Podcasts about Fastenal

Stocks opening lower as the street works through the President's new threat of 30% tariffs on Mexico and the EU: Carl Quintanilla and Sara Eisen discussed the latest for stocks and global trade with Citi's U.S. Equity Strategist Scott Chronert (who says the S&P's rally has legs here) along with Rockefeller International Chairman Ruchir Sharma, who's pointing to a rare winner abroad. Market movers today across a myriad of industries: hear more on what's driving the rally in Bitcoin prices… the set-up for the banks into earnings this week… and why the street's getting bullish on Fastenal.  Also in focus: where to put your money to work in the autos with one analyst who calls Tesla an easy buy here – despite the release of a key competitor in China (with a live read from Beijing this hour) and more headlines around possible xAI investments

In this episode, Eric Dudas of FCH Sourcing Network is joined by Fastenal veteran turned homesteader Sam Aldinger and ERP code-slinger Anders Green of ALOX4 to dive deep into the evolving world of fastener sourcing, exploring why it's still very much an art—despite rising interest in AI, B2B e-ecommerce and automation. They discuss the complexity of matching vague inquiries to real-world parts, the limitations of current tech solutions, and how tools like FCH SourceFinder and the "Scrubber" are paving the way. It's a candid, forward-looking conversation on the digital future of industrial sourcing.  Run time: 01:15:18

With over 20 years at Fastenal, Sam Aldinger makes the jump into homesteading, balancing a blend of animal husbandry, podcasting and digital business coaching all while managing a fulfilling family life.  The discussion touches on the importance of data in fastener distribution and manufacturing, selecting the correct B2B commerce platform, networking into farm communities, the culture at Fastenal, and sheep psychology. Run time: 51.55

How did one man's prudent attitude spark a multibillion-dollar business empire? On a recent trip to the US, investment analyst Dr Oriana Beaumont visited Fastenal to understand how the industrial giant is still driven by its founder's razor-sharp focus on cost control.Fastenal has transformed itself from a retailer of industrial products to a strategic supply-chain partnerThe Fastenal model continues to evolve, with roomy retail spaces being turned into high-efficiency warehouses dedicated to key accountsA cost-conscious founding philosophy drives innovation and benefits for customersResources:Beyond the ‘Korea Discount': On the Road in South Korea (article)South Korea's rich ecosystem of cutting-edge companies offers opportunities for investors. Investment manager Connor Graham reflects on some of the standout meetings from his recent week-long trip to the country.The podcast is intended for investment professionals only and should not be construed as investment advice or a recommendation. Any stock examples discussed are given in the context of the theme being explored, and the views expressed are those of the presenters at the time of the recording.

US stocks pared some of Wednesday's historic gain, the Dollar was heavily sold, while the long-end of the Treasury curve saw further selling despite a strong US 30yr auction.The risk-off mood further exacerbated after reports that the White House clarified that US tariffs on China now totalled 145% after the latest hike (20% already in place + 125% added this year).APAC stocks mostly followed suit to the declines on Wall St, DXY suffered another bout of selling pressure, 10yr UST futures were lacklustre following the recent volatility.European equity futures indicate a positive cash market open with Euro Stoxx 50 futures up 0.5% after the cash market closed with gains of 4.3% on Thursday.Looking ahead, highlights include UK GDP, US PPI, UoM Prelim, Moody's review on France, UK, Italy, Spain & Switzerland's Credit Rating, Speakers including Fed's Musalem, Williams & BoE's Greene, Supply from Italy, Earnings from JPMorgan, BlackRock, Wells Fargo, Bank of New York Mellon, Morgan Stanley & Fastenal.Read the full report covering Equities, Forex, Fixed Income, Commodites and more on Newsquawk

China unveils additional tariff measures on US goods; to raise additional tariffs on US goods to 125% from 84%. Effective April 12th.China's Finance Ministry says “if the US continues to impose additional tariffs on Chinese goods exported to the US, China will ignore it”.European indices hit after China raises tariffs; US futures modestly lower into bank earnings.DXY slumps to a 99.01 low after China increases tariffs on the US; EUR outperforms.Bonds lifted by China's latest retaliation but remain on track to end the week with significant losses.Base metals underpinned by hopes of Chinese stimulus.Looking ahead, US PPI, UoM Prelim, Moody's review on France, UK, Italy, Spain & Switzerland's Credit Rating, Speakers include Fed's Musalem, Williams & BoE's Greene. Earnings from JPMorgan, BlackRock, Wells Fargo, Bank of New York Mellon, Morgan Stanley & Fastenal.Read the full report covering Equities, Forex, Fixed Income, Commodites and more on Newsquawk

Nos fijamos en Apple, JP Morgan, Wells Fargo, Morgan Stanley, BlackRock, Bank of New York Mellon, Fastenal y Tesla. Con Javier Etcheverry, analista y trader profesional.

Neste episódio, João Fontes e Pamela Macedo mergulham na história e no modelo de negócio da Fastenal.Saiba como esta se tornou indispensável para tantas empresas no mercado industrial americano!Bibliografia:“The Power of Fastenal People”, de Robert Kierlin

Jem and Justin chat about workshop robots, tumbling systems, and e-commerce headaches. Justin battles Amazon's complex seller requirements while Jem celebrates proper hydration as his secret productivity weapon. The episode ends with Justin's rant about Fastenal's ridiculous account system preventing him from buying simple screws.Watch on YoutubeDISCUSSED:✍️ Comment or Suggest a Topic - New voice message optionAtlas HumanoidRover 6 Wheel RobotSingle phase vac pumps F4 ꘎PDX CNC BlackBox vacuum distribuitor500 meters of dowels40 years to discover this drug!? ꘎ Drink enough water!Designing interfaces with dictation whilst driving ꘎React magic ohmygawd ꘎New Rules to correct overzealous Agent CursorFixed a long standing bug on ShopifyRant: Fastenal - you sell commodity items but make it super hard to purchase them online? Idiots ⠄Created account, wouldn't let me buy screws. Contacted local store. They had to submit a "branch account creation" which takes another 48 hours.Don't be like Fastenal---Profit First PlaylistClassic Episodes Playlist---SUPPORT THE SHOWBecome a Patreon - Get the Secret ShowReview on Apple Podcast Share with a FriendDiscuss on Show SubredditShow InfoShow WebsiteContact Jem & JustinInstagram | Tiktok | Facebook | YoutubePlease note: Show notes contains affiliate links.HOSTSJem FreemanCastlemaine, Victoria, AustraliaLike Butter | Instagram | More LinksJustin BrouillettePortland, Oregon, USAPDX CNC |

Hier gibt's das erste offizielle OAWS-Merch: Geiles Shirt kaufen. Nachhaltige Betriebe unterstützen. Aktienkultur nach vorne bringen. Win Win Win. https://shop.oaws-buch.com/products/shirt Aktien hören ist gut. Aktien kaufen ist besser. Bei unserem Partner Scalable Capital geht's unbegrenzt per Trading-Flatrate oder regelmäßig per Sparplan. Alle weiteren Infos gibt's hier: scalable.capital/oaws. Aktien + Whatsapp = Hier anmelden. Lieber als Newsletter? Geht auch. Das Buch zum Podcast? Jetzt lesen. Trump tritt sein Amt als US-Präsident an. Was heißt das für TikTok, Krypto, Meme-Coins, Duolingo & Meta? Neben Trump-Euphorie gab's Chip-Comebacks bei Intel, Qorvo & Süss Microtec. Außerdem: Goldman macht Manager reich. Novo Nordisk macht Aktionäre arm. Porr (WKN: 850185) ist kleiner als Hochtief und Strabag. Die Performance ist dafür größer. Der Grund: Schnelle Autobahnen, Rechenzentren und erneuerbare Energie. Automaten mit WD-40 und Schraubenziehern? Ist bei Fastenal (WKN: 887891) ein Milliarden-Business. Und Fastenal ist ein Business mit 1.500% Rendite in 20 Jahren. Diesen Podcast vom 20.01.2025, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung.

