next, all day for a couple days. So the opening speaker, speaker on Monday night was the senior executive of a big Boeing division, it might have been Boeing defense let's say. And my theory was first of all, you got a bunch of people that don't feel valued and I came away from the three days thinking there's a whole lot going on in audit whether it's financial audit, data integrity audit, quality audit, these are necessary roles. And so I came out of it with great respect for that whole organization otherwise would think right, but I'm thinking this executive is going to come in, going to do the Friday, Monday night presentation and I'm thinking it's like they drew straws and they say well okay I'll go, I'll go up there and talk with them.   0:07:22.8 Bill: Within minutes of him speaking I'm thinking this guy's excited to be here. So I'm thinking he's going to kind of phone it in, now I'm watching this I'm thinking he is, he is really engaged with the audience. He's talking about, the future role of the audit organization being partners and all this and he's talking, I mean he's giving them an enormous bear hug and I'm thinking this is not what I thought and again and so... I'm still thinking he's either a really good actor or he really wants to be here. Then my theory was and I thought, holy cow, now I get it. How many people in the room Andrew would it take to leave the room with their nose out of joint and shut down the F18 program by noon tomorrow? How many people would it take?   0:08:21.3 AS: Not many, one.   0:08:22.9 Bill: Right, so then I'm thinking these, he needs these people to love him, because if he disrespects them, it's a bad day. So I went from thinking why would you want to be here if you were here, then I'm thinking, oh no. Now I'm thinking this is brilliant so then I look at the program and I'm thinking which other executives have figured out how valuable this is and I see the next day at lunch is Boeing Commercials I'm thinking they figured it out but the organization I was within was Boeing Space and they weren't on the program so I contacted a friend that was connected high up in Boeing Space, I said we've got to be in this program, right? So the program ending, it ended nice and I'm thinking wow, wow. So then just prior to lunch the next day is the number two guy for Boeing Commercial. Not the number one. The Monday night guy was the number one. The number one guy for Boeing Commercial at the time was Alan Mulally, it wasn't Alan Mulally, it was his number two person.   0:09:33.7 Bill: So he's up on stage, he's up on stage, he's up on stage. And he's talking to the audience and in parallel Jim Albaugh who at the time was CEO of Boeing Commercial, no Boeing Space and none of Jim's people were there, Jim wasn't there. Jim a couple weeks prior he had asked me to get with his speech writer at a presentation he was doing and he wanted some words in there about investment thinking and all the things we've been talking about in this. He said get with him and put some of that stuff in there put there some of that stuff in there. I said okay. So as I'm listening to the number two guy speak there's a lot of "we" and "you" but who's the we? And who's the you? So I'm making notes to myself to tell Jim don't say "you." Say "we" and make the "we" inclusive, 'cause the guy on stage is, the you and the we and the you and the we, and I said no no stay away from "you" focus on we but make sure they understand that "we" is all of us, right?   0:10:35.1 Bill: So this is what's going through my head and I'm writing it all down, writing it all down and then this guy says and I'll paraphrase. I wish I had the exact words and the paraphrase is pretty close to what he said as judged by what the audience heard, right? So when I heard the comment and I'm thinking to myself, you said what? Then I look around the room and I thought he did. Here's what he said again the paraphrase is: he made reference to those within Boeing that do the real work, and he said it in a way that was present company excluded right? Right, so I hear him say 'cause I'm getting, I'm making literally I'm making notes to myself and then I hear that comment and I'm like, did you just say what I thought you said? And I look around the room with 300 people and I'm thinking, Oh my gosh, you did and I'm seeing I am seeing people irate, you see the body language, right?   0:11:44.3 Bill: And I thought wow, how could you say that? So then the lunch speaker was Harry Stonecipher, the chief operating officer. And he was up, walking around the stage. I don't think he knew anything about what happened prior so he's up there talking, okay. After Harry we're getting back to the program and the guy running the entire event is now up on stage and he's very deliberately he's got a, he's got a piece of paper rolled up, he's walking around on stage, "yeah Scott misspoke no doubt about it. He misspoke, I hear you." I hear you, you are ready Andrew? You are ready, you are ready?   0:12:36.8 AS: Give it to me.   0:12:37.4 Bill: And then he says then he says "But let's be honest we don't make the airplanes." And I thought, really? And as soon as he said that, I had this vision of 250,000 employees, which was about the employment at the time. And so as soon as he said that, I just imagined being at the Everett facility, which is huge, where all the twin-aisle plants are made. And I had this vision of 250,000 people in the building. And the CEO Phil Condit says on the microphone, "Okay, I'd like all of you who make the airplanes to move to the west end of the building."   