Podcasts about Industrial management

Are you listening when God speaks? Are you going where He sends you? In this episode, Jeff and Terry discuss: Keeping in touch and maintaining lifetime friends.Seeing God's hand in the paths of our lives.Hearing God's voice and acting on our promises with Him.Business as a platform for faith.  Key Takeaways: If you listen and obey, everything God touches will turn to gold. It won't be through your power, it will be through Him.You don't need to be perfect. God will meet us where we are and work with who we are.God is the owner of everything - our time, our talent, and our treasures.Serve God and He will lead you where you need to go. Start with faith, act in obedience, and be amazed at where He takes you.  "Get into the habit of every day asking God for direction and obeying those instructions. Then watch what happens, because I'm telling you, everywhere He leads you will turn into gold." —  Terry Trayvick Episode References:When Dreams Are Disrupted: A Story of God's Faithfulness by Sandy Ramsey - https://www.amazon.com/When-Dreams-Are-Disrupted-Faithfulness-ebook/dp/B0D9DV4SGT About Terry Trayvick: Terry Trayvick is a seasoned business strategy and transformation leader with over 40 years of experience in the automotive, consumer goods, printing, housing, health care, food, and private funding industries. Terry has earned the respect of global leaders for his ability to align organizations to deliver exceptional results.Terry is the founder and leader of Level Five, LLC (a strategy and execution company focused on helping companies go from good to great) and 5th Level Capital (a private funding company focused on debt and equity investments in the real estate industry). He is co-owner, with his wife Sandy, of Trayvick Private Investments and Trayvick Model Homes. And Terry is co-owner, with his daughters, of Trayvick SFA (a company focused on building multi-family housing in the Dallas-Fort Worth Metroplex).Prior to becoming an entrepreneur, Terry spent 20 years in corporate America. In several executive positions.  Terry was the Global President of R.R. Donnelley Financial, a $1 billion business unit. Terry led a diverse team consisting of 5,000 people in 40 locations around the world and spearheaded a transformation that grew market share and improved profitability by $80MM in three years. Prior to the role of Global President, Terry was the Senior Vice President of Strategy for R.R. Donnelley's $5 billion Print Solutions Group. Earlier in his career, Terry held several executive finance positions at R.R. Donnelley, Sara Lee, and Procter and Gamble, and several operations roles at General Motors.Terry is Chairman of the board for Water.org, a board member of Emacx Systems, and Vice Chairman of the Board of Trustees for the 9000 member Christ Church in Montclair and Rockaway, New Jersey.  Terry's hobbies include playing golf, spending time with family and friends, traveling, and working out.  Terry grew up in Dayton, Ohio, lives in Montclair, NJ, has three adult children, and has been married to his wife, Sandy, for over 34 years. Terry has a B.S. in Industrial Management from the University of Cincinnati and an MBA in Finance and Marketing from Columbia Business School. Connect with Terry Trayvick:Website: https://www.5thlevelcapital.com/  Connect with Jeff Thomas: Website: https://www.arkosglobal.com/Podcast: https://www.generousbusinessowner.com/Book: https://www.arkosglobal.com/trading-upEmail: jeff.thomas@arkosglobal.comTwitter: https://twitter.com/ArkosGlobalAdvFacebook: https://www.facebook.com/arkosglobal/LinkedIn: https://www.linkedin.com/company/arkosglobaladvisorsInstagram: https://www.instagram.com/arkosglobaladvisors/YouTube: https://www.youtube.com/channel/UCLUYpPwkHH7JrP6PrbHeBxw

Wie sieht die Zukunft der Arbeitswelt aus? In dieser Episode widmen wir uns einem der dynamischsten Themen unserer Zeit: New Work. Mathias Pascottini spricht mit Lena Leitenbauer, Hochschullektorin (FH) am Institut für Industrial Management, über die Herausforderungen und Chancen der Arbeit von morgen. Themen der Folge: Generationen am Arbeitsplatz: Von Babyboomern bis Generation Z Der Einfluss neuer Technologien wie KI und Extended Reality Flexibilität, Sinnhaftigkeit und psychische Gesundheit – was die Arbeitswelt von morgen prägt Warum der Mensch das wichtigste Kapital eines Unternehmens bleibt Lena Leitenbauer gibt Einblicke in aktuelle Trends und erklärt, wie Unternehmen den Balanceakt zwischen Innovation und Tradition meistern können. Eine inspirierende Episode für alle, die neugierig auf die Zukunft der Arbeit sind. Weitere Hörempfehlung: Lebensg'schichtn und Studiensachen Nr. 9 mit Katharina Knittelfelder Jetzt reinhören und neugierig bleiben!

Today's episode we are jumping into a topic that has been buzzing in the LinkedIn community - LinkedIn Voices. LinkedIn isn't just a tool for job searchers anymore it has morphed into a social network for professionals, thought leaders, entrepreneurs, and so much more. Even if you aren't actively looking for a job if you want to grow your company or in the company you are in, Linked In is becoming that place. Recently Linked has introduced a lot of features to support being the overall thought leadership platform so today I wanted to talk with Michele Heyward the Founder of Positive Hire a startup with a mission to connect black, Latina, and indigenous women in STEM with management roles. Michelle is not only an expert in her field but also a LinkedIn pro. In this episode, Michelle shares her journey on LinkedIn, the evolution of LinkedIn features, and how entrepreneurs and professional women can leverage LinkedIn Voices to establish authority, and visibility, and grow their business. Key Takeaways from this episode on LinkedIn Voices: LinkedIn Voices Demystified: Understand the LinkedIn Voices feature and how it can benefit online business owners and professional women. Strategic LinkedIn Usage: Gain insights into strategic LinkedIn usage, focusing on quality interactions for business growth. STEM Leadership Insights: Explore the STEM Leadership Journey Summit for valuable insights from accomplished women in STEM leadership roles. Networking Opportunities: Discover how LinkedIn can be a powerful networking tool, leading to unexpected business opportunities. Practical LinkedIn Tips: Receive practical tips on optimizing your LinkedIn profile and utilizing features to enhance visibility and engagement. STEM Leadership Journey Summit: Learn about the upcoming Women of Color in STEM Leadership Journeys Summit on February 22, 2024. Michelle shares the details, including the diverse lineup of speakers, various formats, and how to register. Questions Answered in This Episode: What is LinkedIn Voices, and how can it benefit my online business or professional journey? How has LinkedIn evolved over the years, and what role did it play during the 2008 economic downturn? What are practical tips for using LinkedIn strategically without feeling overwhelmed? How can I leverage LinkedIn features for business growth, especially as a woman in STEM or a professional entrepreneur? Tell me more about the STEM Leadership Journey Summit, and why should I attend as an entrepreneur or professional woman? Listen to the full episode to gain a deeper understanding of LinkedIn Voices and LinkedIn Overall can help your business grow your online visibility, implement practical tips for strategic LinkedIn usage, and register for the Women of Color in STEM Leadership Journeys Summit on February 22, 2024. Connect with Michele Heyward: LinkedIn: Michele Heyward https://www.linkedin.com/in/michelecheyward/ Website: Positive Hire Save the Date: Women of Color in STEM Leadership Journeys Summit Date: February 22, 2024 Registration: https://bit.ly/stemwomenleadership24 A little About Michele Dirt Road born and raised in rural South Carolina, Michele Heyward's one of five children and was known for being quiet, unlike the confident leader she is today. She is not your typical tech startup CEO. Michele may appear as an extrovert, but she's an ambivert at heart. And while she hated coding in school, she loved math and its endless possibilities. As the founder and CEO of PositiveHire, Michele is dedicated to empowering Black, Latina, and Indigenous women in STEM. Her innovative software, PH Balanced, focuses on retaining underrepresented women in STEM management positions. Through her work as a Certified ISO-30415 Diversity & Inclusion Professional, Michele helps companies create equitable and inclusive workplaces for all. Michele holds a BS in Civil Engineering and an MS in Industrial Management from Clemson University. She has experience as a construction project manager in the energy sector building the power grid...it's women's work, so someone had to do it!   Thanks for tuning in, and until next time, stay visible

In Part 2 of this two-part series on railroad safety and technology, Steven R. Ditmeyer takes a deep dive into ITS (Intelligent Transportation Systems), specifically, highway/rail grade crossing warning devices that interface with motor vehicles, with Railway Age Editor-in-Chief William C. Vantuono. Ditmeyer has had an extensive career in railroading that started in 1960 on the St. Louis Terminal Railroad. He received a B.S. in Industrial Management from MIT and an M.A. in Economics from Yale. In the private sector, he worked for six railroads and a railroad equipment manufacturer. In the public sector, he served as an Army Transportation Corps officer on active duty in the Logistics Directorate of the Organization of the Joint Chiefs of Staff and in the Reserves in the 3rd Railway Brigade, as Associate Administrator for Policy and for R&D at the Federal Railroad Administration, as acting general manager of The Alaska Railroad, as associate professor of economics and transportation at National Defense University, and as economist and rail technology expert at the World Bank. His career has cut across multiple disciplines, including freight and passenger railroading, engineering, economics, research and development, policy, marketing, management, operations, information technology, systems analysis, command and control systems and education. In his early days at FRA, Ditmeyer was involved in the creation of Amtrak, the preliminary engineering and economic studies for the Northeast Corridor Project, and the establishment of the Transportation Technology Center. As head of policy at FRA, he initiated the sale of The Alaska Railroad by the Federal Government to the State of Alaska and was involved in developing the legislation for the deregulation of the freight railroad industry. At Burlington Northern, he was intimately involved in development and testing of the first PTC system (ARES) and the first natural gas locomotives. Following retirement, he helped structure and teach in railway management programs as an adjunct faculty member at Michigan State University and the University of Delaware, and HEC and EML Business Schools, both in France.

In Part 1 of this two-part series on railroad safety and technology, Steven R. Ditmeyer discusses the fundamentals of signaling and train control and takes a deep dive into PTC (Positive Train Control) and its potential for evolving beyond a safety overlay system with Railway Age Editor-in-Chief William C. Vantuono. Ditmeyer has had an extensive career in railroading that started in 1960 on the St. Louis Terminal Railroad. He received a B.S. in Industrial Management from MIT and an M.A. in Economics from Yale. In the private sector, he worked for six railroads and a railroad equipment manufacturer. In the public sector, he served as an Army Transportation Corps officer on active duty in the Logistics Directorate of the Organization of the Joint Chiefs of Staff and in the Reserves in the 3rd Railway Brigade, as Associate Administrator for Policy and for R&D at the Federal Railroad Administration, as acting general manager of The Alaska Railroad, as associate professor of economics and transportation at National Defense University, and as economist and rail technology expert at the World Bank. His career has cut across multiple disciplines, including freight and passenger railroading, engineering, economics, research and development, policy, marketing, management, operations, information technology, systems analysis, command and control systems and education. In his early days at FRA, Ditmeyer was involved in the creation of Amtrak, the preliminary engineering and economic studies for the Northeast Corridor Project, and the establishment of the Transportation Technology Center. As head of policy at FRA, he initiated the sale of The Alaska Railroad by the Federal Government to the State of Alaska and was involved in developing the legislation for the deregulation of the freight railroad industry. At Burlington Northern Railroad, he was intimately involved in development and testing of the first PTC system (ARES) and the development and testing of the first natural gas locomotives. Following retirement, he helped structure and teach in railway management programs as an adjunct faculty member at Michigan State University and the University of Delaware, and HEC and EML Business Schools, both in France.