European bourses grind higher, US futures modestly in the green.USD marginally firmer, JPY softer and GBP knocked lower by disappointing retail sales.JGBs lag slightly on further BoJ reports, Gilts gapped higher on Retail Sales.Mixed trade in the base metal complex but crude stays firm.Looking ahead, US Industrial Production, CBO Budget and Economic Outlook, Comments from ECB's Cipollone, Earnings from SLB, Fastenal, Truist, State Street & Citizens.Read the full report covering Equities, Forex, Fixed Income, Commodites and more on Newsquawk

APAC stocks were mixed in mostly rangebound trade after the uninspiring handover from Wall St and despite encouraging Chinese GDP and activity data.Hang Seng and Shanghai Comp were choppy with only mild support seen after GDP, Industrial Production & Retail Sales beat expectations with China's economy growing 5.4% Y/Y (exp. 5.0%) in Q4 and by 5.0% (exp. 4.9%) for 2024.DXY lacked conviction following the headwinds from a dovish Fed Waller; USD/JPY initially languished at its lowest in nearly a month; Antipodeans saw a muted reaction to Chinese data.Israel agreed to the Gaza hostage deal and the cabinet is to meet on Friday, according to Israeli media; Israeli National Security Minister Ben-Gvir said he will resign from the government if the Gaza ceasefire deal is approved.European equity futures indicate a flat cash market open with Euro Stoxx 50 futures U/C after the cash market closed with gains of 1.5% on Thursday.Looking ahead, highlights include US Industrial Production, CBO Budget and Economic Outlook, Comments from ECB's Cipollone, Earnings from SLB, Fastenal, Truist, State Street & Citizens.Read the full report covering Equities, Forex, Fixed Income, Commodites and more on Newsquawk

Además de la macro USA de la sesión miramos a valores como Schlumberger, Fastenal, American Express, Vistra y PepsiCo. Con Javier Etcheverry, analista y trader profesional.

Scott Wapner and the Investment Committee discuss today's stock surge as the latest inflation report brings some much-needed rate relief. The experts detail their latest portfolio moves. The Calls of the Day include Netflix, Walmart, Devon Energy, and EQT. Jenny Harrington explains her dividend investing strategy. The Setup ahead of earnings includes UnitedHealth, Taiwan Semiconductor and Fastenal.Investment Committee Disclosures

This is Zack Fuss. Today we're breaking down Fastenal. Starting as a small fastener retailer in Minnesota, the company has evolved into a mission-critical supply chain partner for its industrial customers. Today, the business sports a nearly $50 billion market cap and produces nearly $8 billion in sales.  The impact of Fastenal's founder, Bob Kierlin, on Fastenal's commercial success can't be overstated. The industrial vending machine was his original idea, a vision he made a reality years later through its network of local branches, onsite locations, embedded with customers and innovative inventory management technologies. I'm joined by Delian Entchev, a portfolio manager at Aoris Investment Management. Today, we'll unpack the strategic choices, cultural DNA, and relentless customer focus that have fueled Fastenal's remarkable success. Please enjoy this Breakdown of Fastenal. Check out our new print publication Colossus Review. For the full show notes, transcript, and links to the best content to learn more, check out the episode page here. ----- This episode is brought to you by EightSleep, the temperature-controlled mattress cover that heats or cools your mattress to transform your sleep. The Pod 4 Ultra is the new gold standard in intelligent sleep systems. It can be added to your current mattress like a fitted sheet and is been clinically proven to give you up to an hour more quality of sleep every night. The cooling capability can cool your side of the bed to 20 degrees below room temperature, all managed by the pod's autopilot feature, which adjusts the temperature throughout the night. This holiday season, go to eightsleep.com/breakdowns and use code JOYS for up to $600 off the Pod 4 Ultra when bundled.  — This episode is brought to you by Ridgeline. Ridgeline has built a complete, real-time, modern operating system for investment managers. It handles trading, portfolio management, compliance, customer reporting, and much more through an all-in-one real-time cloud platform. I think this platform will become the standard for investment managers, and if you run an investing firm, I highly recommend you find time to speak with them. Head to ridgelineapps.com to learn more about the platform. ----- Business Breakdowns is a property of Colossus, LLC. For more episodes of Business Breakdowns, visit joincolossus.com/episodes. Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com). Show Notes (00:00:00) Welcome to Business Breakdowns (00:07:44) Understanding Fastenal's Business Model (00:08:24) The Amazon Connection (00:10:09) Fastenal's Founding Story (00:12:06) Pivot to Business Customers (00:13:18) Empowering Employees for Growth (00:14:44) Frugality and Culture at Fastenal (00:17:33) Expansion and Evolution (00:19:07) Onsite Services and Technological Innovations (00:22:17) International Growth and Future Opportunities (00:23:16) Financial Profile and Customer Relationships (00:28:36) Customer Integration: Fastenal's On-Site Business Model (00:29:21) Three Pillars of Fastenal's Service: Experts, Inventory, and Technology (00:30:39) Customization and Proximity: Tailoring On-Site Solutions (00:31:56) Economic Relationships and Customer Spend (00:33:56) Fastenal's Competitive Edge: Value Proposition and Culture (00:37:54) Growth and Market Share: Fastenal's Expansion Strategies (00:44:52) Financial Discipline and Capital Allocation (00:50:14) Lessons from Fastenal: Transparency and In-Person Visits

In der heutigen Folge von „Alles auf Aktien“ sprechen die Finanzjournalisten Daniel Eckert und Philipp Vetter über den Rekord bei Siemens Energy, gute Nachrichten für Airbus und den Kurssprung beim amerikanischen Würth. Außerdem geht es um Boeing, Fastenal, Tesla, Uber, Lyft, Brenntag, Alphabet, Baidu, Mercedes-Benz, Morgan Stanley, Siemens, ABB, Schneider, SGS, Diploma, Gea Group, Kion, Adecco und Randstad.  Wir freuen uns an Feedback über aaa@welt.de. Ab sofort gibt es noch mehr "Alles auf Aktien" bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts und AAA-Newsletter.[ Hier bei WELT.](https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html.) Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Außerdem bei WELT: Im werktäglichen Podcast „Das bringt der Tag“ geben wir Ihnen im Gespräch mit WELT-Experten die wichtigsten Hintergrundinformationen zu einem politischen Top-Thema des Tages. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? [**Hier findest du alle Infos & Rabatte!**](https://linktr.ee/alles_auf_aktien) Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

Hoy ponemos el foco en Tesla con esa caída de acciones tras presentar el Cybercab. Rafael Damboronea, profesor de finanzas en Eude Business School, repasa los escenarios de JP Morgan, Wells Fargo y Fastenal, entre otras.

Die Reaktion auf die Ergebnisse der Banken ist positiv, mit BlackRock, J.P. Morgan und Wells Fargo auf der Gewinnerseite. Fastenal meldet zwar gemischte Zahlen, tendiert aber trotzdem freundlich. Tesla steht nach dem Robotaxi-Event unter Druck. Es mangelte zum einen an Details und es gab keine weiteren Details zum Launch des preiswerteren Tesla-Modells im ersten Halbjahr 2025. Goldman Sachs hebt heute die Kursziele von NVIDIA weiter an, und auch die Reaktionen zu dem gestrigen AMD-Event fallen an der Wall Street überwiegend positiv aus. Was Inflation betrifft, lagen die Erzeugerpreise im Vorjahresvergleich leicht über den Zielen der Wall Street. Abonniere den Podcast, um keine Folge zu verpassen! ____ Folge uns, um auf dem Laufenden zu bleiben: • Facebook: http://fal.cn/SQfacebook • Twitter: http://fal.cn/SQtwitter • LinkedIn: http://fal.cn/SQlinkedin • Instagram: http://fal.cn/SQInstagram

Werbung | Exklusives Angebot für unsere Hörer: Testet Handelsblatt Premium 4 Wochen für 1 € und bleibt zu den Entwicklungen an den Finanz- und Aktienmärkten informiert. Mehr zum Vorteilsangebot der Handelsblatt-Fachmedien erfahrt ihr unter: www.handelsblatt.com/mehraktien Werbung | EXKLUSIVES NordVPN-Angebot ➼ https://nordvpn.com/Wallstreet Teste es jetzt risikofrei mit einer 30-Tage-Geld-zurück-Garantie! +++ Alle Rabattcodes und Infos zu unseren Werbepartnern findet ihr hier: https://linktr.ee/wallstreet_podcast +++ Ein Podcast - featured by Handelsblatt Die Reaktion auf die Ergebnisse der Banken ist positiv, mit BlackRock, J.P. Morgan und Wells Fargo auf der Gewinnerseite. Fastenal meldet zwar gemischte Zahlen, tendiert aber trotzdem freundlich. Tesla steht nach dem Robotaxi-Event unter Druck. Es mangelte zum einen an Details und es gab keine weiteren Details zum Launch des preiswerteren Tesla-Modells im ersten Halbjahr 2025. Goldman Sachs hebt heute Morgen die Kursziele von NVIDIA weiter an, und auch die Reaktionen zu dem gestrigen AMD-Event fallen an der Wall Street überwiegend positiv aus.