0:13:26.4 AS: And everybody else.   0:13:27.4 Bill: And it's what you get, is all the flight line mechanics move all the way over there. And then you show up and somebody looks at you and they don't see any grease on your hand, and they say, "ahhh you don't make the airplanes." And you say, "you see that tool in your hand? Who do you think ordered it?" And so this "we" and the "you" stuff, how did "you" do? How did "we" do? It was just, it was...   0:14:00.3 AS: He wasn't deliberately setting up the auditors to be pissed and then to be really, really tough on the rest of the organization. I'm teasing with that.   0:14:12.7 Bill: It was, it is just, I shared that with you and our audience as how uniting language can be and how divisive language can be. And so how did we do, how did you do, and what, with just, this is what I find fascinating is - these words bring people together. What I love, I love watching politicians or State Department people speak and 'cause what dawned on me is they are very deliberate on, I mean they to great lengths to not be divisive.   0:14:57.1 Bill: That's their job. And so they introduce people in alphabetical order, countries in alphabetical order. But they, and I thought, what a neat way of not inferring that the first one I list is the most important one and I just thought there's a just an art of diplomacy. And that's what, to me, that's what diplomacy is, is that the art of uniting, not dividing.   0:15:25.7 Bill: Alright. So now I wanna get into, in the three different groups last week we were doing the trip report and we got down to the hallway conversations and the ME Organization versus a WE Organization. And then a question I asked him was, who are the managers in a ME Organization and what do they do? And you got, those are the ones that set the KPIs. Mark the KPIs, beat you up, sit in their office. Okay. Who are the managers in the ME Organization? What do they do? Who are the managers in a WE Organization? And what do they do?   0:16:01.8 Bill: They are mentors. They're out there on the shop floor, they're working with people. People work for managers in a ME Organization. They work with managers in a WE Organization. So I get that and I think "Okay, pretty good. Pretty good. Pretty good." And then I follow with "Who are the leaders in a ME Organization and what do they do?"   0:16:26.4 Bill: And what's really cool is you get the same answers as the managers. And that's when I started noticing in a ME Organization, we'll refer to the senior leadership team, the senior management team, and we're talking about the same group of people. And I said, what we've just said is that manager and leader are the same. And then I say to people, so what is that message in a ME Organization? The message is, if you're not a manager, Andrew, then you're not a leader. Which means what? Which means you have permission to wait for direction.   0:17:12.5 Bill: Boeing had a leadership center in St. Louis. It was called the Boeing BLC, the Boeing Leadership Center. Yeah, Boeing Leadership Center. And in order to go there, you had to be a manager. You either had to be a first level manager, you would take frontline leadership, a middle manager, which I was, which is leading from the middle or an executive. But the model... So then I think part of the confusion is in a ME Organization, on the one hand we say, our managers are our leaders. If you're not a manager, wait for the direction, wait to be told.   0:17:49.7 Bill: But then we said, we want our managers to be leaders. But that's the ME Organization. In a WE Organization, in a Deming organization, I think of leadership is the ability to bring forth a new order of things, a new order of designing hardware, a new order of designing software, a new order of marketing, we're talking earlier and the ability to create a new order of things and the ability to create a path for others to follow.   0:18:20.6 Bill: And so then in a WE Organization, it's like show and tell. When we were in elementary school, you go in and say, I have discovered this. And I thought, in a WE Organization, everyone has the ability to be a leader on something within their realm. And why would you, why would you make leadership incl...exclusive, which is the ME Organization. And when I tell companies that I consult for I said, when you make leadership exclusive in a ME Organization, to me, that's a kiss of death 'cause you're telling a few people, you're in charge and you're telling everyone else, you're inferring that everyone else, you wait for direction, again.   0:19:09.0 Bill: And I'm not proposing, everyone's all over the place doing it. No. There's got, this is not chaos. And if I have an idea on something and it's not my assigned responsibility, then I know to reach out to you because you're the marketing guy and I just throw the marketing idea to you and then you do with it what you want. But I look at leadership in a WE Organization as being inclusive. And then we get into this idea of, driving...driving change.   0:19:38.0 AS: Let me just ask you about that. Would this really be down to the core principle of Appreciation of a System? That somebody who appreciates a system knows that there's all kinds of components to that system?   0:19:55.5 Bill: Yes, yes.   0:19:55.6 AS: And that you can't say, oh, well this system really is only the people that are working on the production line, when in fact we know that there's all kinds of people working in that system. If I think about my coffee business as an example, we have a hundred employees and not all of them are working on production. And some are moving paperwork and making phone calls and others are out in the field. So an appreciation of a system brings you to the "we" rather than....   0:20:23.0 Bill: Yes.   0:20:23.5 AS: And a person who gets up and says about me, or, tries to identify that there's a certain number of people that are really driving the performance of this company are, they just have no appreciation for a system.   