Timestamps: 1:27 - Renewable energy in 2008  10:02 - The volatility of the energy market 16:00 - Renewables subsidies on their way out 25:18 - Growing pains as a company 31:53 - Raising funds in an unideal context About Michael Waldner: Michael Waldner is the co-founder and CEO at Pexapark, a provider of energy risk and portfolio management capabilities for renewable energy. He holds a MSc in Industrial Management and Manufacturing Engineering from ETH and previously worked at companies like EGL AG and Axpo Trading AG before starting Pexapark in 2017. With more than 30GW of renewable PPA transactions supported, Pexapark is the reference for buying, selling and managing renewable energy. What is PPA, you may ask? The acronym stands for Power Purchase Agreement, which is a contractual agreement between energy buyers and sellers. They come together and agree to buy and sell an amount of energy which is or will be generated by a renewable asset. PPAs are usually signed for a long-term period between 10-20 years. Thanks to the low cost of solar technology, solar is now one of the cheapest renewables available. That is what makes solar PPAs popular. Don't forget to give us a follow on⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Twitter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠and⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, so you can always stay up to date with our latest initiatives. That way, there's no excuse for missing out on live shows, weekly giveaways or founders' dinners.

When you see a pervasive, systemic issue of underrepresentation, do you call it out? Michele Heyward did. Michele Heyward is a force to be reckoned with in the world of tech and diversity and inclusion. As the Founder and CEO of PositiveHire, she has revolutionized the way that underrepresented women in STEM are recruited and retained in management positions. Her innovative software assists these women in finding the best fit employer for them to advance their careers, while also helping employers retain diverse STEM talent longer. Dina and Michele sit down to talk about her mission as a disrupter, specifically in her work to empower employers to create inclusive, open environments where Latina, Black, and Indigenous women STEM professionals can show up as their authentic selves, where their voices are heard, and their differences are valued. As a Certified ISO-30415 Diversity & Inclusion Professional, she uses ISO audits, people analytics, and D&I consulting to help organizations prepare to receive a diverse workforce. With a BS degree in Civil Engineering and MS degree in Industrial Management from Clemson University, as well as experience as a construction project manager in the energy sector, Michele brings a wealth of technical knowledge and experience to her role as CEO of PositiveHire. Her passion for creating a more equitable and inclusive workforce is evident in everything she does, and she is dedicated to making a positive impact in the world of STEM. To learn more about Michele Heyward and her company, head to https://positivehire.co/about-michele-heyward/

This is our 25th show and on this one, we flip the tables on Javier. Why is he doing this and what has he learned? Lori Sunn guest-hosts and asks him similar questions to the ones he asks guests of Top Of The Game. This episode is a few minutes longer than usual--> ‘Top of The Game (in) Overtime' shows are released occasionally. JAVIER'S BIO Javier Saade is Founder & Managing Partner of Impact Master Holdings, Venture Partner at Fenway Summer, and Operating Partner at Presidio Investors. He is also Chairman of the Board of Directors of GP Funding, Inc. (a private equity-owned company), Executive Fellow at Harvard Business School, and CNBC Contributor. Until recently he served as Audit Committee Chair of the Board of SoftBank Vision Fund Investment Corp. (NASDAQ: SVFA), Lead Independent Director of the Board of Porch Group, Inc.(NASDAQ: PRCH), and held leadership roles on the Boards of Trustees of Pan American Development Foundation and The Nature Conservancy. He also held seats on the Global Board of Advisors of Docusign, Inc. (NASDAQ: DOCU) and Board of Advisors of Univision Communications, Inc., and is on the Board of Harvard's Rock Center for Entrepreneurship and is a Member Candidate of the New York Stock Exchange (NYSE) Board Advisory Council. In 2013, he was appointed by President Obama to serve as Associate Administrator of the U.S. Small Business Administration (SBA) and was the agency's Chief of Investment and Innovation. He led programs that have invested over $120 billion in 300,000+ companies and technologies. Javier concurrently held a seat on the Committee for Small & Emerging Companies at the U.S. Securities & Exchange Commission (SEC), subsequently served on the Presidential Transition Team focused on the U.S. Department of Treasury and the Advisory Committee for Trade Policy & Negotiation at the White House. Prior to public service, Javier spent 20 years in investing, operating and leadership roles at McKinsey & Company, Bridgewater Associates, Booz Allen & Hamilton (NYSE:BAH), GEM Group, Abbott Laboratories (NYSE:ABT) and Air America, a company he co-founded. He is a Founding Member of Fast Company's Impact Council, Member of Aspen Institute's Latinos & Society and served as mentor at Techstars, Kauffman Fellows and Stanford's Latino Leadership Program, as Senior Fellow at Georgetown's Beeck Center, and as Executive in Residence at Columbia Technology Ventures. He frequently writes & speaks about the economy, technology, digital finance, venture capital, sustainability, entrepreneurship, innovation, governance, stewardship, leadership, economic policy and capital markets. Articles, interviews, media appearances, congressional testimony and some additional endeavors can be found here. Javier holds an MBA from Harvard, MS in Operations & Technology from Illinois Institute of Technology and BS in Industrial Management from Purdue University. GENERAL INFO| TOP OF THE GAME: Official website: https://topofthegame-thepod.com/ RSS Feed: https://feed.podbean.com/topofthegame-thepod/feed.xml Hosting service show website: https://topofthegame-thepod.podbean.com/ Javier's LinkTree: https://linktr.ee/javiersaade & Bio: https://tinyurl.com/36ufz6cs  SUPPORT & CONNECT: LinkedIn: https://www.linkedin.com/showcase/96934564 Facebook: https://www.facebook.com/profile.php?id=61551086203755 Twitter: https://twitter.com/TOPOFGAMEpod Subscribe on Podbean: https://www.podbean.com/site/podcatcher/index/blog/vLKLE1SKjf6G Email us: info@topofthegame-thepod.com   THANK YOU FOR LISTENING – AVAILABLE ON ALL MAJOR PLATFORMS

The CWB Association had the privilege to attend Fabtech in Chicago, IL. We are bringing you special episodes recorded in person to keep our members on top of what's new and exciting in the steel and welding industry. This week we welcome back Stephanie Hoffman on the podcast. Stephanie has had an exciting year with selling her successful welding school and working towards her MBA in Engineering for Industrial Management. Join us as we congratulate Stephanie on winning an Excellence in Welding Award for Media and take a deep dive into Fabtech and beyond! Follow Stephanie :Instagram: https://www.instagram.com/_stephanie_hoffman_/ Thank you to our Podcast Advertisers:Canada Welding Supply: https://canadaweldingsupply.ca/WeldReady: https://weld-ready.ca/Fabtech is North America's largest metal forming, fabricating, welding, and finishing event! Schedule the next event in your calendar: October 15-17 in Orlando, Florida. https://www.fabtechexpo.com/

Investing is an excellent way to grow your wealth over time, but it can also come with risks. As an investor, it's important to understand that there's no such thing as a completely risk-free investment. However, there are strategies that you can use to mitigate those uncertainties and increase your chances of success. Simply Do It Real Estate Investments founder, Dani Beit-Or, talks to us about the most effective ways to mitigate risks in investing. Whether you're a beginner or an experienced investor, his insights can help you gain informed investment decisions. Key Points From This Episode: What are some strategies and things he found most effective to be successful in the current market? How does he define ‘normal' in the market? As a veteran investor, what investing methods did he follow before?What are his best tips for mitigating real estate risk?How should investors ensure that they are prepared for a downturn? What's his best source for meeting new investors right now?What are some of the most important metrics that he tracks?How does he give back to the community? Tweetables: “Let the pros come in and use that opportunity.”“A lot of the beginners are sitting down on the sidelines and watching the veterans and want to say, ‘Hey, obviously I'm sensing there's an opportunity here.”“Seller agents are now learning to work a little bit harder for the commission as they should.”“Sellers are starting to get to the point that they don't put the house in on Friday, and get multiple offers by the end of the weekend. And that's good, that's healthy.”“We're seeing a lot of people scaling down from flips. That actually means an opportunity for people who know what they're doing to step in and find that flipping opportunity.”“If you buy quality property in a good neighborhood, in a growing market, you will probably continue to enjoy a demand for that piece of property from future buyers and future renters.”“If you buy quality, hold it long term, you will very likely increase your hedging against the downturn, meaning you're already in a place that has chances to, to appreciate.”“Why panic and sell? You're not executing a loss, right? So just weather the storm, be patient. And it's easier to weather the storm when it's a quality [property].”“Give it time. It will probably do very well for you. Just be patient.”“It's really finding what fits into your lifestyle more than if this one is giving you $100 more in cash flow.”“The best generating source is my clients. I try to make sure that every client that I work with becomes not just a happy client, but an ambassador.”Link Mentioned in Today's Episode:Simply Do It websiteDani Beit-Or on FacebookDani Beit-Or on LinkedInNo Excuses!: The Power of Self-Discipline by Brian TracyAbout Dani Beit-OrDani Beit-Or is the founder of Simply Do It Real Estate Investments. He has been a real estate investor since 2002 and since then have personally purchased multiple properties and have consulted thousands of investors. He leads hundreds of investors with hundreds of real estate property transactions in 8+ real estate metro areas.Dani earned a degree in Industrial Management from Coventry University.