Since its founding in 1967 Fastenal has grown from a small fastener store in Winona, Minnesota, into a multibillion-dollar global organization. How did a small town “nuts and bolts” shop become one of the world's most dynamic growth companies? Whenever asked, company founder Bob Kierlin attributes Fastenal's success to the company's high-quality employees and their commitment to a common goal: Growth Through Customer Service.What I learned from reading The Power of Fastenal People by Robert Kierlin.  ----Ramp gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more. ----Build relationships with other founders, investors, and executives at a Founders Event----Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. Get access to Founders Notes here. ----Join my free email newsletter to get my top 10 highlights from every book----Follow Founders Podcast on YouTube (Video coming soon!) ----Other books mentioned in this episode: Les Schwab Pride In Performance: Keep It Going! by Les Schwab.Sam Walton: Made In America by Sam Walton.All I Want To Know Is Where I'm Going To Die So I'll Never Go There: Buffett & Munger – A Study in Simplicity and Uncommon, Common Sense by Peter Bevelin.Bloomberg by Michael Bloomberg.Born of This Land: My Life Story by Chung Ju-yung.The Bugatti Story by L'Ebe Bugatti.Sol Price: Retail Revolutionary by Robert Price. How To Make A Few Billion Dollars by Brad Jacobs.----“I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — GarethBe like Gareth. Buy a book: All the books featured on Founders Podcast 

Die Marktlage bleibt angeschlagen, mit den Erzeugerpreisen auf breiter Front über den Zielen des Marktes. Die meisten Quartalszahlen fallen zudem uneinheitlich bis teils enttäuschend aus. Während die Aktien der Citigroup und Bank of New York von den Ergebnissen profitieren, stehen die Aktien von J.P. Morgan und Wells Fargo unter Druck. Trotz der kritischen Kommentare des Managements zum Nachfrageumfeld, profitieren die Aktien von Fastenal von den Quartalszahlen. Abonniere den Podcast, um keine Folge zu verpassen! ____ Folge uns, um auf dem Laufenden zu bleiben: • Facebook: http://fal.cn/SQfacebook • Twitter: http://fal.cn/SQtwitter • LinkedIn: http://fal.cn/SQlinkedin • Instagram: http://fal.cn/SQInstagram

Exklusives Angebot für unsere Hörer: Testet Handelsblatt Premium 6 Wochen für 1 € und bleibt zu den Entwicklungen an den Finanz- und Aktienmärkten informiert. Mehr zum Sommerspecial: www.handelsblatt.com/sommer24 * Exklusiver CLARK Deal ➡️ https://www.clark.de/landing/social/wallstreet74/ Lade zwei bestehende Versicherungen hoch und erhalte einen 30€ Gutschein! +++ Alle Rabattcodes und Infos zu unseren Werbepartnern findet ihr hier: https://linktr.ee/wallstreet_podcast +++ Ein Podcast - featured by Handelsblatt Die Marktlage bleibt angeschlagen, mit den Erzeugerpreisen auf breiter Front über den Zielen des Marktes. Die meisten Quartalszahlen fallen zudem uneinheitlich bis teils enttäuschend aus. Während die Aktien der Citigroup und Bank of New York von den Ergebnissen profitieren, stehen die Aktien von J.P. Morgan und Wells Fargo unter Druck. Trotz der kritischen Kommentare des Managements zum Nachfrageumfeld, profitieren die Aktien von Fastenal von den Quartalszahlen. *Werbung

Rafael Damborenea, profesor de finanzas en Eude Business School, destaca los valores protagonistas del otro lado del Atlántico: Constellation Brands, Fastenal, Regeneron Pharmaceuticals y banca estadounidense.

In einer Welt, in der Anleger unermüdlich nach Wegen suchen, um ihr Portfolio zu maximieren, erscheint die Jagd nach Aktien mit hoher Dividende auf den ersten Blick als goldener Gral der Investition. Doch die Realität ist oft komplexer, und die Faszination für hohe Ausschüttungen kann trügerisch sein. In diesem Podcast entwirren wir das Knäuel um Dividendeninvestitionen und beleuchten, warum eine hohe Dividendenrendite nicht immer das verspricht, was sie zu bieten scheint. Mit einem kritischen Blick auf Unternehmen wie Altria, British American Tobacco, Home Depot, Fastenal, Rio Tinto und Bayer, untersuchen wir die unterschiedlichen Dynamiken hinter hohen Dividendenausschüttungen. Wir erkunden die feinen Unterschiede zwischen stagnierenden Firmen, deren hohe Dividenden möglicherweise ein Rauchschleier für fundamentale Schwächen sind, zyklischen Unternehmen, die in guten Zeiten glänzen und in schlechten straucheln, und jenen, die sich hohe Ausschüttungen eigentlich nicht leisten können. Doch es gibt eine Alternative: Unternehmen, die nicht nur eine attraktive Dividende bieten, sondern auch das Potenzial für signifikantes Dividenden- und Gesamtwachstum aufweisen. Diese Unternehmen verstehen es, Wert zu schaffen und zu teilen, und repräsentieren die Art von Investitionen, die wir in einem diversifizierten, zukunftsorientierten Portfolio suchen sollten. // Inhaltsverzeichnis: //00:00 Intro01:53 Beispiel: BAT04:36 Beispiel: Altria06:20 Dividendensenkung am Beispiel Bayer07:53 Beispiel: Rio Tinto10:19 Höheres Wachstum11:18 Beispiel: Fastenal12:30 Beispiel: Home Depot14:12 Danke fürs Einschalten *Social Media*

Not many leaders can say they've been at the same company for 30 years and been an active Rebooter of the organization along the way—taking it from a small town supplier to a global market leader. Dan Florness can. As President and CEO of Fastenal, a Fortune 500 leader in sectors from industrial supplies, logistics and consulting services to manufacturing, construction, and state and local government sectors, Dan and his teams have grown the company to 3,400 locations in 25 countries with 23,000 "can do - entrepreneurial" employees who delivered over $7B in revenue last year. Dan shares his simple insights and stories on how to Reboot a small nuts and bolts supplier into a Fortune 500 leader, on this episode of The Reboot Chronicles Show. --- Send in a voice message: https://podcasters.spotify.com/pod/show/rebootchronicles/message

All three parts of John Gunderson's November series on Fastenal's "big pivot" — which examined the distributor's decade-long transformation from a distributor dependent upon nationwide branches to one that emphasizes embedded customer service — ended up in MDM's 10 most-read free blogs of 2023. That makes it well worth further discussion. So, we invited Gunderson onto the Podcast for an even deeper dive on Fastenal and what's led to its current state of success.