0:20:39.1 Bill: They have a narrow, a narrow view, a narrow view. So what you just said triggered another thought. But, um, the thing I wanted to add to this, in a ME Organization, it's about driving change. And we've talked about this in prior podcast. I go to, you put a gun to your head and I say, I want this KPI by Friday, Andrew. And you're like, yes, sir. And then I said to people in the past is, if driving change is the mantra of a ME Organization, like you're driving cattle driving, driving, and which is not an endearing concept. It is, it is, this is the where we're going. And I say to people, so what would you call it if driving is the ME construct, what is, what's the language of a WE Organization? And people will be wondering "ah," I say "lead, lead, lead." And if we like where you're going, we will follow. That's you creating the path that we will follow.   0:20:40.0 Bill: So I just wanna throw that out. But the other thing you mentioned about the metrics and the design of the organization and the thinking that, these are the critical people. At lunch with an old friend today, and I was sharing with her I taught a course at Northwestern's Business School, Kellogg Business School in the late '90s. And Kellogg then, and today is the number one or number two business school in the country. And I had a friend who was a student there in..., they liked what I was saying. So they hired me to teach a five week course for four years. And I presented, these ideas to them and it was pretty cool. I was, what was exciting is one of them told me that, what I was sharing with them about Deming, you are ready Andrew? contradicted what they were learning in their other classes.   0:22:46.2 AS: Huh. Funny that.   0:22:48.7 Bill: Yep. And so I did that for four years. There were three classes in quality. One was the use of control of charts, mine was called Quality Management, or TQM or something like that. And so there were roughly 80 students in the program, and they had to take two of the three, five week courses. So I got two out three students in the program. Then after four years, they waived the requirement. And so nobody signed up. And so I, um, after, right after 9/11 was when this happened, they invited me back because the person I was working with really liked what the course was about. But they wanted to, make it optional for people to attend. And he said, why don't you come out and talk with them and, that'll inspire them to sign up for the following year. I said, okay, fine. So I went out and he says there'll be 80 people there. I said, why are you so confident? He said, well, we've made it mandatory for everyone to show up. I thought, well that's, I said, that's one way to get people in the room. I said, do me a favor. I said, let them know I'm coming out and I'll have breakfast, I'll have lunch with whoever would like to meet with me beforehand.   0:22:50.7 Bill: So a dozen of them show up. And one of them says to me he says, you're gonna have a, he says something like, it's only fair to say we had a presenter like you last week. And to be honest, it's gonna be a really hard act for you to follow. So I'm thinking, "well, tell me more." "Well, we had a presenter last week who works for a company that makes pacemakers," I'm thinking, okay, "he had a video and showing people before and after their pacemaker one of the fellow students fainted. It was emotional." And I'm thinking, I'm talking about rocket engines. I don't even have a video. It's not gonna be emotional. I let the guy talk. And at one point he says "they keep track." He said "they keep track of who makes each pacemaker." I said "what do you mean?" He says, "they have a list of the people."   0:23:42.9 Bill: Every pacemaker is associated with a team of people who made the pacemaker. And part of what they saw on the video is people who have received a pacemaker now and then go to that company and they meet the people on their team, Andrew, who made their pacemaker. How do you like that concept? Right? Does that, when you graduate from this MBA program, Andrew, isn't that a neat idea that you can take away and use with you? Right? Right? Isn't that a takeaway? Right? So I'm hearing this [laughter] so I said, "let me see if I got this straight. So you're saying they keep track of who makes each pacemaker?" "Yeah, they do." And that's because, when people come well, people come to visit and they keep track. So let's say I said to the student, "let's say I'm the guy who orders the plastic that goes into the pacemaker. Would I be on the list?" you know what he says, Andrew?   0:26:01.9 Bill: No, you didn't make it.   0:26:04.0 Bill: He says, "no," let me try this. I'm the one who wrote the check, Andrew, that paid for the plastic. Would I be on the list? What he says Andrew? "No, you wouldn't be on the list."   0:26:20.2 Bill: So, I said, "well, why not?" And he says, "you have to draw the line someplace." So, I had with me, post 9/11, ready? I had with me a United We Stand two-foot by three-foot poster, which were all over Los Angeles and likely all over the rest of the world, at least the States. So, I held up the poster, and I said, "Have you seen this before?" He said, "Oh, yeah, United We Stand. I'm all about that." I said, "No, you're not." [laughter] I said, "You think you can draw the line and know who contributes and who doesn't, right?"   0:27:02.8 Bill: And you can suddenly see him kind of back up. I said, "Well, let's be honest." I said, "If teamwork doesn't matter, then draw the line any way you want. It doesn't really matter. But if teamwork does matter, be very careful where you draw that line." And to me, in a WE Organization, "we" is, who is the "we"? It's a big list of people. It's the employees, it's the suppliers, it's the customers. And so anyway, it's just that, so what's neat is, go ahead, Andrew.   