In the midst of the Great Depression, cereal manufacturer Kellogg's switched to a shorter, six-hour day. This continued a trend that seemed inevitable: people would work less and less. But economic policies, management strategies, and cultural attitudes changed. The story of the rise and fall of Kellogg's six-hour day is a microcosm of these changes, as well as of our attitudes about the roles of money, leisure, work, and women and men. In the book, Kellogg's 6-Hour Day, historian Benjamin Kline Hunnicutt shares his findings in studying Kellogg's shorter workday. His main sources of information were 434 interviews conducted by the Women's Bureau of the Department of Labor, 124 interviews he himself conducted of workers, and 241 responses to a survey he had sent. What follows is a summary of the story, and Hunnicutt's findings. Kellogg's switched to a 6-hour day to create jobs During the Great Depression, American businesses took on a policy of “work sharing.” The idea was that fewer would be unemployed if everyone shared jobs – more workers, working fewer hours. So, on December 1, 1930, W. K. Kellogg changed most departments in Kellogg's Battle Creek, Michigan plant from three eight-hour shifts to four six-hour shifts. A shorter workday had seemed inevitable This continued a decades-long trend of shorter working hours. Labor activist William Heighton had written in 1827 that the workday should be reduced from twelve hours to ten, eight, and so on, “until the development and progress of science have reduced human labour to its lowest terms.” John Stuart Mill had written in 1848 about his vision for a “Stationary State”: After necessities were met, people would seek progress in mental, moral, and social realms. John Maynard Keynes would predict in the same year Kellogg's switched to six hours, 1930, that we'd have a fifteen-hour work week by 2030. George Bernard Shaw and Julian Juxley had predicted a maximum two-hour workday by the end of the 1900s. Other businesses shortened their workdays, too Other businesses followed Kellogg's' lead. A survey by the Industrial Conference Board in 1931 estimated 50% of American businesses had shortened hours to save jobs. President Herbert Hoover was considering making a 6-hour day a national policy. In the 1932 presidential campaign, both major parties were advocating shorter hours. The 6-hour day was the hot business topic Not only did the six-hour day help create jobs, it seemed for a while like it was a better business policy. Forbes called it “the topic of discussion in the business world.” Business Week concluded it was profitable. The New York Times called it “a complete success.” Factory and Industrial Management magazine called the six-hour day, the “biggest piece of industrial news since Ford announced his five-dollar-a-day policy.” At Kellogg's, 15% more shredded wheat cases were being packed per hour. Profits had doubled in 1931, versus three years prior. After five years with the six-hour day, overhead costs had been reduced 25%, labor costs 10%, with 41% fewer accidents. W. K. Kellogg said, “We can afford to pay as much for six hours as we formerly paid for eight.” (That should be taken with a grain of salt. W. K. Kellogg took pride in crafting a public image as a “welfare capitalist,” as evinced by the full-page newspaper ads he took out, boasting how Kellogg's had done its part. In reality, nearly half of workers later surveyed recalled that their wages were reduced.) Kellogg's returned to an 8-hour day for WWII In 1943, President Franklin D. Roosevelt signed an executive order to direct the maximum amount of manpower toward supporting the country's fight in WWII. Kellogg's responded in kind by temporarily returning to eight-hour shifts. A rift formed between Kellogg's management and the labor union This was actually an opportunity the company had been looking for. Kellogg's management and that at other companies were beginning to resent the six-hour day, and workers were becoming divided over whether they wanted a shorter workday, or more pay. In 1936, the National Council of Grain Producers had started a union chapter in Kellogg's Battle Creek headquarters. W. K. Kellogg had been proud to pay what he considered the best hourly wages in town. During the first meeting with union officers, he wept, and kept saying, “If only they had come to me, I would have given them what they wanted.” The union got an inch, and wanted a mile After this point, the relationship between Kellogg's workers and management became adversarial. W. K. had left in 1937, after the union came in, and at that point the union leaders had been pushing to not only have a six-hour day, in which they could earn a bonus based upon productivity, but they had also wanted time-and-a-half pay for working more than six hours in a day. Hunnicutt wrote, “More than any other union demand, this position would come to haunt Kellogg workers.” Demanding overtime pay on a six-hour day helped turn management against the shorter workday, and create a rift between workers who wanted higher wages, and workers who wanted shorter hours. In the larger relationship between management and labor, the American Federation of Labor introduced a bill in congress, prohibiting goods produced by workers working more than thirty hours a week from being traded across state lines. Hunnicutt cites this as having shifted the business world's stance on shorter hours from support to opposition. Shorter hours became exploitation, longer hours a reward In 1938, Kellogg's management deepened the divide between six-hour and eight-hour workers by proposing they be allowed to schedule 40-hour weeks during periods of heavy production. Overtime became available instead of a productivity bonus. Senior workers had priority access to overtime, and so they lost interest in the productivity bonus. So in the early 1940s, before the war, worker opinions were shifting to view shorter hours not as a benefit, but as instead an exploitation of workers – making them bear the brunt of fighting unemployment. And Kellogg's was actively campaigning against shorter days, asking workers to consider how much more they would make working eight hours. Human Relations Management saw work as life's center Meanwhile, the business world was shifting from a Scientific Management philosophy to a Human Relations Management philosophy. Scientific Management practitioners were obsessed with efficiency, but Human Relations Management practitioners were more interested in imbuing work with joy and meaning – making work its own reward. The Human Relations Management school envisioned that as work brought satisfaction, engineers and scientists would lead society into an orderly world, where desires met obligations, consumption met production, and work and leisure merged. According to Humans Relations Management, time away from work and consumption was a relic of an illogical past. Instead of work becoming obsolete, giving way to more freedom, work would become the center of life, and help us ascend Maslow's hierarchy. Fewer workers wanted to return to 6 hours After the war, many departments returned to six-hour shifts, but six-hour workers slowly lost their beloved shorter shifts over the following decades. Central to this struggle was how workers viewed leisure. Kellogg's workers had previously voted to essentially “buy” shorter working hours, being paid less overall, in exchange for more leisure time. Employees used their time to improve their homes, go hunting, grow and can food in their gardens, and spend time volunteering in their communities. But slowly, workers became less interested in having time away from work. Leisure was outsourced to mass media One explanation from a worker Hunnicutt interviewed was, people were now outsourcing all things they used to spend time on. One place they were outsourcing to was mass media. Sports had been such serious business amongst Kellogg's employees, they had hired “semi-pro” softball or basketball players to play on the teams. But why watch the company team play, when you can watch pros on television? One former six-hour worker bemoaned that even conversation had been outsourced – to radio, or television talk-show hosts. Shorter hours became seen as weak and feminine The question, Six hours or eight? became a gender issue. Early on, both men and women were interested in six-hour shifts. Three-fourths of men voted for six-hour shifts in 1937, but half of men were working eight hours by 1947. The six-hour departments began to be referred to as “girls' departments,” doing “women's work.” Management also assigned sick and disabled employees to the six-hour departments. Men who chose to work six-hours were labeled “sissies,” “lazy,” or “weird.” Men saw work, not leisure, as a source of control and identity Hunnicutt's interpretation was that men were increasingly seeing work as a place for control and identity – that many hadn't known what to do with themselves after their shorter shifts. They didn't like spending more time at home and being assigned chores by their wives, or hearing what they considered gossip. As a result, men placed more importance on working longer hours – or at least appearing to. Hunnicutt said men he interviewed commonly claimed to have gotten second jobs while they were working six hours. How often is “commonly”?, he doesn't say, but he points out only 35% ever did get second jobs. Men felt they “had to” work long hours This attitude, which we might today call “toxic masculinity,” extended into attitudes about leisure. When asked why they preferred longer hours, men spoke of necessity, and used dramatic language, saying they had to “keep the wolf from the door,” “feed the family,” and “put bread on the table.” When Hunnicutt pointed out to men who had been working in the 1950s that workers in the Great Depression had been willing to take pay cuts to have more free time, he says they got defensive, lectured him on “the facts of life economically,” called six-hours “nonsense” or a “pipe dream,” or dismissed the question as silly. While Hunnicutt's conclusions here are plausible, it seemed like he really wanted it to be true, and didn't present men's attitudes scientifically. There's no mention of what earnings were relative to cost-of-living, and no acknowledgement of what these men's roles might have been, truthfully, in the economics of their homes. There's not even a mention of how throwing thousands of young men into the meat grinder that was WWII, tasked with saving the world, might have affected their own perceptions of what was expected of them. Though he did present a story of one man who had found that the extra money he made going back to eight hours was due to his ex-wife, as alimony. A shorter workday became “a sexist ploy” In the 1970s, Kellogg's women worked with a local women's-rights group, who presented the case that six-hour shifts were a sexist ploy meant to subjugate women. They demanded management “allow” women to have “full-time” jobs. Kellogg's posted notices in the plant claiming that to make pay “comparable,” they were opening up eight-hour departments to women. In doing so, they skirted the issue: The activists had wanted not just comparable hours, but comparable hourly pay. The 6-hour mavericks held on Workers who stuck with the six-hour shift – who Hunnicutt calls “six-hour mavericks” – were about a quarter of the Kellogg's workforce from 1957, into the 1980s. The union worked according to a department-by-department vote on the length of the day, so long as the six-hour workers didn't interfere with the union majority's strategy to try to get higher wages and more benefits. With longer hours, efficiency fell by the wayside Overtime had previously been thought of as a penalty to the company for being understaffed, but it became a way for workers to earn more money while the company's staffing requirements remained flexible. According to Hunnicutt, with overtime instead of productivity bonuses, workers were less-motivated and careful. The company had to resort to being more controlling, motivating workers with fines, threats, and firings. The death of the 6-hour shift The increased benefits the union had fought for over the years may have worked against the six-hour shift. The final nail in the coffin was driven in 1984, when Kellogg's threatened to relocate if workers didn't vote to abandon the six-hour shift. So the six-hour workers gave in and voted to give it up. Some retired, some worked eight hours, but the coffin in which this nail was driven was both figurative and literal. The six-hour workers held a “funeral,” building a full-sized cardboard coffin, painted black, placed on the workroom floor, a cut-out skeleton placed inside. Thus reversed a trend that had held on for over 150 years. The idea of less work and more leisure gave way to a stable amount of work, and more consumption. It's tempting to blame the death of the 6-hour shift on one of many juicy narratives. You could say people forgot how to spend their leisure time. You could say people were overly-materialistic, and wanted more money, instead of time. You could say toxic masculinity and a patriarchal society tipped the scales so those who wanted to work shorter hours were no longer in the majority. You could say the unions got too demanding and sabotaged the long-fought battle for a shorter working day. All these are probably true to an extent. Ultimately, businesses want to, need to, maximize profit. They have to offer benefits to employees to stay competitive. To offer those benefits profitably, they need more work from fewer workers. If you believe the efficient-market hypothesis, if a shorter workday were indeed more profitable, some business would beat its competitors by offering one, and other businesses would follow suit. So far, that hasn't happened. If, as I believe, creativity becomes more important, productivity will be about [Mind Management, Not Time Management, and a more-relaxed work schedule will be embraced. But probably not for boxing corn flakes. There's your summary of Kellogg's 6-Hour Day This episode is essentially a summary of the book, Kellogg's 6-Hour Day, by Benjamin Kline Hunnicutt. The book is very dense and written in an academic style, so I can't recommend it unless you really want to dig deep into questions about work and leisure. It's a provocative story that makes you wonder if we could be living in a world where a 6-hour day is standard. But it sounds like it wasn't even close. About Your Host, David Kadavy David Kadavy is author of Mind Management, Not Time Management, The Heart to Start and Design for Hackers. Through the Love Your Work podcast, his Love Mondays newsletter, and self-publishing coaching David helps you make it as a creative. Follow David on: Twitter Instagram Facebook YouTube Subscribe to Love Your Work Apple Podcasts Overcast Spotify Stitcher YouTube RSS Email Support the show on Patreon Put your money where your mind is. Patreon lets you support independent creators like me. Support now on Patreon »       Show notes: https://kadavy.net/blog/posts/kelloggs-6-hour-day/