Fastenal's Q4 2023 earnings call, unedited

In der heutigen Folge von „Alles auf Aktien“ sprechen die Finanzjournalisten Daniel Eckert und Nando Sommerfeldt über die Folgen der tollen TSMC-Zahlen, die maue Birkenstock-Premiere und das Duell der Optimisten gegen die Pessimisten. Außerdem geht es um Saudi Aramco, Arm, ASML, Infineon, Nvidia, AMD, Coinbase, Fastenal, Microsoft, Berkshire Hathaway, Alphabet, Coca-Cola, Anheuser Busch InBev, Sanfran, Apple, Assa Abloy, Bank of New York Mellon und Wells Fargo, VanEck Morningstar US Sustainable Wide Moat ETF (WKN: A12CCN); VanEck Morningstar Global Wide Moat UCITS ETF (WKN: A2P6EP), VanEck Morningstar US Wide Moat ETF, (ISIN: IE0007I99HX7) und VanEck Morningstar US SMID Moat ETF (ISIN: IE000SBU19F7). Wir freuen uns an Feedback über aaa@welt.de. Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hier findet ihr alle AAA-Bonus-Episoden bei WELT – dazu den AAA-Newsletter und noch weitere WELTplus-Inhalte: https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Außerdem bei WELT: Im werktäglichen Podcast „Das bringt der Tag“ geben wir Ihnen im Gespräch mit WELT-Experten die wichtigsten Hintergrundinformationen zu einem politischen Top-Thema des Tages. Mehr auf welt.de/kickoff und überall, wo es Podcasts gibt. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte! https://linktr.ee/alles_auf_aktien Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

Ben and Tom discuss interest rates, the recent retail sales data, the likelihood of near-term rate cuts, earnings from TSMC, Fastenal, Richemont, Humana, Discover Financial, and a note on the Apple watch. For information on how to join the Zoom calls live each morning at 8:30 EST, visit https://www.narwhalcapital.com/blog/daily-market-briefingsPlease see disclosures:https://www.narwhalcapital.com/disclosure

Celso Otero, gestor de fondos de Renta4, analiza la actualidad de Fastenal, Meta, Kinder Morgan, Goodyear y PPG Industries.

I episode 29 tar vi for oss temaet eksepsjonell ledelse. Vi hører ofte at eksepsjonell ledelse kan føre til god avkastning. Men hvordan finner man god ledelse som kan prestere eksepsjonelt over tid? Vi kjører debatt og ser på enkeltcaser, blant annet Broadcom, Atlas Copco, Fastenal osv. Vi har bestemt oss for å holde podcasten reklamefri. Både for å gi dere lyttere best lytteropplevelse, og samtidig slik at vi kan bevare vår uavhengighet som vi verdsetter veldig høyt. Ønsker du å støtte podcasten? Vi har åpnet en patroen som er helt frivillig for de som ønsker å støtte innsatsen vi legger ned i podcasten. Patroen: https://www.patreon.com/StockUp831 Discord: https://discord.gg/CsxNmyXGbE

This week's episode begins with a dive into Avon Protection's recent figures with our deputy news editor Michael Fahy. To say the numbers were positive might be a stretch, but things could certainly be worse for the respiratory protection equipment specialist. As there have been many changes at the company in recent years and now activist investors are agitating for a sale, how should investors see the business?Our economics writer, Hermione Taylor, then guides listeners through some of the big changes announced in the 2023 Autumn Statement. The OBR believes the tax change for businesses could increase investment by £14bn over the next five years. But what about the cut to National Insurance? How much will it actually help households? Julian Hofmann also discusses the pension reforms and ponders what it could mean for pension consolidation business PensionBee. It's then onto our lead feature this week, which shines a light on four quality US companies, as highlighted by our US High Quality Large Caps screen. We focus in on the qualities of tool supplier Fastenal, its ‘Blue Team' culture, and discuss the attractiveness of its current valuation. Hosted on Acast. See acast.com/privacy for more information.