0:27:41.6 AS: While you were speaking, I was able to go online and find the website of North, what was it? North?   0:27:49.5 Bill: Northwestern.   0:27:50.3 AS: Western, yes. And I was able to actually find the course that you're talking about that was the one that the students said that what you're teaching is contradicting.  The name of that course, I just found it, here it is, "How to apply KPIs to drive in fear and division in your company." No, no, I just made that up. [laughter] "How to apply KPIs to drive in fear and division in your company?"   0:28:16.7 Bill: All right. And so, and we're gonna get to that. So, so as, so I look at management, there's management as a position, but I look at management as an activity of how we allocate resources. And so, are the resources mine or are they ours? And are we proactive or reactive? And then we talked in the past about purposeful resource management, reflective resource, reflexive resource, resource management, which is being highly reactive. Another thing that came to mind. Well, actually, let me jump to the loss function. We looked at last time because I was going through and listening to it. And I thought, let me, let me clarify.   0:29:00.7 Bill: And so when Dr. Taguchi would draw his, his parabolic loss function, a parabola is a curve that goes higher and higher as you get farther and further away from the center. It's like a bell and it just gets steeper and steeper and steeper. And his loss function would be an upward facing bell. And, and then, and he would draw it sitting on the, on the horizontal axis. The idea of being, when you're at the ideal, the loss is zero. And that's, if you're getting exposure to this for the first time, that's okay. But in fact, let me even throw in here a quote from Dr. Deming. Do I have it right here?   0:30:00.4 Bill: Oh, gosh. Anyway, Dr. Deming made reference to, he said, the Taguchi loss function is a better description of the world. And he talks about how loss continuously gets higher and higher and higher. The point I wanted to make is, what I tell people is, once you get used to that concept that loss gets higher and higher, and what matters is how steep that curve is. And so if that curve is very flat, then no matter where you are within the requirements, nobody really notices. And in that situation, you could have a lot of variation 'cause it doesn't show up. It's not reflected in terms of how...   0:30:40.2 AS: And maybe just to help the listener to visualize this, imagine a V.   0:30:44.6 Bill: Yes.   0:30:45.1 AS: And imagine a U. And a V has a very tiny point that is at zero loss. And it very quickly rises to both sides where loss is getting higher and higher. Whereas a very, kinda, let's say, a deep U could have a tiny little loss that's happening for a distance away from the minimum loss point, and then eventually turn up.   0:31:14.4 Bill: Well, but even, even Andrew, and I like the idea of the V. We could also be talking about a V where the sides, instead of being steep, are very flat. So it's a very wide V, and it never goes high because there's situations where, where the impact on integration is very minimal no matter what. All right. So anyway, um, the point I wanted to make is, I would say to our listeners and viewers, loss, the consequences of being off target, are the difference between what happens downstream at integration. And what I love, I went back and listened to the podcast, the one, you talked about your partner in the coffee business.   0:32:12.2 Bill: The point of integration is when they drink the cup of coffee. And that's integration. I mean, the point when they're, when we're eating a food, that's integration. So the piece of coffee is out there, whatever it is. But when the customer's using it, drinking it, that's integration, Andrew. And a...   0:32:32.2 Bill: And so... What I look at is what the loss, loss is the difference between what you see happening at integration and what you think is possible. So if we're at the Ford factory banging things together with rubber mallets day after day after day and you're the new hire and I show you how to do this, as soon as you begin to believe this is how we do things, then loss is zero. Because that's what we think is the norm. But if you have the ability to rise above that and say, I don't think it needs to be that difference, when you look at it and say, I don't think it needs to be the difference between what you think is possible and what it could... Difference between what is and what you think could be that's loss. And what I also say to people is it takes a special eye that you have to see that. It's like your coffee business, somebody's tasting that coffee and you're thinking this is pretty good. Then they say, "well, try this", whoa.   0:33:40.1 Bill: So it takes a special eye to see loss. But then it takes a whole lot of other people to make that happen. So whether that's people in engineering, manufacturing. So a WE Organization is where someone has the ability to see that opportunity, but it's dependent upon all the others to make it happen. So now let's talk about Beyond Management by Extremes. And these are... Has a lot to do with KPIs and also say in one of our last, wasn't the last one, it was a couple before that you had made clear your firm belief that KPIs need to be thrown away in the morning trash. And I remember on the call listening to you and I'm hearing you, we ought to get rid of them, we ought to get rid of them, we ought to get rid of them.   0:34:38.5 Bill: And I'm thinking they aren't bad, it's how they're used. And so I wasn't sure I was in agreement with you on that call. But when I went back and listened to it and that's what what I, what I told the friend is, I said, if you listen to what Andrew says, I don't say anything at the end. And the reason I didn't say anything is I wasn't sure I agreed. But when I went back and listened to it most recently, I said, yes! yes! yes! 