In this episode, Michele Heyward discusses her experience as a woman in the technology field. She discusses the numerous challenges in her career due to discrimination and stereotypes that she's faced. Michelle also discusses her company, Positive Hire, which uses people analytics to connect black, Latina, and indigenous women who are scientists, engineers, or technology professionals with management roles. Listen as she explains how her company is working to help retaining these talented individuals in the technology field.   Here's a bit about Michele's passion: Michele Heyward is the founder and CEO of PositiveHire, a tech company engineered to connect Black, Latinx and Indigenous women who are experienced scientists, engineers and technology professionals to management roles. As an experienced construction project manager in the energy sector, Michele is armed with technical sales and technology transfer experience.   Michele's vision is to not only help underrepresented women in STEM find inclusive workplaces, but to also prepare business organizations to retain them. Michele holds a BS degree in Civil Engineering and MS degree in Industrial Management, both from Clemson University. Let's dive in! [00:01 – 11:00] Women on the Struggle with Limited Resources and Exclusion  Michele's childhood love of science and technology - pursuing a career in engineering Founding Positive Hire - connecting women in the science and tech industry The different impact between men and women in corporate America   [11:01 – 30:21] The Focus on Diversity, Equality, and Inclusion Helping medium size manufacturing companies retain diverse talent How retaining this talent can prevent lawsuits and recruitment costs Sponsors vs. mentors on power and influence in both the department and industry   [30:22 – 33:51] Closing Segment Bring the human into what you do Connect with Michele! (links below) Parting Notes   You can learn more about Michele Heyward by visiting her website https://positivehire.co/. You may also connect with her on Linkedin and send her an email at michele.heyward@positivehire.co Sponsors: Banowetz Marketing: Growing a business is hard. Banowetz Marketing provides an action plan and expert help so your family business can thrive. BanowetzMarketing.com/James Coupon Code: JAMES to get 3 FREE hours of logo design or redesign work with the purchase of any other product.  If this content impacts you, please subscribe for more access to the empowering conversations from me and guests working to help you engineer your success! Use this link to drop a question or a topic that you would like to see covered on a future episode: Questions or topic suggestions.   Let's connect! Find me on my LinkedIn, Facebook, and Instagram. I'd love to hear from you. You have the strength of a hero within you. Check out my website https://betteryou4u.com/ and learn how to unlock your potential and achieve success both in business and in life.   Important Resources to Note: Click here https://sleekbio.com/jbryant for important resources mentioned on this podcast.   Tweetable Quotes: “Oftentimes, women are regulated to scheduling the meeting, taking notes in a meeting, nobody's even asking them their thoughts. They are often spoken over during the meeting, and people taking what they said when they do speak as their own.” - Michele Heyward “You have what you need to succeed…  What you should be focusing on is understanding the culture of that organization… Find a sponsor that removes barriers for you to move ahead in your career.” - Michele Heyward “[Your] preference must not be navigated by society. You define what success looks like.” - Dr. James Bryant

In this episode, Michele Heyward discusses her experience as a woman in the technology field. She discusses the numerous challenges in her career due to discrimination and stereotypes that she's faced. Michelle also discusses her company, Positive Hire, which uses people analytics to connect black, Latina, and indigenous women who are scientists, engineers, or technology professionals with management roles. Listen as she explains how her company is working to help retaining these talented individuals in the technology field.   Here's a bit about Michele's passion: Michele Heyward is the founder and CEO of PositiveHire, a tech company engineered to connect Black, Latinx and Indigenous women who are experienced scientists, engineers and technology professionals to management roles. As an experienced construction project manager in the energy sector, Michele is armed with technical sales and technology transfer experience.   Michele's vision is to not only help underrepresented women in STEM find inclusive workplaces, but to also prepare business organizations to retain them. Michele holds a BS degree in Civil Engineering and MS degree in Industrial Management, both from Clemson University. Let's dive in! [00:01 – 11:00] Women on the Struggle with Limited Resources and Exclusion  Michele's childhood love of science and technology - pursuing a career in engineering Founding Positive Hire - connecting women in the science and tech industry The different impact between men and women in corporate America   [11:01 – 30:21] The Focus on Diversity, Equality, and Inclusion Helping medium size manufacturing companies retain diverse talent How retaining this talent can prevent lawsuits and recruitment costs Sponsors vs. mentors on power and influence in both the department and industry   [30:22 – 33:51] Closing Segment Bring the human into what you do Connect with Michele! (links below) Parting Notes   You can learn more about Michele Heyward by visiting her website https://positivehire.co/. You may also connect with her on Linkedin and send her an email at michele.heyward@positivehire.co Sponsors: Banowetz Marketing: Growing a business is hard. Banowetz Marketing provides an action plan and expert help so your family business can thrive. BanowetzMarketing.com/James Coupon Code: JAMES to get 3 FREE hours of logo design or redesign work with the purchase of any other product.  If this content impacts you, please subscribe for more access to the empowering conversations from me and guests working to help you engineer your success! Use this link to drop a question or a topic that you would like to see covered on a future episode: Questions or topic suggestions.   Let's connect! Find me on my LinkedIn, Facebook, and Instagram. I'd love to hear from you. You have the strength of a hero within you. Check out my website https://betteryou4u.com/ and learn how to unlock your potential and achieve success both in business and in life.   Important Resources to Note: Click here https://sleekbio.com/jbryant for important resources mentioned on this podcast.   Tweetable Quotes: “Oftentimes, women are regulated to scheduling the meeting, taking notes in a meeting, nobody's even asking them their thoughts. They are often spoken over during the meeting, and people taking what they said when they do speak as their own.” - Michele Heyward “You have what you need to succeed…  What you should be focusing on is understanding the culture of that organization… Find a sponsor that removes barriers for you to move ahead in your career.” - Michele Heyward “[Your] preference must not be navigated by society. You define what success looks like.” - Dr. James Bryant

Sustainability has become a key goal for so many companies in the food and drink industry, but how do you go about actually making your business more sustainable? It is clear that the food system has plenty of work to do in this area, but what is equally clear is that many things are already being achieved. In this episode of the Food Matters Live podcast, made in partnership with Tetra Pak, we dive into the company's 2022 Sustainability Report, and learn the secrets of an organisation identified as one of the 50 leading companies in the world for sustainability. How do you react to sustainability challenges when you are a vast, global organisation, with hundreds of millions of people relying on your products each day? Tetra Pak says sustainability has been at the heart of the business throughout its 70-year history, and that means it is built into the company's ethos. But things have changed over the decades, and sustainability priorities throughout the world have moved on from where they were in the middle of the 20th Century. The headline figure in Tetra Pak's 2022 Sustainability Report is that it achieved a 36% reduction in greenhouse gas emissions linked to its operations in 2021.   So, how did the company do it? There are obvious challenges around packaging for an organisation like Tetra Pak. What innovations are helping with its sustainability goals? Sustainability is not simply about reducing carbon emissions. One of the commitments in the report is 'acting for nature' - what does that mean, and how does it play out in real life? Listen to the full episode to get answers to those questions, and learn about Tetra Pak's land restoration initiative in Brazil, how a sustainability agenda can boost innovation, and the company's progress towards resilient and sustainable food systems. . Lisa Rydén, Vice President Corporate Social Responsibility, Tetra Pak Lisa and her team are driving excellence in the company's sustainability approach linked to the brand pillars ‘Food, People, Planet' and ensuring progress towards Tetra Pak's commitment to the United Nations Sustainable Development Goals (SDGs). Lisa is engaged in several industry coalitions and platforms driving joint actions and collaboration in different areas of sustainability. Lisa is a Swedish citizen, based in Lund. She holds an MSc in Industrial Management and Engineering from Lund University. She completed the Prince of Wales's Business & Sustainability Programme in 2016 at Cambridge Institute for Sustainability Leadership. Lisa joined Tetra Pak in 2005 and has previously held positions within R&D and Services as well as being globally responsible for Recyclability and Recycling Technologies. Previous Tetra Pak episodes Is collaboration the key to the future of food? Plant-based? Healthy? Sustainable? How ice cream is changing

Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. The topic is Industrial AI. Our guest is Professor Jay Lee, the Ohio Eminent Scholar, the L.W. Scott Alter Chair Professor in Advanced Manufacturing, and the Founding Director of the Industrial AI Center at the University of Cincinnati (https://www.iaicenter.com/). In this conversation, we talk about how AI does many things but to be applicable; the industry needs it to work every time, which puts additional constraints on what can be done by when. If you liked this show, subscribe at augmentedpodcast.co (https://www.augmentedpodcast.co/). If you liked this episode, you might also like Episode 81: From Predictive to Diagnostic Manufacturing Augmentation (https://www.augmentedpodcast.co/81). Augmented is a podcast for industry leaders, process engineers, and shop floor operators, hosted by futurist Trond Arne Undheim (https://trondundheim.com/) and presented by Tulip (https://tulip.co/). Follow the podcast on Twitter (https://twitter.com/AugmentedPod) or LinkedIn (https://www.linkedin.com/company/75424477/). Trond's Takeaway: Industrial AI is a breakthrough that will take a while to mature. It implies discipline, not just algorithms. In fact, it entails a systems architecture consisting of data, algorithm, platform, and operation. Transcript: TROND: Welcome to another episode of the Augmented Podcast. Augmented brings industrial conversations that matter, serving up the most relevant conversations on industrial tech. Our vision is a world where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is Industrial AI. Our guest is Professor Jay Lee, the Ohio Eminent Scholar, and the L.W. Scott Alter Chair Professor in Advanced Manufacturing, and the Founding Director of the Industrial AI Center at the University of Cincinnati. In this conversation, we talk about how AI does many things but to be applicable, industry needs it to work every time, which puts on additional constraints on what can be done by when. Augmented is a podcast for industrial leaders, process engineers, and shop floor operators hosted by futurist Trond Arne Undheim and presented by Tulip. Jay, it's a pleasure to have you here. How are you today? JAY: Good. Thank you for inviting me to have a good discussion about industrial AI. TROND: Yeah, I think it will be a good discussion. Look, Jay, you are such an accomplished person, both in terms of your academics and your industrial credentials. I wanted to quickly just go through where you got to where you are because I think, especially in your case, it's really relevant to the kinds of findings and the kinds of exploration that you're now doing. You started out as an engineer. You have a dual degree. You have a master's in industrial management also. And then you had a career in industry, worked at real factories, GM factories, Otis elevators, and even on Sikorsky helicopters. You had that background, and then you went on to do a bunch of different NSF grants. You got yourself; I don't know, probably before that time, a Ph.D. in mechanical engineering from Columbia. The rest of your career, and you correct me, but you've been doing this mix of really serious industrial work combined with academics. And you've gone a little bit back and forth. Tell me a little bit about what went into your mind as you were entering the manufacturing topics and you started working in factories. Why have you oscillated so much between industry and practice? And tell me really this journey; give me a little bit of specifics on what brought you on this journey and where you are today. JAY: Well, thank you for talking about this career because I cut my teeth from the factory early years. And so, I learned a lot of fundamental things in early years of automation. In the early 1980s, in the U.S, it was a tough time trying to compete with the Japanese automotive industry. So, of course, the Big Three in Detroit certainly took a big giant step, tried to implement a very good manufacturing automation system. So I was working for Robotics Vision System at that time in New York, in Hauppage, New York, Long Island. And shortly, later on, it was invested by General Motors. And in the meantime, I was studying part-time in Columbia for my mechanical engineering, Doctor of Engineering. And, of course, later on, I transferred to George Washington because I had to make a career move. So I finished my Ph.D. Doctor of Science in George Washington later. But the reason we stopped working on that is because of the shortage of knowledge in making automation work in the factory. So I was working full-time trying to implement the robots automation in a factory. In the meantime, I also found a lack of knowledge on how to make a robot work and not just how to make a robot move. Making it move means you can program; you can do very fancy motion. But that's not what factories want. What factories really want is a non-stop working system so they can help people to accomplish the job. So the safety, and the certainty, the accuracy, precision, maintenance, all those things combined together become a headache actually. You have to calibrate the robot all the time. You have to reprogram them. So eventually, I was teaching part-time in Stony Brook also later on how to do the robotic stuff. And I think that was the early part of my career. And most of the time I spent in factory and still in between the part-time study and part-time working. But later on, I got a chance to move to Washington, D.C. I was working for U.S. Postal Service headquarters as Program Director for automation. In 1988, post service started a big initiative trying to automate a 500 mil facility in the U.S. There are about 115 number one facilities which is like New York handled 8 million mail pieces per day at that time; you're talking about '88. But most are manual process, so packages. So we started developing the AI pattern recognition, hand-written zip code recognition, robotic postal handling, and things like that. So that was the opportunity that attracted me actually to move away from automotive to service industry. So it was interesting because you are working with top scientists from different universities, different companies to make that work. So that was the early stage of the work. Later on, of course, I had a chance to work with the National Science Foundation doing content administration in 1991. That gave me the opportunity to work with professors in universities, of course. So then, by working with them, I was working on a lot of centers like engineering research centers and also the Industry-University Cooperative Research Centers Program, and later on, the materials processing manufacturing programs. So 1990 was a big time for manufacturing in the United States. A lot of government money funded the manufacturer research, of course. And so we see great opportunity, like, for example, over the years, all the rapid prototyping started in 1990s. It took about 15-20 years before additive manufacturing came about. So NSF always looks 20 years ahead, which is a great culture, great intellectual driver. And also, they're open to the public in terms of the knowledge sharing and the talent and the education. So I think NSF has a good position to provide STEM education also to allow academics, professors to work with industry as well, not just purely academic work. So we support both sides. So that work actually allowed me to understand what is real status in research, in academics, also how far from real implementation. So in '95, I had the opportunity to work in Japan actually. I had an opportunity...NSF had a collaboration program with the MITI government in Japan. So I took the STA fellowship called science and technology fellow, STA, and to work in Japan for six months and to work with 55 organizations like Toyota, Komatsu, Nissan, FANUC, et cetera. So by working with them, then you also understand what the real technology level Japan was, Japanese companies were. So then you got calibration in terms of how much U.S. manufacturing? How much Japanese manufacturing? So that was in my head, actually. I had good weighting factors to see; hmm, what's going on here between these two countries? That was the time. So when I came back, I said, oh, there's something we have to do differently. So I started to get involved in a lot of other things. In 1998, I had the opportunity to work for United Technologies because UTC came to see me and said, "Jay, you should really apply what you know to real companies." So they brought me to work as a Director for Product Environment Manufacturing Department for UTRC, United Technology Research Center, in East Hartford. Obviously, UTC business included Pratt & Whitney jet engines, Sikorsky helicopters, Otis elevators, Carrier Air Conditioning systems, Hamilton Sundstrand, et cetera. So all the products they're worldwide, but the problem is you want to support global operations. You really need not just the knowledge, what you know, but also the physical usage, what you don't know. So you know, and you don't know. So how much you don't know about a product usage, that's how the data is supposed to be coming back. Unfortunately, back in 1999, I have to tell you; unfortunately, most of the product data never came back. By the time it got back, it is more like a repair overhaul recur every year to a year later. So that's not good. So in Japan, I was experimenting the first remote machine monitoring system using the internet actually in 1995. So I published a paper in '98 about how to remotely use physical machine and cyber machine together. In fact, I want to say that's the first digital twin but as a cyber-physical model together. That was in my paper in 1998 in Journal of Machine Tools and Manufacture. TROND: So, in fact, you were a precursor in so many of these fields. And it just strikes me that as you're going through your career here, there are certain pieces that you seem to have learned all along the way because when you are a career changer oscillating between public, private, semi-private, research, business, you obviously run the risk of being a dilettante in every field, but you seem to have picked up just enough to get on top of the next job with some insight that others didn't have. And then, when you feel like you're frustrated in that current role, you jump back or somewhere else to learn something new. It's fascinating to me because, obviously, your story is longer than this. You have startup companies with your students and others in this business and then, of course, now with the World Economic Forum Lighthouse factories and the work you've been doing for Foxconn as well. So I'm just curious. And then obviously, we'll get to industrial AI, which is so interesting in your perspective here because it's not just the technology of it; it is the industrial practice of this new domain that you have this very unique, practical experience of how a new technology needs to work. Well, you tell me, how did you get to industrial AI? Because you got there to, you know, over the last 15-20 years, you integrated all of this in a new academic perspective. JAY: Well, that's where we start. So like I said earlier, I realized industry we did not have data back in the late 1990s. And in 1999, dotcom collapsed, remember? TROND: Yes, yes. JAY: Yeah. So all the companies tried to say, "Well, we're e-business, e-business, e-commerce, e-commerce," then in 2000, it collapsed. But the reality is that people were talking about e-business, but in the real world, in industrial setting, there's no data almost. So I was thinking, I mean, it's time I need to think about how to look at data-centric perspectives, how to develop such a platform, and also analytics to support if one-day data comes with a worry-free kind of environment. So that's why I decided to transition to an academic career in the year 2000. So what I started thinking, in the beginning, was where has the most data? As we all know, the product lifecycle usage is out there. You have lots of data, but we're not collecting it. So eventually, I called a central Intelligent Maintenance System called IMS, not intelligent manufacturing system because maintenance has lots of usage data which most developers of a product don't know. But if we have a way to collect this data to analyze and predict, then we can guarantee the product uptime or the value creation, and then the customer will gain most of the value back. Now we can use the data feedback to close-loop design. That was the original thinking back in the year 2000, which at that time, no cell phone could connect to the internet. Of course, nobody believed you. So we used a term called near-zero downtime, near-zero downtime, ZDT. Nobody believed us. Intel was my first founding member. So I made a pitch to FANUC in 2001. Of course, they did not believe it either. Of course, FANUC in 2014 adopted ZDT, [laughs] ZDT as a product name. But as a joke, when I talked to the chairman, the CEO of the company in 2018 in Japan, Inaba-san that "Do you know first we present this ZDT to your company in Michigan? They didn't believe it. Now you guys adopted." "Oh, I didn't know you use it." So when he came to visit in 2019, they brought the gift. [laughs] So anyway, so what happened is during the year, so we worked with the study of 6 companies, 20 companies and eventually they became over 100 companies. And in 2005, I worked with Procter & Gamble and GE Aircraft Engine. They now became GE Aviation; then, they got a different environment. So machine learning became a typical thing you use every day, every program, but we don't really emphasize AI at that time. The reason is machine learning is just a tool. It's an algorithm like a support-vector machine, self-organizing map, and logistic regression. All those are just supervised learning or now supervised learning techniques. And people use it. We use it like standard work every day, but we don't talk about AI. But over the years, when you work with so many companies, then you realize the biggest turning point was Toyota 2005 and P&G in 2006. The reason I'm telling you 2005 is Toyota had big problems in the factory in Georgetown, Kentucky, where the Camry factory is located. So they had big compressor problems. So we implemented using machine learning, the support-vector machine, and also principal component analysis. And we enable that the surge of a compressor predicted and avoided and never happened. So until today -- TROND: So they have achieved zero downtime after that project, essentially. JAY: Yeah. So that really is the turning point. Of course, at P&G, the diaper line continues moving the high volume. They can predict things, reduce downtime to 1%. There's a lot of money. Diaper business that is like $10 billion per year. TROND: It's so interesting you focus on downtime, Jay, because obviously, in this hype, which we'll get to as well, people seem to focus so much on fully automated versus what you're saying, which is it doesn't really, you know, we will get to the automation part, but it is the downtime that's where a lot of the savings is obviously. Because whether it's a lights out or lights on, humans are not the real saving here. And the real accomplishment is in zero downtime because that is the industrialization factor. And that is what allows the system to keep operating. Of course, it has to do with automation, but it's not just that. Can you then walk us through what then became industrial AI for you? Because as I've now understood it, it is a highly specific term to you. It's not just some sort of fluffy idea of very, very advanced algorithms and robots running crazy around autonomously. You have very, very specific system elements. And they kind of have to work together in some architectural way before you're willing to call it an industrial AI because it may be a machine tool here, and a machine tool there, and some data here. But for you, unless it's put in place in a working architecture, you're not willing to call it, I mean, it may be an AI, but it is not an industrial AI. So how did this thinking then evolve for you? And what are the elements that you think are crucial for something that you even can start to call an industrial AI? Which you now have a book on, so you're the authority on the subject. JAY: Well, I think the real motivation was after you apply all the machine learning toolkits so long...and a company like National Instruments, NI, in Austin, Texas, they licensed our machine learning toolkits in 2015. And eventually, in 2017, they started using the embedding into LabVIEW version. So we started realizing, actually, the toolkit is very important, not just from the laboratory point of view but also from the production and practitioners' point of view from industry. Of course, researchers use it all the time for homework; I mean, that's fine. So eventually, I said...the question came to me about 2016 in one of our industry advisory board meeting. You have so many successes, but the successes that happen can you repeat? Can you repeat? Can you repeatably have the same success in many, many other sites? Repeatable, scalable, sustainable, that's the key three keywords. You cannot just have a one-time success and then just congratulate yourself and forget it, no. So eventually, we said, oh, to make that repeat sustainable, repeatable, you have a systematic discipline. TROND: I'm so glad you say this because I have taken part in a bunch of best practice schemes and sometimes very optimistically by either an industry association or even a government entity. And they say, "Oh yeah, let's just all go on a bunch of factory visits." Or if it's just an IT system, "Let's just all write down what we did, and then share it with other people." But in fact, it doesn't seem to me like it is that easy. It's not like if I just explain what I think I have learned; that's not something others can learn from. Can you explain to me what it really takes to make something replicable? Because you have done that or helped Foxconn do that, for example. And now you're obviously writing up case studies that are now shared in the World Economic Forum across companies. But there's something really granular but also something very systemic and structured about the way things have to be explained in order to actually make it repeatable. What is the sustainability factor that actually is possible to not just blue copy but turn it into something in your own factory? JAY: Well, I think that there are basically several things. The data is one thing. We call it the data technology, DT, and which means data quality evaluation. How do you understand what to use, what not to use? How do you know which data is useful? And how do you know where the data is usable? It doesn't mean useful data is usable, just like you have a blood donation donor, but the blood may not be usable if the donor has HIV. I like to use an analogy like food. You got a fish in your hand; wow, great. But you have to ask where the fish comes from. [chuckles] If it comes from polluted water, it's not edible, right? So great fish but not edible. TROND: So there's a data layer which has to be usable, and it has to be put somewhere and put to use. It actually then has to be used. It can't just be theoretically usable. JAY: So we have a lot of useful data people collect. The problem is people never realized lots of them are not usable because of a lack of a label. They have no background, and they're not normalized. So eventually, that is a problem. And even if you have a lot of data, it doesn't mean it is usable. TROND: So then I guess that's how you get to your second layer, which I guess most people just call machine learning, but for you, it's an algorithmic layer, which is where some of the structuring gets done and some of the machines that put an analysis on this, put in place automatic procedures. JAY: And machine learning to me it's like cooking ware like a kitchen. You got a pan fry; you got a steamer; you got the grill. Those are tools to cook the food, the data. Food is like data. Cooking ware is like AI. But it depends on purpose. For example, you want fish. What do you want to eat first? I want soup. There's a difference. Do you want to grill? Do you want to just deep fry? So depending on how you want to eat it, the cooking ware will be selected differently. TROND: Well, and that's super interesting because it's so easy to say, well, all these algorithms and stuff they're out there, and all you have to do is pick up some algorithms. But you're saying, especially in a factory, you can't just pick any tool. You have to really know what the effect would be if you start to...for example, on downtime, right? Because I'm imagining there are very many advanced techniques that could be super advanced, but they are perhaps not the right tool for the job, for the workers that are there. So how does that come into play? Are these sequential steps, by the way? So once you figure out what the data is then, you start to fiddle with your tools. JAY: Well, there are two perspectives; one perspective is predict and prevent. So you predict something is going to happen. You prevent it from happening, number one. Number two, understand the root causes and potential root causes. So that comes down to the visible and invisible perspective. So from the visible world, we know what to measure. For example, if you have high blood pressure, you measure blood pressure every day, but that may not be the reason for high blood pressure. It may be because of your DNA, maybe because of the food you eat, because of lack of exercise, because of many other things, right? TROND: Right. JAY: So if you keep measuring your blood pressure doesn't mean you have no heart attack. Okay, so if you don't understand the reason, measuring blood pressure is not a problem. So I'm saying that you know what you don't know. So we need to find out what you don't know. So the correlation of invisible, I call, visible-invisible. So I will predict, but you also want to know the invisible reason relationship so you can prevent that relationship from happening. So that is really called deep mining those invisibles. So we position ourselves very clearly between visible-invisible. A lot of people just say, "Oh, we know what the problem is." The problem is not a purpose. For example, the factory