In this series, John Dues and host Andrew Stotz discuss principles that educational systems leaders can use to guide their transformation work. This episode covers principles 4 and 5: maximize high-quality learning and work continually on the system. 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'm continuing my discussion with John Dues, who is part of the new generation of educators striving to apply Dr. Deming's principles to unleash student joy in learning. Today is episode 12, and we're continuing our discussion about the shift from management myths to principles for the transformation of schools' systems. John, take it away.   0:00:34.4 John Dues: Andrew, it's good to be back. Yeah, like you said, we've sort of turned to this set of principles that can be used by educational systems leaders to guide their transformation work. Two episodes ago, we sort of kicked off the principles, gave a little bit of an introduction. We talked about principle one, which is create constancy of purpose. And then the last time we talked, we kind of broke down two principles. Principle two was adopt the new philosophy, and principle three was, cease dependence on inspection to achieve quality. So in this episode, I was gonna sort of take on the next two, the fourth and fifth principles. So the fourth principle is, maximize high quality learning. And the fifth principle is, work continually on the system.   0:01:28.6 JD: So I thought we'd sort of kick things off with principle four, that idea around maximize high quality learning. And I think sort of... If I was gonna capture that principle in just a couple sentences, I would say, you wanna maximize high quality learning and minimize total cost of education by improving the relationship with educational institutions from which students come and to which they matriculate. So, we're thinking about a single source of students coming into a system, such as an elementary school student moving into a middle school, and seeing that as an opportunity to build a long term relationship of loyalty and trust. So that's sort of the overarching idea. And I think if you sort of look at this principle through the lens of United Schools Network, where I work in Columbus, Ohio, I think that's sort of a helpful lens. And when you think about our origin story, we started as a single middle school serving a few east side neighborhoods, near downtown Columbus. And I was the founding principal, school director of that particular campus.   0:02:55.3 JD: And at the time, we decided we were gonna open a middle school, 'cause this is the point often in a student's educational career where they fall so far behind, they often then drop out of school altogether just a few years later. So we wanted to get them in middle school. So, before we were this sort of network of schools in the school system, we were this one school that grew from serving just sixth grade over the first few years to sixth through eighth grade, right. And when you looked at these east side neighborhoods where we were located, there were 15 or so elementary schools from the city school system that formed this sort of de facto feeder pattern into our middle school. Most of those schools were performing in the bottom 5% of schools in the state. Which means when those students then matriculated to our middle school, they typically did so in... The typical kid was at least two, but more often three and even four grade levels below where they should be when they enrolled with us in 6th grade.   0:04:18.1 JD: And, while I didn't have this Deming lens at the time, I did sort of approach things from a process standpoint, from a system standpoint. But, as the middle school principal, I'm thinking about sort of all that entails to run a school and a new school at that, so we're doing all the things that come with a startup. There was no way for me to run around and form relationships with the 15 principals leading those elementary schools from which our students were primarily coming from.   0:04:54.0 JD: And so when we had this opportunity to grow from one school into a network that's now four schools, we elected to grow down into elementary schools. The point in doing so was to move towards this sort of single supplier relationship, that Dr. Deming outlined in his point four. And so now, we have two middle school principals, two elementary schools in our network, and they can work together on a whole host of sort of quality characteristics, like vertically planning curriculum across that K to eight pipeline. And, we were middle schools first and then elementary schools, so while we're getting some of our students from our own elementary schools we're also still getting students from other non-USN schools, non-USN elementary schools, but we're sort of increasingly moving toward that single supplier model. And I think that coordination is one of the ways that we can then maximize high quality learning, and the great thing about this is that we then minimize the total cost of education.   0:06:14.6 JD: And I think this is one of the important paradoxes of Dr. Deming's work, in that, as quality goes up, price goes down. Which that's sort of the opposite of what a lot of people think. In the case of schools, what we're talking about in terms of minimizing cost, a lot of that has to do with less remediation of students as they sort of increasingly come from those USN elementary schools and they're not as typically far behind when they arrive to our middle schools as they were previously.   0:06:54.1 AS: And for our international listeners, and also just for a refresher for myself. Is middle school what we... I used to call it junior high, I think I called it. But what is middle school and elementary as far as your grades and ages?   0:07:09.7 JD: Yeah, that's a good question. Middle school is six through eight for us. So sixth, seventh, and eighth grade. And then our elementary schools are kindergarten through fifth grade.   0:07:19.4 AS: Got it.   0:07:23.1 JD: There's also this sort of... I think when Deming wrote his point four, his version said, "End the practice of awarding business on the basis of price tag. Instead, minimize total cost, move toward a single supplier for any one item on a long-term relationship of loyalty and trust." So I sort of translated Deming's framing to one that applies directly to students as they move through that K-12 pipeline. However, there's also this second component to this principle that's more sort of directly analogous to Deming's point, and it's definitely applicable to the business side of running schools. And this is the idea of ceasing dependence on price tag alone when we're selecting curriculum or technology or supplies or any number of goods and services that school systems regularly buy. I think the main ideas here, is to understand that difference between the lowest bidder and the lowest qualified bidder. And I think one of the things that Deming pointed out on this side of things was that basically price has no meaning without a measure of quality being purchased, including that after sale service. So I think that's a key point as well.   0:08:44.7 AS: When did you guys open the elementary schools?   0:08:48.6 JD: Yeah, so it sort of unfolded over time. So the first middle school opened in 2008.   0:08:55.2 AS: Right.   0:08:55.3 JD: Second middle school 2012. And then we moved toward elementaries in 2014 and 2017. But a key thing here is, when we open new schools, we sort of have a slow growth model where we typically open with just a single grade level. So they can sort of put systems and processes in place, hire staff, recruit students, that type of thing. And so it took about five years before those elementary schools were mature enough that they were actually feeding to the middle schools.   0:09:32.1 AS: So let's say 2020, 2019-'20 and then onwards, you're starting to get the students from the elementary schools, was there a significant difference? How would you describe the difference in what you received, from your elementary school versus... In other words, did it deliver on what you had hoped?   0:09:56.8 JD: Yeah, I think we have work to do there. But for the typical student that's coming from our elementary schools, one, they're very familiar with our routines, our procedures, our sort of school culture, the way that the school's run. A lot of those students often have older siblings that are either in our middle school or had been in our middle school and are now alumni. And then academically we see a difference as well, especially for those students that started early in elementary, like in K-1, 'cause we take kids at all grade levels. But for those kids that started K-1 and went all the way through our system and are enrolling now six years later or seven years later in sixth grade with us, the difference is stark. Both from a sort of student traits and responsibilities and sort of student academic side of things.   0:10:52.0 AS: And how does that changing... Ultimately what I think about... Toyota is a good example. And in Thailand here, Toyota has a huge manufacturing base. And part of what's so critical to that manufacturing base is all the supplier relationships that come with that. So they're surrounded by their suppliers and they've built great relationships with those suppliers. In a sense, you just happen to own that supplier in this case, but whether you're owning the supplier or whether a listener or a viewer is saying, "Okay, I need to build a better relationship with the suppliers that I have." The question I have in your case is, how did that change the final result at the end of middle school? 'Cause ultimately what you're trying to do is get your final output of your system to be better over time. I'm just curious, how has that reflected in what comes out?   0:11:48.8 JD: Yeah, I think it has a dramatic impact because so much of education and what a student is ultimately gonna do, is sort of... I don't wanna say determined, maybe a little bit too strong of a word, but maybe not too far off, by that sort of early education foundation. Specifically, did you learn to read proficiently. And when students were coming to us in middle school without that foundation in reading, it makes it really, really hard now that when you get to a point in your schooling career where things have shifted from being sort of learning how to read to, you are reading as a part of the learning process. And we did some intensive interventions before we had elementary schools to try to catch kids up, especially on that reading front. And those are really hard sort of interventions to sort of put in place when a kid is 12 or 13-years-old when they're getting those interventions. Not to say that they can't help, but the older the student is, the farther they've gone in their educational career, the harder that is.   0:13:02.5 AS: And I guess the majority of public educators are dealing with that all the time. People popping into their district and all of a sudden... Coming from many different sources and all of that.   0:13:16.1 JD: Yeah. Yep. And in some places that's more than others. That sort of coming and going tends to be associated with certain conditions in which the school sits and the community in which the school sits, where there's higher poverty rates, there's more movement. So one stat that jumps to mind on this front, in Columbus City schools, which is where our kids would have gone had they not come to us, were geographically within that district's boundaries. In any given year, 30%, nearly one out of three kids changes school buildings during the year, which is just an overwhelming number, an overwhelming amount of transition. That's just within a year, that's not even across multiple years. And so that's why this sort of single supplier [laughter] relationship is so important, because we're trying to push back in an opposite direction.   0:14:23.1 AS: And is there ever a chance that you could have all of your students come from your elementary program? Or is that unrealistic or is that happening or can happen?   0:14:35.5 JD: Well, right now it really can't happen, and that's mostly due to the size of our building. So in our elementary schools, there is basically two homerooms per grade level. So there is two fifth grade classrooms, let's say. But in our middle schools, there is at least typically three homerooms in 6th grade. So no matter what, right now, about a third of the kids would be new in a typical school year.   0:15:07.2 AS: So capacity matching?   0:15:09.2 JD: Yep, capacity matching. Yep.   0:15:11.6 AS: Okay.   0:15:12.1 JD: That's right. That's right.   0:15:13.2 AS: That's a great explanation of the methodology you're using. There's people who are public school teachers that may be listening to this and going, "Oh come on, I can't do that." Well, yeah, you're gonna have different challenges and limits, but you can start to build those relationships with the schools that are bringing students to you and trying to do the best that you can with that. Because we know that... What Dr. Deming taught was that fixing things at the beginning of the process is the way to do it. Because if you're trying to solve the problem at the middle or the end of the process, it just grows exponentially more complex, difficult, more costly. And that's the reason why a high quality means low cost. Wait, what? Yep.   0:16:01.0 JD: Yeah. And some public schools do this really well, and they, for all intents and purposes, already have this set up. But sometimes I've seen even in places like a smaller school district that maybe just has one elementary and one middle - high school building. I've been to a place where I have heard people say, "I never even thought about leaving our building and going to see what they're doing in the high school." And part of it I get, you're a teacher, you're kind of stuck in your classroom, it has to be facilitated for you to have a sub or whatever, but it's not an overwhelming barrier. And I think it's a very valuable exercise to have some of that cross movement between buildings. And I don't think it's actually that hard to do. And the good thing is, in most school districts there's geographic proximity, so that's not a barrier. But someone has to say, "This is important and we are gonna do this."   0:16:58.1 AS: I think it reminds me of my discussions with Bill Bellows, where we were talking about... Also on the podcast, and trying to talk about the idea of thinking beyond specification and thinking beyond... And asking the question, "How is this product or service being used by the next part of the process?"   0:17:18.4 JD: Yeah. Right.   0:17:19.0 AS: And looking forward, you find that even if you think that you're doing really well, you all of a sudden find that there is a huge amount of opportunity to improve in just that one step forward in the process. All right. Well, does that bring us to work continuously on the system?   0:17:39.0 JD: Yeah, I would just say, the takeaway here for me is developing those partnerships with suppliers. Whether it's on that sort of K-12 pipeline side, or if it's more like Deming's version of point four, where you're actually making purchases for the school system. And I think... A change in thinking for me was that the suppliers are a part of your system. Whether they're internal or external to the governance structure of your school system or your business, the suppliers are actually a part of the system. And thinking about them that way is really important. And I think both those approaches are keys to helping maximize high quality learning and then minimizing that total cost. And when I actually started to think about that, even though we didn't, again, think about it through this Deming lens early on, we have a number of vendors that sort of operate like that. Our IT vendor, our food services vendor, have been with us since day one in 2008 when we started.   0:18:42.0 JD: And you'll see their employees doing things here almost like they work here. They almost feel like an employee. So at least in certain cases, we've been able to develop those types of relationships on sort of more on the Deming business side of things as well, and I think that's just as important.   0:19:00.8 AS: There is an interesting business in the US that is a model for that. And that is... So, to talk about business aspect, a company called Fastenal, that makes fasteners and many different things that companies need. But they changed their business model many years ago to basically, rather than having a warehouse and distribution, and you order from the warehouse and all that, they actually set... They go into your factory, and they take over your whole inventory, and they run your whole inventory department.   0:19:30.6 JD: Interesting.   0:19:30.7 AS: And the benefit for you is that you don't own the inventory anymore. So you could have a million dollars in inventory in your factory, and all of a sudden that all goes onto their books.   0:19:39.4 JD: Wow.   0:19:40.2 AS: And the second benefit is that, you only have the cost of that inventory at the moment that you take it out of their system, and then put it into the operation that you're doing.   0:19:50.8 JD: Interesting.   0:19:51.2 AS: And that is this relationship, this super close relationship of that supplier actually working at your facility. And it's amazing.   0:20:05.0 JD: Yeah. This shift a little bit from antagonistic. "I'm trying to get the lowest price out of my suppliers" to, "Wait a second, I need to get the highest quality at a fair price, and I'm gonna work with you on an ongoing basis to make sure whatever I'm buying from you on an ongoing basis is high quality as it comes into my system." That's a much better way to operate than the sort of the antagonistic feel.   0:20:31.3 JD: Yeah, so I think that's a good transition point from principle four to five. So principle five is, work continually on the system. So as I was gonna sort of sum up this principle in just a couple of sentences, I'd say this one is improve constantly and forever the system of planning, teaching, learning and service to improve every process and activity in the organization, and to improve quality and productivity. It is management's obligation to work continually on the system, whether that's school design, curriculum, incoming supplies and materials, technology, supervision, training, retraining, whatever that thing is.   0:21:13.0 JD: And if you think back to when we talked about principle one, principle one and principle five are very similar, and that they both talk about improvement of the system and processes over the long-term. The distinction would be that, principle one is talking about constancy of purpose, the aim of the organization, and this in turn facilitates this principle, principle five, continual improvement of systems and processes. Sort of a key idea that you mentioned I think even in this talk is that, we have to keep in front of mind that quality must be built in at that planning and design stage of work. And I think that a lot of times in the education sector, we see teachers blamed for a lot of things that they have very little control over often.   0:22:10.1 JD: And I think one example as I was thinking of examples was when a school system selects a curriculum, they often select a curriculum for the entire system, but we don't often consider the downstream effects on teacher lessons and in turn student learning. How many teachers have had the opportunity to select their district's curriculum? That's a number probably close to zero. But there are sort of many I think components of the education system that are analogous. And I think the same is true in other sectors as well, and I think that's why Deming really harped on this idea that it's management's obligation to continually improve the system, because they're making many of these decisions that then have these downstream effects on the frontline workers, be it teachers in a school or nurses in a hospital or line workers in a production facility. And this... Oh, sorry, go ahead.   0:23:27.7 AS: I was just gonna say that I was recently teaching an ethics class at a university in Cambodia called CamED, run by a guy named Casey Barnett. And he is an American guy who started it on his own, funded it on his own, and for decades now has built this university, and he's built it around his principles and he sources his students his way. He has great relationships with... He's teaching accounting, finance, business, which is the practical things needed in a developing economy or economy that's really growing like Cambodia. But it's just that what I saw was the constancy of purpose when I went through the whole university, and then I got to know more of the students and they've attended some of my valuation masterclass course and stuff online. And then I'm just like, "Ah, that constancy of purpose, and the constancy of management gives the ability to continually improve." And that without that, with constant turnover in leadership, it's so hard.   0:24:40.3 JD: Yeah, and management is hard, leadership is hard. I think schools are facing some challenging times right now, because... And this is true in any sector, but if you're a leader or you're in management, you have to deal with these day-to-day issues of the organization, then also sort of keep your organization moving towards continual improvement. You have to put out these fires, like Dr. Deming would often say, putting out fires does nothing to actually improve your system. I think sort of the way he would frame it is that, you know detection and removal of a special cause does not improve a process at best. Fighting fires, i.e., detecting special causes, just... It's important, 'cause it does return that process back to its previous state, but that state is not where you want it to be necessarily.   0:25:48.8 AS: Smoldering.   0:25:49.9 JD: Smoldering, yeah. And where I heard this, it was sort of stated in a great book on Deming's work called The Deming Dimension by Henry Neve, who I'm sure a lot of listeners know. He said, "This means that systems leaders must strive to make unstable processes stable, and to make stable but incapable processes capable, and to make capable processes ever more capable." So you sort of start to break that down, you can start to see why being in management, why being a leader is not an easy task.   0:26:27.4 AS: One of the questions I...   0:26:30.2 JD: Oh yeah, sorry, go ahead.   0:26:31.4 AS: Go ahead. Go ahead.   0:26:32.0 JD: No, I was just gonna say this idea of never ending improvement, depending on what your mindset is around that type of thing is, it can be daunting, even for the most stalwart of sort of continual improvers.   0:26:46.0 AS: Yeah. And that may determine where you position yourself within an organization, because if you're at the top, it's your responsibility to be focused on that and building the system, which can be a bit overwhelming for some people, and they say, "Look, I'm okay being in this spot, and I'll try to improve what I'm doing in the classroom, but I may not be able to be involved in how we're improving all the systems." I wanted to end this discussion on principle five with a little bit of hope and vision of what is potential. I think about my little case. I have my valuation masterclass bootcamp online. And I'm going into the eleventh one. Right now, we're in the 10th one. And I'm just doing it every 8 to 10 weeks and it's a six week program.   0:27:34.2 AS: I want repetition, I want to practice, I want to see how I can improve. And I've seen enormous improvements by just looking at the problems, solving them, going to the next level. And in bootcamp number 10, basically, the students are valuing the same companies over the last couple of bootcamps. A company called Taiwan Semiconductor Manufacturing Company, and then in Toyota. And so they're in groups, and they're valuing those two companies. And I was really hesitant to show them the progress of the prior students, 'cause I didn't want them to copy from there. But I've now incorporated that in the bootcamp, halfway through to say, "Alright, here's the bar. This is the minimum. This is what the last group did using all the tools that we gave them. Now, your job is to take this to the next level." And yesterday, a student posted something on LinkedIn, and that was an absolutely comprehensive takeaways of the stuff that he's been learning and applying. And it's like, it worked. It inspired them to say, we gotta go to the next level. And I just want to hear from you about when you work continually on the system, what are some of the transformations and other things that you've seen, and what's some hope for the people who are struggling in a system that needs help?   0:28:57.5 JD: Yeah, that's a really good frame. I don't know if it'll get to that level, but I think, you know, as I've sort of built my sort of Deming knowledge base and spread that here internally where I work, I think I would go back to those two tools that I talked about repeatedly. The run chart or process behavior chart, and the Plan-Do-Study-Act cycle. And why I'm saying that is because right now, internally, we are running one, two, three, four, at least four PDSAs concurrently right now with different teams. And people are starting to see the power of this, especially in areas where performance was struggling a bit. We put PDSAs in action just to take small steps to try to improve our system. And what's happening, whether we're running that PDSA, some of these are running for a week at a time. Some of them are running for up to three weeks at a time, depending on which area you're talking about.   0:30:02.0 JD: But what's happening is we get to that Act to decide what we're gonna do next. For example, we had to make a purchasing decision where we have, talent is a struggle right now in education. We had a platform that we were trialing for 10 days, the free version. And then we have to decide, are we gonna pay for this? And with the PDSA, you get to that Act, you looked at what happened over the weeks, you did the measures of the things that you thought were important, and that decision just jumps off the page. And so these things that people used to go back and forth about, do we do this, do we not? How do we know if this is effective?   0:30:44.4 JD: Now we have this structure that makes this decision, just like I said, leap off the page in terms of its obviousness, and the direction that we're gonna go. What are we gonna do? Are we gonna buy this thing? Are we gonna spend the money? Are we gonna put resources towards this? Both in terms of the money it costs to purchase in this case, plus the human resources that it's gonna take to manage this platform? And in this case, the answer was yes. And that's all because of the power of this way of thinking. It wasn't about holding people accountable, it was about designing a good PDSA, running it, gathering the data that was important to us, and then evaluating that together and then making the decision. And so I think once people try that a few times, they'll both sort of see how clear the decision making process can come.   0:31:36.2 JD: It doesn't mean all the decisions are gonna be easy, but it clarifies decisions. It gets you working together, and planning something that's important to you as an organization and as a team, you get to see how people think things are gonna end up 'cause they predict as a part of that Plan section. And then once people get comfortable with that tool, they start owning it, they start running their own PDSAs, and they come to you and they say, "Oh my gosh, look at this, look what happened, look what I discovered. I didn't know this was gonna happen. I'm gonna keep doing this. Can I go do this over here?" "Yeah, let's set up a plan for that." And so people start to get excited, because they build this momentum with this tool. And then you pair that with a way of thinking that Deming's philosophy gives you, and your organization just starts to operate in a completely new way. And it's this sort of combination of the tools which are important, but most importantly, this way of thinking that goes with the tools.   0:32:39.2 AS: Well, let me wrap up our discussion. We're talking about principles for transformation of school systems. And today, we talked about principle four and principle five, and that is principle four, maximize high quality learning, minimize total costs. And we spent a lot of time talking about the importance of working with your suppliers, the inputs into your system. And the deeper you can build those relationships and connections with them, the better opportunities you have to improve the quality of what you're doing, and to reduce the cost of what you're doing. And principle number five, the second thing we talked about was the idea of work continually on the system. You are operating within a system, we can see there's suppliers, there's also customers that you're supplying. Ultimately, what we're talking about is planning, teaching, learning, service, those types of things are all defined as the system of what you're doing.   0:33:43.3 AS: And I think that you made the point that ultimately, that's management's job, and it has to be done by management because it has a lot of downstream effects, as Deming has taught us that ultimately the output, the majority of the output of any system is really based on what the system's capabilities are. And so your job in management is to try to improve those system capability. And maybe a teacher may find that a bit overwhelming, but that's okay, that can be brought down to a small scale maybe in a classroom. Is there anything else you'd add to that?   0:34:16.4 JD: Yeah, I think just overarching is that we're replacing those management myths with these sound guiding principles. And that, we're kind of going through 'em, either one or two at a time, these episodes, but they are sort of a mutually supporting network of principles. And so, while we may learn these piecemeal, we wanna put 'em all together, 'cause it's really that's where the power comes from is when all of these principles are working together rather than in isolation.   0:34:45.5 AS: Well, John, on behalf of everyone at the Deming Institute, I wanna thank you again for this discussion. For listeners, remember to go to deming.org to continue your journey. You can find John's book Win-Win, Dr. W Edwards Deming, the System of Profound Knowledge and the Science of Improving Schools on amazon.com. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming. "People are entitled to joy in work."