'Cause what you said is: if they can be used without an incentive system. And I thought, yes, yes, yes, yes. And so we are in agreement on KPIs, [laughter] they are... But what we have...   0:35:25.2 AS: Which, which my, which my point is, number one, that as long as you don't attach some kind of incentive or compensation system, then, you're not that, you've eliminated a lot of risk that they're causing damage. The second part is a lot of times what I'm looking at is individual KPIs. And what I'm trying to say is that even if you don't add in compensation, it's, it's, it's a fool's errand to try to set up, three KPIs for a thousand people, three thousand KPIs individually and think that now we've got that set. Our organization is going to really rock now.   0:36:06.0 Bill: Well, then what you get is the KPIs are always round numbers. We want to decrease by 5%, increase by... And you're thinking, so how much science getting to these numbers anyway? And you're thinking, but early on in your career, you look at this, you think, well, somebody's thought about this and you realize, no. And so what management by extremes is about is KPIs that are extreme. And so I my PhD advisor in graduate school, I was studying heat transfer and fluid mechanics and and before each of us graduated, went to work in corporations, he'd pull us aside and he'd say, he'd say, "Bill, he said you're gonna be in a situation one day where your boss is gonna come by and is gonna give you.... He's going to give you an assignment, that gives you, he's gone give, that gives you five minutes to figure it out."   0:37:05.7 Bill: And he says, "so, if he or she comes he comes to you, she comes to you and they give you five minutes to figure out, he said there's only three possible answers and I'll tell you what they are and you got to figure out which of them it is and so it'll take you a minute to figure out which one it is. And then the rest of the time you're going to explain it." I remember saying to him, I says, so, "Okay, so what are the three possible answers?" And he says "zero, one and infinity", 'cause it turns out in the world of heat transfer and fluid mechanics, those three numbers show up pretty often as ideal solutions for different cases. And so what he's saying is when your boss comes to you and says, boom, then you have to say, which case is that? 'Cause if that's this case, it's zero.   0:37:51.0 Bill: This case, it's one. This case is infinity. So I thought, okay. Well, in Dr. Taguchi's work, he talks about quality characteristics. So we're running experiments to improve something and a quality characteristic could be as large as possible, infinity being the ideal, the strength of the material. We want to make it stronger and stronger and stronger. But it's referred to as larger is best, meaning infinity is the ideal, smaller is best I'm trying to reduce leakage. I'm trying to make something smoother and smoother.   0:38:25.9 Bill: That's smaller is best. Zero is the goal. And the other one is to get your first who is nominal as best, where a finite number is the answer. And so what I had in mind with this management by extremes, inspired by my Ph.D. advisor, inspired by Deming, Dr. Taguchi, is that, if the KPI is driving to zero or driving to infinity, we want the inventory Andrew to go to zero. We want sales to go to infinity. I said, if you're thinking about things systemically, I don't think zero or infinity is what we're going to do. And so I throw that out as not all the time, but I think quite often if the KPI, if you're working on something where you're heading to zero, heading to infinity, to me, that's a clue that you're looking at something in isolation. And I would say to people.   0:39:25.2 Bill: Let's say you're, you call me in Andrew and you say, "Bill, we need your help getting the cost down of this project." And I say, "well, what'd you have in mind?" You say, "Bill, we'd we'd love to get 10% out of this cost. Boy, 10%." I said, "Andrew, I can double that." "No way. No way" And I say, "Andrew, on a good day, I could do more than that." And then what I say is that the more you get excited by how much we could lower that cost, eventually I'm going to say, "Andrew, gotcha." And you say, "what do you mean?" "Gotcha. Andrew, you're looking at cost in isolation." What's the clue? You'd love it to go to zero. Or... And that's what we end up doing is we want to drive variation to zero. That's the Six Sigma people. Well, first of all, cloning does not produce identical.   0:40:30.6 Bill: Photocopies don't create identical. Dr. Deming would say that of course there's variation. There'll always be variation. And then there are people, and and I cringe. But Dr. Deming was once asked. He was interviewed by somebody I believe with the BBC back in the '80s. And the interview ends with "So Dr. Deming, if we can condense your philosophy down to two, down to two words, what would it be? Or down to a few words, what would it be?" And he said, "reduce variation" or something like that. And I said, "no, it should be manage variation. We should have what the situation needs." And so I'm going to absolute agreement with you. On how can we have KPIs without goals which make make things even more isolated. And then we talk about by what method are we going to achieve those goals? But I think if we're talking about driving variation to zero, then you're looking