manufacturing there are several very strong purposes, number one quality, right? Worry-free quality. Number two, your efficiency, how much you produce per dollar. If you say that you have great quality, but I spent $10,000 to make it, it is very expensive. But if you spend $2 to make it, wow, that's great. How did you do it? So quality per dollar is a very different way of judging how good you are. You got A; I spent five days studying. I got A; I spent two hours studying. Now you show the capability difference. TROND: I agree. And then the third factor in your framework seems to be platform. And that's when I think a lot of companies go wrong as well because platform is...at least historically in manufacturing, you pick someone else's platform. You say I'm going to implement something. What's available on the market, and what can I afford, obviously? Or ideally, what's the state of the art? And I'll just do that because everyone seems to be doing that. What does platform mean to you, and what goes into this choice? If you're going to create this platform for industrial AI, what kind of a decision is that? JAY: So DT is data, AT is algorithm, and PT is platform, PT platform. Platform means some common things are used in a shared community. For example, kitchen is a platform. You can cook. I can cook. I can cook Chinese food. I can cook Italian food. I can cook Indian food. Same kitchen but different recipe, different seasoning, but same cooking ware. TROND: Correct. Well, because you have a good kitchen, right? JAY: Yes. TROND: So that's -- JAY: [laughs] TROND: Right? JAY: On the platform, you have the most frequently used tool, not everything. You don't need 100 cooking ware in your kitchen. You probably have ten or even five most daily used. TROND: Regardless of how many different cuisines you try to cook. JAY: Exactly. That's called the AI machine toolkit. So we often work with companies and say, "You don't need a lot of tools, come on. You don't need deep learning. You need a good logistic regression and support-vector machine, and you're done." TROND: Got it. JAY: Yeah, you don't need a big chainsaw to cut small bushes. You don't need it. TROND: Right. And that's a very different perspective from the IT world, where many times you want the biggest tool possible because you want to churn a lot of data fast, and you don't really know what you're looking for sometimes. So I guess the industrial context here really constrains you. It's a constraint-based environment. JAY: Yes. So industry, like I said, the industry we talked about three Ps like I said: problems, purposes, and processes. So normally, problem comes from...the main thing is logistic problems, machine, and factory problems, workforce problems, the quality problems, energy problem, ignition problem, safety problems. So the problem happens every day. That's why in factory world, we call it firefighting. Typically, you firefight every day. TROND: And is that your metaphor for the last part of your framework, which is actually operation? So operation sounds really nice and structured, right? JAY: [chuckles] Yes. TROND: As if that was like, yeah, that's the real thing, process. We got this. But in reality, it feels sometimes, to many who are operating a factory; it's a firefight. JAY: Sometimes the reason lean theme work, Six Sigma, you turn a problem into a process, five Ss process, okay? And fishbone diagram, Pareto chart, and Kaizen before and after. So all the process, SOP, so doesn't matter which year workforce comes in, they just repeat, repeat, repeat, repeat, repeat. So in Toyota, the term used to be called manufacturing is just about the discipline. It's what they said. The Japanese industry manufacturing is about discipline, how you follow a discipline to everyday standard way, sustainable way, consistent way, and then you make good products. This is how the old Toyota was talking about, old one. But today, they don't talk that anymore. Training discipline is only one thing; you need to understand the value of customers. TROND: Right. So there are some new things that have to be added to the lean practices, right? JAY: Yes. TROND: As time goes by. So talk to me then more about the digital element because industrial AI to you, clearly, there's a very clear digital element, but there's so many, many other things there. So I'm trying to summarize your framework. You have these four factors: data, algorithms, platforms, and operations. These four aspects of a system that is the challenge you are dealing with in any factory environment. And some of them have to do with digital these days, and others, I guess, really have to do more with people. So when that all comes together, do you have some examples? I don't know, we talked about Toyota, but I know you've worked with Foxconn and Komatsu or Siemens. Can you give me an example of how this framework of yours now becomes applied in a context? Where do people pick up these different elements, and how do they use them? JAY: There's a matrix thinking. So horizontal thinking is a common thing; you need to have good digital thread including DT, data technology, AT, algorithms or analytics, PT, platform, edge cloud, and the things, and OT operation like scheduling, optimizations, stuff like that. Now, you got verticals, quality vertical, cost vertical, efficiency verticals, safety verticals, emission verticals. So you cannot just talk about general. You got to have focus on verticals. For example, let me give you one example: quality verticals. Quality is I'm the factory manager. I care about quality. Yes, the customer will even care more, so they care. But you have a customer come to your shop once a month to check. You ask them, "Why you come?" "Oh, I need to see how good your production." "How about you don't have to come? You can see my entire quality." "Wow, how do I do that?" So eventually, we develop a stream of quality code, SOQ, Stream Of Quality. So it's not just about the product is good. I can go back to connect all the processes of the quality segment of each station. Connect them together. Just like you got a fish, oh, okay, the fish is great. But I wonder, when the fish came out of water, when the fish was in the truck, how long was it on the road? And how long was it before reaching my physical distribution center and to my home? So if I have a sensor, I can tell you all the temperature history inside the box. So when you get your fish, you take a look; oh, from the moment the fish came out of the boat until it reached my home, the temperature remained almost constant. Wow. Now you are worry-free. It's just one thing. So you connect together. So that's why we call SOQ, Stream Of Quality, like a river connected. So by the time a customer gets a quality product, they can trace back and say, "Wow, good. How about if I let you see it before you come? How about you don't come?" I say, "Oh, you know what? I like it." That's what this type of manufacturing is about. It just doesn't make you happy. You have to make the customer happy, worry-free. MID-ROLL AD: In the new book from Wiley, Augmented Lean: A Human-Centric Framework for Managing Frontline Operations, serial startup founder Dr. Natan Linder and futurist podcaster Dr. Trond Arne Undheim deliver an urgent and incisive exploration of when, how, and why to augment your workforce with technology, and how to do it in a way that scales, maintains innovation, and allows the organization to thrive. The key thing is to prioritize humans over machines. Here's what Klaus Schwab, Executive Chairman of the World Economic Forum, says about the book: "Augmented Lean is an important puzzle piece in the fourth industrial revolution." Find out more on www.augmentedlean.com and pick up the book in a bookstore near you. TROND: So, Jay, you took the words out of my mouth because I wanted to talk about the future. I'm imagining when you say worry-free, I mean, you're talking about a soon-to-be state of manufacturing. Or are you literally saying there are some factories, some of the excellence factories where you've won awards in the World Economic Forum or other places that are working towards this worry-free manufacturing, and to some extent, they have achieved it? Well, elaborate for me a little bit about the future outlook of manufacturing and especially this people issue because you know that I'm engaged...The podcast is called Augmented Podcast. I'm engaged in this debate about automation. Well, is there a discrepancy between automation and augmentation? And to what extent is this about people running the system? Or is it the machines that we should optimize to run all the system? For you, it's all about worry-free. First of all, just answer this question, is worry-free a future ideal, or is it actually here today if you just do the right things? JAY: Well, first of all, worry-free is our mindset where the level of satisfaction should be, right? TROND: Yep. JAY: So to make manufacturing happen is not about how to make good quality, how to make people physically have less worry, how to make customers less worry is what is. But the reason we have a problem with workforce today, I mean, we have a hard time to hire not just highly skilled workers but even regular workforce. Because for some reason, not just U.S., it seems everywhere right now has similar problems. People have more options these days to select other living means. They could be an Uber driver. [laughs] They could be...I don't know. So there are many options. You don't have to just go to the factory to make earnings. They can have a car and drive around Uber and Lyft or whatever. They can deliver the food and whatever. So they can do many other things. And so today, you want to make workforce work environment more attractive. You have to make sure that they understand, oh, this is something they can learn; they can grow. They are fulfilled because the environment gives them a lot of empowerment. The vibe, the environment gives them a wow, especially young people; when you attract them from college, they'd like a wow kind of environment, not just ooh, okay. [laughs] TROND: Yeah. Well, it's interesting you're saying this. I mean, we actually have a lack of workers. So it's not just we want to make factories full of machines; it's actually the machines are actually needed just because there are no workers to fill these jobs. But you're looking into a future where you do think that manufacturing is and will be an attractive place going forward. That seems to be that you have a positive vision of the future we're going into. You think this is attractive. It's interesting for workers. JAY: Yeah. See, I often say that there are some common horizontal we have to use all the day. Vertical is the purpose, quality. I talked about vertical quality first, quality. But what are the horizontal common? I go A, B, C, D, E, F. What's A? AI. B is big data. C is cyber and cloud. D is digital or digital twin, whatever. E is environment ecosystem and emission reduction. What's F? Very important, fun. [laughs] If you miss that piece, who wants to work for a place there's no fun? You tell me would you work for...you and I, we're talking now because it's fun. You talk to people and different perspectives. I talk to you, and I say, wow, you've built some humongous network here in the physical...the future of digital, not just professional space but also social space but also the physical space. So, again, the fun things inspire people, right? TROND: They do. So talking about inspiring people then, Jay, if you were to paint a picture of this future, I guess, we have talked just now about workers and how if you do it right, it's going to be really attractive workplaces in manufacturing. How about for, I guess, one type of worker, these knowledge workers more generally? Or, in fact, is there a possibility that you see that not just is it going to be a fun place to be for great, many workers, but it's actually going to be an exciting knowledge workplace again? Which arguably, industrialization has gone through many stages. And being in a factory wasn't always all that rosy, but it was certainly financially rewarding for many. And it has had an enormous career progression for others who are able to find ways to exploit this system to their benefit. How do you see that going forward? Is there a scope, is there a world in which factory work can or perhaps in an even new way become truly knowledge work where all of these industrial AI factors, the A to the Fs, produce fun, but they produce lasting progression, and career satisfaction, empowerment, all these buzzwords that everybody in the workplace wants and perhaps deserves? JAY: That's how we look at the future workforce is not just about the work but also the knowledge force. So basically, the difference is that people come in, and they become seasoned engineers, experienced engineers. And they retire, and the wisdom carries with them. Sometimes you have documentation, Excel sheet, PPT in the server, but nobody even looks at it. That's what today's worry is. So now what you want is living knowledge, living intelligence. The ownership is very important. For example, I'm a worker. I develop AI, not just the computer software to help the machine but also help me. I can augment the intelligence. I will augment it. When I make the product happen, the inspection station they check and just tell me pass or no pass. They also tell me the quality, 98, 97, but you pass. And then you get your score. You got a 70, 80, 90, but you got an A. 99, you got an A, 91, you got an A, 92. So what exactly does A mean? So, therefore, I give you a reason, oh, this is something. Then I learn. Okay, I can contribute. I can use voice. I can use my opinion to augment that no, labeled. So next time people work, oh, I got 97. And so the reason is the features need to be maintained, to be changed, and the system needs to be whatever. So eventually, you have a human contribute. The whole process could be consisting of 5 experts, 7, 10, 20, eventually owned by 20 people. That legacy continues. And you, as a worker, you feel like you're part of the team, leave a legacy for the next generation. So eventually, it's augmented intelligence. The third level will be actual implementation. So AI is not about artificial intelligence; it is about actual implementation. So people physically can implement things in a way they can make data to decisions. So their decision mean I want to make an adjustment. I want to find out how much I should adjust. Physically, I can see the gap. I can input the adjustment level. The system will tell me physically how could I improve 5%. Wow, that's good. I made a 5% improvement. Your boss also knows. And your paycheck got the $150 increase this month. Why? Because my contribution to the process quality improved, so I got the bonus. That's real-world feedback. TROND: Let me ask you one last question about how this is going to play out; I mean, in terms of how the skilling of workers is going to allow this kind of process. A lot of people are telling me about the ambitions that I'm describing...and some of the guests on the podcasts and also the Tulip software platform, the owner of this podcast, that it is sometimes optimistic to think that a lot of the training can just be embedded in the work process. That is obviously an ideal. But in America, for example, there is this idea that, well, you are either a trained worker or an educated worker, or you are an uneducated worker. And then yes, you can learn some things on the job. But there are limits to how much you can learn directly on the job. You have to be pulled out, and you have to do training and get competencies. As you're looking into the future, are there these two tracks? So you either get yourself a short or long college degree, and then you move in, and then you move faster. Or you are in the factory, and then if you then start to want to learn things, you have to pull yourself out and take courses, courses, courses and then go in? Or is it possible through these AI-enabled training systems to get so much real-time feedback that a reasonably intelligent person actually never has to be pulled out of work and actually they can learn on the job truly advanced things? So because there are two really, really different futures here, one, you have to scale up an educational system. And, two, you have to scale up more of a real-time learning system. And it seems to me that they're actually discrepant paths. JAY: Sure. To me, I have a framework in my book. I call it the four P structure, four P. First P is principle-based. For example, in Six Sigma, in lean manufacturing, there's some basic stuff you have to study, basic stuff like very simple fishbone diagram. You have to understand those things. You can learn by yourself what that is. You can take a very basic introduction course. So we can learn and give you a module. You can learn yourself or by a group, principle-based. The second thing is practice-based. Basically, we will prepare data for you. We will teach you how to use a tool, and you will do it together as a team or as individual, and you present results by using data I give to you, the tool I give to you. And it's all, yeah, my team A presented. Oh, they look interesting. And group B presented, so we are learning from each other. Then after the group learning is finished, you go back to your team in the real world. You create a project called project-based learning. You take a tool you learn. You take the knowledge you learn and to find a project like a Six Sigma project you do by yourself. You formulate. And then you come back to the class maybe a few weeks later, present with a real-world project based on the boss' approval. So after that, you've got maybe a black belt but with the last piece professional. Then you start teaching other people to repeat the first 3ps. You become master black belt. So we're not reinventing a new term. It really is about a similar concept like lean but more digital space. Lean is about personal experience, and digital is about the data experience is what's the big difference. TROND: But either way, it is a big difference whether you have to rely on technological experts, or you can do a lot of these things through training and can get to a level of aptitude that you can read the signals at least from the system and implement small changes, perhaps not the big changes but you can at least read the system. And whether they're low-code or no-code, you can at least then through learning frameworks, you can advance, and you can improve in not just your own work day, but you can probably in groups, and feedbacks, and stuff you can bring the whole team and the factory forward perhaps without relying only on these external types of expertise that are actually so costly because they take you away. So per definition, you run into this; I mean, certainly isn't worry-free because there is an interruption in the process. Well, look, this is fascinating. Any last thoughts? It seems to me that there are so many more ways we can dig deeper on your experience in any of these industrial contexts or even going deeper in each of the frameworks. Is there a short way to encapsulate industrial AI that you can leave us with just so people can really understand? JAY: Sure. TROND: It's such a fundamental thing, AI, and people have different ideas about that, and industry people have something in their head. And now you have combined them in a unique way. Just give us one sentence: what is industrial AI? What should people leave this podcast with? JAY: AI is a cognitive science, but industrial AI is a systematic discipline is one sentence. So that means people have domain knowledge. Now we have to create data to represent our domain then have the discipline to solve the domain problems. Usually, with domain knowledge, we try with our experience, and you and I know; that's it. But we have no data coming out. But if I have domain become data and data become discipline, then other people can repeat our success even our mistake; they understand why. So eventually, domain, data, discipline, 3 Ds together, you can make a good decision, sustainable and long-lasting. TROND: Jay, this has been so instructive. I thank you for spending this time with me. And it's a little bit of a never-ending process. JAY: [laughs] TROND: Industry is not something that you can learn it and then...because also the domain changes and what you're doing and what you're producing changes as well. So it's a lifelong -- JAY: It's rewarding. TROND: Rewarding but lifelong quest. JAY: Yeah. Well, thank you for the opportunity to share, to discuss. Thank you. TROND: It's a great pleasure. You have just listened to another episode of the Augmented Podcast with host Trond Arne Undheim. The topic was Industrial AI. And our guest was Professor Jay Lee from University of Cincinnati. In this conversation, we talked about how AI in industry needs to work every time and what that means. My takeaway is that industrial AI is a breakthrough that will take a while to mature. It implies discipline, not just algorithms. In fact, it entails a systems architecture consisting of data, algorithm, platform, and operation. Thanks for listening. If you liked the show, subscribe at augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. If you liked this episode, you might also like Episode 81: From Predictive to Diagnostic Manufacturing Augmentation. Hopefully, you'll find something awesome in these or in other episodes, and if so, do let us know by messaging us. We would love to share your thoughts with other listeners. The Augmented Podcast is created in association with Tulip, the frontline operation platform that connects the people, machines, devices, and systems used in a production or logistics process in a physical location. Tulip is democratizing technology and is empowering those closest to operations to solve problems. Tulip is also hiring. You can find Tulip at tulip.co. Please share this show with colleagues who care about where industry and especially where industrial tech is heading. To find us on social media is easy; we are Augmented Pod on LinkedIn and Twitter and Augmented Podcast on Facebook and YouTube. Augmented — industrial conversations that matter. See you next time. Special Guest: Jay Lee.