In this video, we'll perform a FAST stock analysis and figure out what Fastenal company looks like based on the numbers. Right now, Fastenal pays a 2.44% dividend yield. We'll also try to figure out what a reasonable fair intrinsic value is for Fastenal. And answer is Fastenal one of the best stocks to buy at the current price? Find out in the video above! Global Value's Fastenal stock analysis. Check out Seeking Alpha Premium and score an annual plan for just $119. Plus all funds from affiliate referrals go directly towards supporting the channel! Affiliate link - https://www.sahg6dtr.com/H4BHRJ/R74QP/ If you'd like to try Sharesight, please use my referral link to support the channel! https://www.sharesight.com/globalvalue (remember you get 4 months free if you sign up for an annual subscription!) Fastenal ($FAST) | Fastenal Stock Value Analysis | Fastenal Stock Dividend Analysis | FAST Dividend Analysis | $FAST Dividend Analysis | Fastenal Intrinsic Value | FAST Intrinsic Value | $FAST Intrinsic Value | Fastenal Company Intrinsic Value | Fastenal Discounted Cash Flow Model | S&P Global Inc DCF Analysis | FAST Discounted Cash Flow Analysis | FAST DCF Model #Fastenal #Fastenalstock #FAST #FASTstock #stockmarket #dividend #stocks #investing #valueinvesting #finance (Recorded May 5, 2023) ❖ MUSIC ❖ ♪ "Lift" Artist: Andy Hu License: Creative Commons Attribution 3.0 ➢ https://creativecommons.org/licenses/by/3.0/legalcode ➢ https://www.youtube.com/watch?v=sQCuf...