at things in isolation. If you are driving waste to zero.   0:41:20.8 Bill: then you're looking at things in isolation. If you're talking about, the non value added efforts driving to zero. I'd say value shows up elsewhere. I had somebody within Boeing once say to me "Bill, you know, being on target, you know being on that ideal value, I've had people tell me that once you achieve the minimum size of a hole, going further doesn't add value." And I'd say "If all you're doing is looking at the hole, I can understand that. But if you're focusing on what goes in the hole, that's different." And the other thing I throw out is I was doing some training years ago. There was a guy in the room that I, I mentioned the term "value engineering" 'cause I remember when I got excited by Taguchi's work and Deming's work, somebody said, "The last big training, big thing was value engineering." "What do you mean?" And they pulled out their "That was the wave of the sixties was value engineering." So I asked this guy in class. I said, so, he mentioned he worked at GE back in the '60s and value engineering was really big. So I said, well, "So tell me about that. What was behind that?" He says, “We were taught to look at a contract and all the deliverables. And our job in the value engineering department was to figure out how to, how to meet each deliverable minimally because anything more than that doesn't add value." And I thought, you can't make that up!   0:42:53.0 Bill: Let's look at all the requirements and how do we go to? What's the absolute minimum we have to deliver on the term paper, on the project.   0:43:06.5 AS: How could we kill this through a thousand cuts?   0:43:10.8 Bill: So that's KPIs. Driving to zero driving to infinity. But, but we're in agreement that if you, in a Deming organization where we're not driven by incentives then KPIs are measures of how we are doing. And why isn't that enough to be able to say, how are things? How are things? We can talk about how might we improve this? But then we're going to look at: Is that a local improvement that makes it worse elsewhere? Are we driving costs to zero and screwing this up? So that's what, that's what I wanted to throw out on this management by extremes zero and infinity, and getting beyond that.   0:43:47.6 AS: Well, I think that's a great point to end it went through so many different things, but I think one of the biggest takeaways that I get from this is the idea of appreciation of a system. When you have a true appreciation of a system and understand that there's many parts and, you know, adding value in that system basically comes from more than just being on a production line, for sure and creating value in an organization comes from not only working on improving a particular area but the integration of the many different functions. And if you don't understand that, then you end up in not a Deming organization, not a WE Organization, but more of a ME Organization. That's kind of what I would take away. Is there anything you would add to that?   0:44:51.9 Bill: Well, what, what reminds me of what you're just saying is I was doing a class years ago for a second shift group in facilities people, painters, electricians, managers, and one of them says, he says "so Bill, everyone's important in an organization." I said, "absolutely. Absolutely everyone's important."   0:45:13.2 Bill: Then he says, "everyone's equally important" right? And as soon as he said that, I thought to myself, "I remember you from a year ago." So he says, "So so everyone's important." "Yeah, everyone's important!" "Everyone's equally important." So as soon as he said that, within a fraction of a second, my response was, "No, if you wanna get paid what a quarterback gets paid, you better, you better train to be a quarterback." So what Dr. Deming is not, he's not saying everyone's paid the same. We're paid based on market rates for quarterbacks, for linemen, for software people. And the, and the better we work together, ideally the better we manage resources, the better the profit, we get in the profit sharing, but we're not equal. Our contributions are not equal. The contributions cannot be compared. They are, they're all part of the sauce, but we don't get into who contributed more." Right, and I think that'... We're all contributors.   0:46:28.3 AS: The more you learn about Dr. Deming's teaching, you just realize that there's an appreciation of a system, but there's also an appreciation of people.   0:46:40.1 Bill: There we go.   0:46:43.2 AS: That's really where, as I have said before, when my friend was working with me on my book, Transforming Your Business with Dr. Deming's 14 Points, after many many weeks of working together, he's like, "I figured it out. Dr. Deming is a humanist. He cares about people." It's pretty true. So appreciate the people around you, appreciate the contribution that everybody makes. Nobody makes equal contributions. And even great people who are making amazing contributions could have down months or years where there's things going on in their family or other issues. They're not contributing what they did in the past.   0:47:17.1 AS: That's a variable that we just can't control. But ultimately, appreciation of the system is what I said in my summary. And now I'm gonna add in appreciation of the people.   0:47:30.6 AS: Bill, on behalf of everyone at The Deming Institute, I wanna thank you again for this discussion. Again, entertaining, exciting, interesting. For listeners, remember to go to deming.org to continue your journey. And if you wanna keep in touch with Bill, just find him on LinkedIn. This is your host, Andrew Stotz. And I'll leave you with one of my favorite quotes from Dr. Deming. "People are entitled to joy in work".  