Episode page: https://leanblog.org/450 My guest for Episode #450 of the Lean Blog Interviews Podcast is Professor Torbjorn Netland, Ph.D. Tor is the chair of production and operations management in the department of management, technology and economics at ETH Zurich in Switzerland.  He is a member of the World Economic Forum's Global Future Council on Advanced Manufacturing and Value Chains and a Fellow of the European Academy for Industrial Management.  His award-winning research on managing performance improvement appears in leading scientific journals such as Management Science, MIT Sloan Management Review, Journal of Operations Management,  and more. Tor is a recognized thought-leader in operational excellence (including lean) and is the recipient of two Shingo Research Awards and numerous teaching awards.  His blogs at www.better-operations.com. Like my recent guest, Dr. Lisa Yerian (ep 449), Tor is going to be one of the keynote speakers at the 2022 AME Conference, being held in Dallas — Oct 17 to 20. I'll be there and I hope you will be too. Today, we discuss topics and questions including: Tor, what is the topic of your keynote talk on the AME theme of “Embrace Disruption”? Tell us your thoughts on the role of new technologies in Lean? Not just emulating Toyota of the 1960s Lessons learned about bringing new ideas to people? The dream of the lights-out factory has been haunting us for a while now – GM CEO Roger Smith in the 1980s and in more recent years Elon Musk at Tesla… is that still a dream? Is it a dystopian nightmare? Or something in between? How did you first get interested in Lean and Operational Excellence? Dogma vs practical realities – Buffers? Inspection? Last year, you blogged about the confusion around “what is Lean?” How do you define Lean and what's the most common confusion? Different views of researchers?  How do you describe the role of company-specific production systems? Difference in having YOUR production system vs. just a name? “If you like heated debates, start a discussion thread on the definition of lean on LinkedIn.” Another heated debate — Lean is not TPS? Goes beyond TPS? Tell us why it's wrong to blame JIT for pandemic-era supply chain problems… You have a textbook, written with Michel Baudin, coming out — tell us about that? The podcast is sponsored by Stiles Associates, now in their 30th year of business. They are the go-to Lean recruiting firm serving the manufacturing, private equity, and healthcare industries. Learn more. This podcast is part of the #LeanCommunicators network. 