Diego Morín, analista de IG, cree que la volatilidad en las Bolsas va a ir en aumento en las próximas semanas. "Venimos de un mercado muy lateral y tenemos muchos frentes abiertos, por lo que la volatalidad se va a ir incrementando", ha explicado Morín en el consultorio de Bolsa de Capital Intereconomía. Entre esos frentes abiertos se ha referido a que Alemania está ya en recesión técnica y "el circo de la negoción del techo de deuda en EEUU no se va a resolver pronto". "No soy optimista" Morín cree que toca "abrocharse los cinturones" ya que vamos a ver "movimientos más brusco". "No soy muy optimista con la renta variable", ha dicho. Como aspecto positivo destaca que "las Bolsas no han perdido todavía soportes importantes". En el caso del Ibex 35 cree que los 9.000 puntos son un nivel "clave". Además el analista de IG ha analizado el aspecto técnico de valores como Uniper, Santander, Unicaja, Polestar, Airtificial, Amadeus, Inditex, Cellnex, Continental, Fastenal, Applied Materials, Lam Research, Palantir, Corsair, Ehang, Fluidra, Viscofan y Caixabank.

IG y GPM en el Consultorio de Bolsa analizan la jornada bursátil y los valores nacionales e internacionales que nos plantean los oyentes. Nos acompañan Sergio Ávila, analista de IG España, y Javier Lorenzo, Gestor del fondo de inversión GPM Asignación Táctica y Director de la escuela Jlorenzotrading. Sergio Ávila, analista de IG España, señala que la indefinición de los mercados está sujeta al desenlace de las negociaciones con el techo de deuda en Estados Unidos. “Mientras que la negociación del techo de deuda siga estando encima de la mesa, los inversores creo que se van a mover poco, no van a tomar muchas decisiones al respecto.” Por su parte, Javier Lorenzo ve al mercado “muy tranquilo y muy parado”. El gestor de GPM señala que tendría miedo a una caída brusca del mercado si viéramos al índice de volatilidad VIX disparado, que no es el caso. “De momento paciencia... Es uno de los momentos más claros en los que yo creo que no hay que hacer nada”. Asimismo, Lorenzo asegura que según se resuelva la incertidumbre en torno a las políticas monetarias de los bancos centrales, el mercado tomará posiciones. En el Consultorio de Bolsa con IG y GPM, los expertos analizan los siguientes valores de la bolsa española: Acciona Energía, Gestamp Automoción, Talgo, CAF, Inditex, Ferrovial, Bankinter, Grifols y Airtificial Intelligence Structures, entre otros. En cuanto a valores internacionales, comentamos soportes y resistencias de Qualcomm, Academy Sports Outdoor y Barrick Gold La Pizarra: Applied Materials y Fastenal En la Pizarra del Consultorio de Cierre de Mercados, Sergio Ávila apunta Fastenal, compañía que opera en la industria de logística, fabricación y cadena de suministro. La Pizarra de Javier Lorenzo: Applied Materials, la empresa de herramientas para fabricar chips. Los oyentes pueden mandarnos WhatsApp al teléfono 609 22 47 16. Si prefieren hablar directamente con los analistas y comentarles sus dudas, pueden contactarles en el número de teléfono 91 533 18 51.

José María Lerma, analista independiente, cree que "el mercado tiene toda la pinta de seguir subiendo" y que el próximo objetivo del Ibex 35 "son los 9.500 puntos". Además durante el consultorio de Bolsa de Capital Intereconomía ha explicado que "aún hay que estar en bancos porque todavía les queda recorrido" y en compañías como Telefónica, Enagás, Iberdrola o Inditex. También ha analizado el aspecto técnico de valores como Repsol, Nvidia, Vocento, Prosegur, Prosegur Cash, Hellofresh, ASML Holding, Infineon, STMicroelectronic, Arcelormittal, Fastenal, BBVA, Sabadell, Bankinter, Caixabank, Adidas y ACS.

Meet Staci, the Entrepreneur Changing the World with Inventions, Philanthropy, and Empowerment EP_149 Staci is a life long entrepreneur having had 5 businesses over the last 20 years.  She  joined the ranks of product & invention development as the Co-Founder of Save Phace in 2004. Since that time she has been intricately involved in launching numerous new products into the marketplace through retailers like Bass Pro Shops, Grainger, O'Reilly Auto Parts, Fastenal, MSC and numerous other retailers across the US and in several other countries.  She has had an intellectual property portfolio of up to 16 US and 11 International Patents and numerous Trademarks.  In addition to being an entrepreneur, Staci is also dedicated to making the world a better place. She is the founder of a philanthropic incubator, Partnership Platform, which helps launch and scale socially minded businesses and entrepreneurs.  Her mission in life is to help solve social issues with the power and sustainability of business.  Staci holds a vision for a new world - one that is kinder and where the people are more connected. Our society's trajectory of social issues is not sustainable. We are seeing mental illness in children as young as 5 years old which we have never seen before. Addiction, anxiety and depression are all on the rise. Our people are suffering and we need big change in order to correct these symptoms of an unbalanced and disconnected society.  Staci believes firmly that we can solve mental illness, addiction and anxiety disorders through connection & community, supporting all of the members of our society. It is with this vision that IP2Market was born.  IP2Market's ultimate vision will include a manufacturing plant that offers an onsite daycare for the team member's children, a commercial kitchen to provide meals for all the employees, and ongoing coaching and support for each person on the team, providing relief from the unreasonable stress that our current society puts on single parents. Allowing them to put more energy into nurturing and growing healthy children.    Staci is also a business mastermind facilitator and teacher with her company CEO Essentials, a community for female  entrepreneurs, with an emphasis on empowering and uplifting female business owners to reach their potential for greatness. History has shown that as women thrive, their families thrive and their communities thrive. When their families thrive, our next generation is made better exponentially. Staci is a firm believer that if you want to change the world, empower the women to thrive and the world will change organically.  In her spare time, she serves on multiple charity boards in her community, mentors at risk youth and loves to hang out with her 2 teenage daughters who keep her very busy.   ​