Hey everyone! We'll be taking a short pause in releasing episodes while we deal with some circumstances outside of our control. Rest assured we will be back up and running ASAP with the same great content you expect from us! Cheers!

This episode is a rerelease of our interview with Tim 'Robbo' Robertson. 'Robbo' was tragically killed in an aircraft accident in Queensland. Forever the professional. Forever the character. Forever the Chronic Overachiever. Forever in our memories. Vale Robbo. To where the Wandering Warriors roam.   ***** Tim Robertson is an ex F18 fighter pilot who got bored of that and then successfully completed the Australian Special Air Service (SAS) Selection course! Robbo then saw operational service in Afghanistan and the Western Desert of Iraq, before leaving the military to: Consult to the United Nations || Advise an oil company in Geneva || Raise a nationally sensitive aviation capability || Start his own aviation company || And return to flying fast jets. He is current on around 40 different fixed and rotary winged aircraft and a highly talented musician. But Robbo talks about defining your happiness, the importance of hard work and overcoming adversity.... 

Beskedet om stridsflyg till Ukraina är en seger för president Zelenskyj och troligen det tyngsta Europa kan tänkas bidra med. Samtidigt kan skiftet till modernare flyg påskyndas i länderna som ger. Nederländerna, Danmark och Norge gav nyligen besked om att tillsammans skicka uppemot 60 amerikansktillverkade stridsflyg av typen F16 till Ukraina. Effekten på slagfältet dröjer till nästa år enligt bedömare, men i Ukraina knyts nu stora förhoppningar till stridsflygplanen. Hör om förbehållen, flaskhalsarna och förväntningarna som kommer med F16-beskedet. Därför kommer löftet om stridsflyg just nuFör de europeiska Nato-länderna finns flera incitament som kan ses ligga bakom att löftet om stridsflyg kommer just nu. Beskedet sammanfaller dels med ett större systemskifte för stridsflyg i Europa, där flera länder vill uppgradera till plan av typen F35, och dels med Finlands inträde i Nato. Försvarsalliansen kan nu tillräkna sig Finlands bestånd av F18-plan, vilket gör det lättare att frigöra F16 till Ukraina. För närvarande finns också pengar att söka via EU:s så kallade fredsfacilitet, vilket ytterligare kan bidra till förutsättningarna. Men vad händer sen, efter F16-leveranserna? Hör om vilken hjälp Ukraina behöver och vill ha på längre sikt och vad Europa kan bidra med när möjligheten att avvara tunga vapen nått sin bortre gräns. Medverkande: Lubna El-Shanti, Ukrainakorrespondent. Susanne Palme, EU-kommentator. Johan Huovinen, överstelöjtnant och lärare vid Försvarshögskolan i Stockholm. Programledare: Caroline SalzingerProducent: Therese Rosenvinge

Come meet Erik Browning a United States Marine Veteran who joined when he was 18 in 2005. He went to boot camp in Paris Island. After his schooling in Pensacola and Lemoore he was stationed at Miramar San Diego California, to the F18 squadron that was moved to Japan after a year of him being there but he would stay and be attached to another squadron called VMFAT101. Just like most Marines when getting out, he was faced with all the challenges Veterans have, having to adapt to civilian life, having a family and trying to get a job. He had to relocate to Arizona for a job opportunity in which would separate him from his child and set him into a state of depression. Eventually he would turn things around and make the best of his situation learning about investing, started to work out and make visitations to his child. Now he's in a better place in his life and is now helping out fellow Veterans and Active Duty with Home loans and other veteran support groups.

Making it to Formula 1 is obviously not easy. Here are some truths about it and how you can get there.0:00 Intro0:24 The real intro 3:34 The ladder to F18:37 How difficult it is 9:47 Timing10:52 Keep things more short term12:56 Alot of F1 drivers are unhappy14:16 Be fulfilled in the chase Enzo❤ THANK YOU SUBSCRIBERS ❤The TRDC community is tight. Your comments, likes, shares, questions and subscriptions keep this channel alive and I just want to thank you for being a part of this. -------------------------------------------------------♛ ENZO'S BOOKS  ♛If you want to read my books or listen to the Audiobooks then you can click below:The Warrior's Mind (Mental Training) https://amzn.to/3tKt0yfGet The Drive (Motorsport Sponsorship) https://amzn.to/3lrtmGU------------------------------------------------------More Links:The Race Driver Coach Website - http://www.theracedrivercoach.com/Spotify - https://spoti.fi/2WRyHth Instagram - https://www.instagram.com/enzomucci_ Facebook page - https://www.facebook.com/theracedrivercoach/ TikTok - https://vm.tiktok.com/ZSH6MgF4/ Soundcloud - https://soundcloud.com/enzomucci iTunes - https://apple.co/2KqCR9v --------------------------------------------------------Copyright Info: Music used in intro/outro was composed by Hustle Standard. Permission granted directly from Hustle Standard. View Hustle Standard and Never Gonna Stop song here - https://www.youtube.com/watch?v=oJH5AsNr_nMWe ensure that all images and video used are all for educational purposes so fall within the Fair Use policy. Thank you to all contributors.#TRDCSHOW #racedriver #motorsport #enzomucci #drivercoach #motivation #racing #driver #coaching #success #motivation #motorsportsponsorship #sponsorship #sportsponsorship #template e

¿Hay preocupación entre los profesionales del sector aéreo por el aparente deterioro de la seguridad operacional en México? ¿Es un problema que preocupe a la sociedad ? A raíz del último incidente en el aeropuerto Benito Juárez, el más importante del país, Aerovía aborda los desafíos de la aviación civil mexicana. En primer lugar, repasamos con el periodista Daniel Martínez Garbuno la lista de incidentes que han hecho saltar las alarmas en el último año. Después, de la mano de Víctor Manuel del Castillo, especialista en SMS y Factores Humanos y coordinador del Diplomado Ejecutivo en Seguridad Operacional y Aeroportuaria de ITAérea, conocemos cómo valoran la situación los profesionales del sector en ese país. En la segunda parte del capítulo, explicamos en detalle el último incidente que tuvo lugar en el principal aeropuerto de México. ¿Se puede evitar la coincidencia de indicativos de radio similares en la misma frecuencia? ¿Es normal que se releve a la controladora aérea implicada en el incidente? ¿Fue adecuada la reacción de los profesionales implicados? Le trasladamos estas y otras preguntas a Guadalupe Cortés, controladora de tránsito aéreo, copresidenta del Grupo de Factores Humanos de Eurocontrol y responsable del programa CISM de Enaire. En el tramo final del capítulo, conocemos los avances del siguiente capítulo de ‘Una profesión de altura', la serie documental dirigida por Óscar Mateos de la que Aerovía es el pódcast oficial. Y, en El radar de Aviacionline, repasamos algunas noticias destacadas de estos últimos días con Pablo Díaz, director editorial de este medio de comunicación especializado. En esta ocasión, con noticias de México (erupción del Popocatépetl), Italia (erupción del Etna), Argentina (novedades en Aeroparque y en la flota de Aerolíneas) y Canadá (paz social en Westjet). Resumen de contenidos: 0:01 – Presentación del capítulo. 0:25 – Accidente de un F18 en la Base Aérea de Zaragoza. 1:06 – Nueva edición y récord de Feindef. 1:20 – Pendientes del lanzamiento de PLD Space. 2:47 – Nuevo incidente grave en el mayor aeropuerto de México. 5:03 – Un nuevo capítulo en una lista preocupante. Con Daniel M. Garbuno. 10:30 – Los desafíos del mayor mercado aeronáutico de América Latina en 2022. 13:25 – El peso de la degradación a Categoría 2 por parte de la FAA. 16:35 – ¿Hay preocupación entre los profesionales? Entrevista a Víctor Manuel del Castillo, especialista en SMS y Factores Humanos. 23:18 – La militarización de la aviación civil mexicana. 26:01 – El papel de la política mexicana. 31:53 – El último incidente en el AICM: una incursión de pista que provoca un aborto de despegue a alta velocidad. 38:30 – El análisis de Guadalupe Cortés, controladora de tránsito aéreo y copresidenta del Grupo de Factores Humanos de Eurocontrol. 42:40 – Indicativos de radio similares: ¿cómo se intenta evitar? 47:26 – ¿Es normal que se releve a la controladora aérea que ha vivido el incidente? 56:45 – La reacción acertada de los profesionales involucrados. 1:00:30 – Adelanto del segundo capítulo de ‘Una profesión de altura'. Con Óscar Mateos. 1:07:05 – El radar de Aviacionline: problemas por la erupción de volcanes en México e Italia. 1:09:52 – El radar de Aviacionline: Aerolíneas volará a Miami desde Aeroparque. 1:14:15 – El radar de Aviacionline: paz social en Westjet. No te pierdas el capítulo 106 de Aerovía: ‘¿Hay una crisis de seguridad aérea en México?'.