“Growth through customer service” is the motto of one of the world's largest industrial suppliers. We welcome Mike Weaver, Regional Operations Manager at Fastenal Company to discuss how that motto has aided and sustained Fastenal's growth + their current employment opportunities for drivers and warehouse personnel. transportationandlogistics.club/fastenaljobs Powered by Atlanta Dispatch LLC www.atlantadispatch.org transportationandlogistics.club https://books2read.com/u/4jqlzX https://linktr.ee/transportationandlogistics?utm_source=linktree_profile_share<sid=601f8834-e86c-4ff1-a555-2d9ff17f1735 #transportationandlogisticsclubhouse #freightbroker #hotshot #flatbed #dispatcher #boxtruck #logistics #opendeck #broker #freight #freightforwarding #carrier #trucking #supplychain #warehousing #storageyard #freightmanagement #Reefer #drayage #refrigeratedfreight #trucking #dedicatedfreight #dat #containers #chassis #networking Positive Hip-Hop by MaxKoMusic | https://maxkomusic.com/ Music promoted by https://www.chosic.com/free-music/all/ Creative Commons Attribution-ShareAlike 3.0 Unported (CC BY-SA 3.0) https://creativecommons.org/licenses/by-sa/3.0/

Claudia Laforme, Recruteuse régionale pour Fastenal, nous parle des postes à pourvoir au sein de son organisation. https:/https://www.fastenal.ca/fr Bonne écoute! Tu peux nous écouter sur les différentes plateformes de baladodiffusions. Tu peux aussi nous contacter au 819 561-7712 afin de prendre un rendez-vous et rencontrer un conseiller ou une conseillère. cjeo.qc.ca Le Carrefour jeunesse emploi de l'Outaouais (CJEO) est un organisme communautaire engagé auprès des personnes majoritairement âgées de 16 à 35 ans qui veulent cheminer vers l'emploi, les études, l'entrepreneuriat ou réaliser un projet d'avenir. Notre impact est déterminant pour améliorer leurs conditions de vie.

  Vidcast:  https://youtu.be/mepxRv-lF70   The CPSC and Generac Power Systems are recalling Generac, HomeLink, and DR 6500 Watt and 8000 Watt portable generators.  The handles on these units can pinch fingers against the generator frame causing finger crushes and amputations.  About 321,160 of these generators were sold in the US and about 4575 were sold in Canada at major home improvement and hardware stores nationwide and online, including Ace Hardware, Amazon, Blain's Farm & Fleet, City Electric Supply, Costco, Do it Best, Fastenal, Home Depot, Lowe's Stores, Napa Auto Parts, Northern Tool & Equipment, Orgill, Power Equipment Direct, Ravitsky Bros., True Value, and W.W. Grainger.  If you purchased one of these generators from July, 2021 to November, 2022, contact Generac at 1-844-242-3493 to check if your unit is recalled.  If so, make sure you insert a handle locking pin until you receive a free repair kit to position the handle away from the frame.   https://www.cpsc.gov/Recalls/2023/CPSC-Reannounces-Recall-of-Generac-Portable-Generators-Additional-Finger-Amputation-and-Crushing-Injury-Reported-New-Repair-Kit-Available   #generac #generator #handle #finger #crush #amputation #recall  

What does it take to work your way up from an entry-level position at a major organization to eventually becoming a leader in its marketing department? That's Brooke Mlsna's experience at Fastenal Company. Brooke joins us to talk about her inspirational rise through the ranks at the industrial supplies and solutions behemoth. Tune in to learn:About Fastenal Company (3:15) About Brooke's 14-year journey at Fastenal (8:50) Brooke's secret to maintaining her role as VP of Marketing (17:30)About a crucial moment in Brooke's marketing career (38:50) Mentions:Eric Tosi, Chief Marketing Officer at Foley Entertainment Group/Vegas Golden Knights“LinkedIn Launching Free Tool For B2B Professionals” (Search Engine Journal article by Matt G. Southern)Marketing Trends is brought to you by Salesforce Marketing Cloud. For more great marketing insights, sign up for The Marketing Moments newsletter. You'll get ideas to help you build better customer relationships, invites to upcoming events, and access to the latest industry research. Subscribe at https://sforce.co/MarketingMoments

Stratasys CEO Dr. Yoav Zeif (SSYS) tells us how the business of 3D printing is evolving.  Could smaller oil producers like Talos Energy (TALO) be preparing to drill more? Why home construction supplier Fastenal (FAST) is talking about deflationary pressures rather than inflation. Conagra Brands (CAG) hints that food inflation pressures may be peaking. The Drill Down with Cory Johnson offers a regular look at the business stories behind stocks on the move. Learn more about your ad choices. Visit megaphone.fm/adchoices

US stocks fell Wednesday. Plus, Fastenal posted a mixed report, Polestar doubled its vehicle deliveries, and Spirit delayed its shareholder meeting again.

US stocks fell Wednesday. Plus, Fastenal posted a mixed report, Polestar doubled its vehicle deliveries, and Spirit delayed its shareholder meeting again.

  Vidcast:  https://youtu.be/jfiDeQ8Auo8   The CPSC and Generac Power Systems announce the recall of  Generac Electric Start Pressure Washers.  The start/stop button on these units is defective and the gasoline engine may start when the unit is inside leading to carbon monoxide poisoning.  About 53,000 washers were sold in the US and 1750 were sold in Canada at home improvement and hardware stores and online sites including Ace Hardware, Amazon, City Electric Supply, Costco, Do It Best, eBay, Essendant, Fastenal, Home Depot, Lowe's Stores, Menard's, Orgill, Power Equipment Direct, Ravitsky Bros., Tractor Supply, True Value and Walmart.  Discontinue use of this pressure washer, remove the rechargeable battery, and contact Generac by phone at 1-855-625-2933 to arrange for a free replacement of the start/stop switch.     https://www.cpsc.gov/Recalls/2022/Generac-Power-Systems-Recalls-Generac-and-DR-Power-Electric-Start-Pressure-Washers-Due-to-Carbon-Monoxide-Hazard   #generac #powerwasher #ignitionswitch #carbonmonoxide #poisoning #recall  

Fastenal CEO Dan Florness and MDM Editor Mike Hockett chat from the company's recent Fastenal Expo about the company's considerable digital growth and how it's continued to find ways to become closer with its customers. We also touch on Fastenal's manufacturing capabilities, how the company is addressing labor and lessons learned from the pandemic. Sponsored by Epicor

Jake Levinson breaks down Fastenal's 1Q results, with the company posting 20% sales growth and a profit increase on increased demand. Despite the strong results, shares are lower following the report. Levinson discusses his hold rating and $52 price target, as distributors continue to prove a rare bright spot in the industrial sector.

Sam and Jacob interview Bellator Light Heavyweight contender, Ben "Big Tuna" Parrish. The team covers topics including Ben's Bellator debut, his job a Fastenal, the internet trolls, and much more.Follow us on Instagram and Twitter:https://www.instagram.com/wocmain/?hl=enhttps://twitter.com/WOCmainwww.winnersonlyclub.comYouTube: https://www.youtube.com/channel/UCexjXzDAxa8k1au_f3y080g

We have arrived at the first interview of The Eric Mueller Show! Allow me to introduce one of my idols, Mr. Bob Kierlin. Bob founded Fastenal Company in 1967 in Winona, Minnesota and has since built it into the largest fastener distributor in North America. Listen to him share insight through his experiences on starting a business, creating a powerful company culture and giving back to the community. I know that Bob's wisdom on what it takes to be successful will motivate you to chase your dreams! It most certainly has for me. --- Support this podcast: https://anchor.fm/ericmuellershow/support