Dr. Jim Denison joins the morning show for a conversation about our culture and how this should drive us to pray! Dr. Denison is an author, speaker, and CEO of Denison Ministries. He speaks biblically about significant cultural issues at DenisonForum.org and DrJimDenison.com, as well as on radio, TV, podcasts, and social media. In addition, Dennis Allen is here to share his book The Disciple Dilemma: Rethinking and Reforming How the Church Does Discipleship. Dennis is a Chief Executive Officer in corporate America. He has also served in leadership with churches of all sizes, as an elder chair, deacon, teacher, and speaker in the United States, Europe, and Asia. Dennis earned his B.S. in Industrial Management from the University of Alabama, with an MBA from Xavier University. He is also an alumnus of the Oxford Centre for Christian Apologetics in Oxford, UK. Dennis and his wife, Karen, live outside of Washington, D.C. See omnystudio.com/listener for privacy information.

Bill Brunette joined Eco Engineering in 2012 and currently leads the Company's engineering, project management, and installation functions.  Eco Engineering, based in Cincinnati, OH, is a provider of energy efficient lighting upgrade services and sustainable energy generation services. Before joining Eco Engineering, Bill served for 5 years as Principal and Cincinnati Office Leader for Mercer, a global HR consulting firm.  In this role, he oversaw the marketing and delivery of Mercer's services in the Greater Cincinnati marketplace.  Bill also led the firm's new business development efforts with large employers across the Great Lakes region. Prior to joining Mercer, Bill was a Senior Director of Sales at Convergys Corporation, a global customer service call center outsourcing firm subsequently acquired by Concentrix.  In the 10 years Bill worked with Convergys, his roles included sales management, direct sales, corporate alliances, and assistant to the CEO.  Bill served as a National Account Manager for 4 years at NCR Corporation in its Detroit office prior to joining Convergys. Bill holds a Bachelor of Science in Industrial Management from Purdue University.  He also earned a Master of Business Administration degree from the University of Michigan Business School.  Our services for both our clients and candidates can be found below ✔️For Employers: https://www.nenniandassoc.com/for-employers/✔️For Candidates: https://www.nenniandassoc.com/career-opportunities/✔️Consulting: https://www.nenniandassoc.com/consulting-services/✔️Executive Search: https://www.nenniandassoc.com/executive-search/Nenni and Associates on Social Media:► Follow on LinkedIn: https://www.linkedin.com/company/nenni-and-associates/► Like on Facebook: https://www.facebook.com/nenniandassoc/► Email Listing: https://www.nenniandassoc.com/join-email-list/► Subscribe to our YouTube channel: https://www.youtube.com/c/NenniAssociates 

Ray Segars, C.E.M, is passionate about helping businesses become efficient, renewable, resilient and sustainable. He joined the Association of Energy Engineers (AEE) staff in April 2021. Ray is responsible for developing strategies, activities, and identifying growth opportunities for AEE throughout the United States with new and existing partners. He has extensive energy efficiency and business development experience in his 30+ year career in the industry. He served as Chapter President for the local AEE Georgia Chapter, AEE Region II Vice President, earned his C.E.M. in 2010, and was designated an AEE Fellow in 2020. Ray has a BS in Industrial Management from GA Tech and a MS in Marketing and MBA both from GA State University.  Show Highlights Unpack why the power company incentivises you to be more efficient. Utility power companies are complex. Create a circular economy to avoid wasting resources. The importance, opportunities, and benefits of The Association of Energy Engineers (AEE). Understanding the credentials needed to help buildings save energy: Transportation energy audit certificate, Certified Energy Manager, (CEM), Certified Energy Auditor (CEA) and Certified Measurement and Verification Professional.  Movement with regulation, laws and assessment reporting using tools to respond to benchmarking requirements.  Careers and opportunity for everyone to get involved in green building and sustainability at any age or education. Pathways to help audit how to lower carbon, your supply chain, and  less omitting vehicles with your projects.   “Identify where you are and when you benchmark, like Drucker said, ‘If I can measure it, I can manage it.' You can measure your energy consumption, your carbon emissions, you can have a good idea of where your opportunities to reduce and improve operations would be, and that's what our programs teach - How do you identify the opportunities there?” -Ray Segars   Ray Segars Transcript   Ray Segars's Show Resource and Information Energy Efficiency & Sustainability Experts | AEE® This Is How They Tell Me the World Ends: Silent Spring Power Drive Drawdown LinkedIn Connect with Charlie Cichetti and GBES Charlie on LinkedIn Green Building Educational Services GBES on Twitter Connect on LinkedIn Like on Facebook Google+ GBES Pinterest Pins GBES on Instagram   GBES is excited our membership community is growing. Consider joining our membership community as members are given access to some of the guests on the podcasts that you can ask project questions. If you are preparing for an exam, there will be more assurance that you will pass your next exam, you will be given cliff notes if you are a member, and so much more. Go to www.gbes.com/join to learn more about the 4 different levels of access to this one-of-a-kind career-advancing green building community! If you truly enjoyed the show, don't forget to leave a positive rating and review on iTunes.  We have prepared more episodes for the upcoming weeks, so come by again next week! Thank you for tuning in to the Green Building Matters Podcast!   Copyright © 2022 GBES

We celebrate birthday No. 27 with Danny Ezechukwu (Dec. 7, 2021) who was a mainstay at linebacker for Purdue appearing in 45 games for the Boilermakers under coaches Darrel Hazell and Jeff Brohm from 2014-17. The Lithonia, Georgia native compiled 216 career tackles, forced and recovered four fumbles, had 16 career tackles for loss and 7.5 sacks . He played a key role in a resurgent Boilermaker defense in his senior season of 2017, when Purdue posted a winning season and a Foster Farms Bowl win over Arizona. Ezechukwu, an Industrial Management major, lives and works in sales in the Dallas Metroplex Area for Rev.com and follows Purdue's sports teams very closely. He and his wife Arielle have two sons, Tariq and Zayeed (who makes a cameo appearance in the Arni's Birthday Zoom).

Guy is passionate about data and the hidden gold inside of it. He is dealing with data for the past 18 years ( business intelligence, analytics, and data science) and in the gaming space since 2010. Before founding Simpool, Guy led Plyatika's data unit on its data revolution time. Guy has a Bachelor of Science In Engineering of Industrial Management.

Meet HiRa HosenHira Hosèn is a zen Buddhist nun, living, practicing, and teaching spirituality and meditation.  For many years she resided and co-operated a Zen Temple located in the mountains of the South of France with her loving husband Loïc, together raising their young daughter, Mahatma.Hira means ‘diamond' and ‘thunderbolt in Sanskrit, the name which was given during a ritual performed in India in 1998.  Hira received an MSc in Engineering and Industrial Management at the University of Technology Eindhoven, in Holland in 2004.  That same year she received the zen ordination of Bodhisattva.  HoSen was the name she received during her Zen Nun Ordination in Spain in 2007 meaning ‘source of the jewel'.Hira believes that through the practice of methods taught in the ‘Awakening the Illuminated Heart workshops, people have the opportunity to greatly deepen their path of awakening to their true nature. She is honored and excited to share these teachings of ascension with you.Like many other Lightworkers of our time, Hira is here to catalyze the great shift of mass Ascension on Earth.  Becoming an Awakening the Illuminated Heart teacher and representing the ‘School of Remembering'of Drunvalo Melchizedek fills her heart with boundless joy and the deepest gratitude. It is her gift to share with you this spiritual technology that will allow you to own the tools to connect to the light and love of all creation.HiRa is here to co-create a New Earth Now experience: a timeline and reality completely filled with high-frequency co-creations only. Feel free to connect to HiRa directly for private sessions, online RIDE YOUR LOTUS© classes, BLACK DIAMOND TANTRA©, and ‘Awakening the Illuminated Heart®' workshops.In this episode, HiRa Hosen discusses:The ascension journey until todayWhat is ascension being awareness The Mystery School of Drunvalo MelchizedekThe masculine and feminine structure of ascensionThe ancient teachings of tantra and dropping into what isWhat is Black Diamond Tantra workThe new healing energies that are available nowThe light language and the new codingThe activation of the 12 strand DNA & RNALive Light Code Activation MeditationThe old paradigm and how not to feed into it and stopping the co-creationWhat is sacred anger, sovereign power without compromise, and conformingHow to stay in the challenge New Earth, how to live and feel itThe Ultra Light energy now available to humanity SPECIAL ACTIVATION MEDITATION:HiRa guides us through a DNA activation 30min into the conversation.Inspiration:The School of Remembering Jamye Price Light LanguageTantrayanaHiRa's Website:Social Media handles:Youtube Telegram InstagramFacebook If you appreciate our time, efforts, and offers, please feel free to donate to the scholarship program of Awaken The Medicine Within Retreat & Program. 

In this HRchat episode, we talk about how to make attracting and retaining hourly workers easier and more effective. Bill's guest this time is Rich Crawford, President and Chief Executive Officer at TalentReef, the cloud provider to recruit and retain the Service Industry's Hourly workforce.Rich holds a Bachelor of Science in Industrial Management degree from Georgia Tech in Atlanta, Georgia. Prior to joining TalentReef, he has excelled in executive leadership roles at market-leading companies. Most recently, Crawford was the CEO at SambaSafety where he led the SaaS company from a small regional driver risk solution provider to the leading national supplier of driver risk management solutions to enterprise customers as well as trucking, transportation, and middle-market companies.Questions For Rich Include:  Recruiting, hiring, and retaining hourly workers is very different from salaried employees. Can you paint a picture of why that's the case?There's currently an hourly worker shortage. Can you share why you think that's happened and what businesses that employ hourly workers can do to increase applicant flow? There are some new recruiting and hiring obstacles as we come back from the pandemic – namely, applicant flow. What talent management tools or features can best help franchises struggling to boost applicant flow?How to handle the oncoming tsunami of applicants as states start to drop unemployment benefits: Talk about just how big the surge of employees returning to the hourly pay workforce will be and what are the opportunities for hiring managers and HR. How does automated interview scheduling create a faster time-to-hire, and reduce no-shows?When it comes to communications with candidates, why is two-way communication better than something like a bot that collects information and sends it to the hiring manager?

Our Pro-Host this month help us think about how to best support some of those in our workplaces struggling with simple or extreme traumas or transitions. It's all about acceptance and respect! Everyone deserves it regardless of what they face.Check out her bio below:Nye Daley has a PhD in Industrial/Organizational Psychology from Capella University. She is a magna cum laude MBA graduate from American InterContinental University with a concentration in International Business Management. She also earned her Bachelor of Arts in Human Resources Management, summa cum laude, from American InterContinental University, studied Industrial Management at Okaloosa-Walton College, and graduated with an Associate of Applied Science in Logistics from the Community College of the Air Force. She is retired from the United States Air Force where she served as a Material/Logistics Manager. Additionally, she is Six Sigma certified, and has received extensive training and certifications from the National Institute of Governmental Purchasing and the Universal Public Procurement Certification Council.      Nye has more than 20 years of professional experience in procurement, logistics, budget management, finance, business analytics, research and process improvement, and information technology project management. She currently serves as a Statewide Procurement Manager for the State of Arizona, Department of Administration. She is a seasoned Logistics professional with experience in public sector (federal, state, and local government) where she has partnered with clients towards improved processes, strategic management, project management, streamlined procedures, and value-added customer service.  Dr. Daley has memberships and/or service with the Governmental Purchasing Agency of Georgia, the National Institute of Governmental Purchasing, American Purchasing Society, Worldwide Who's Who, National Association of State Procurement Officials, Air Force Sergeants Association, American Psychological Association, and the Society for Industrial/Organizational Psychology. She is the CEO/Founder of Bridges To Success, Inc., a developing non-profit dedicated to providing transition related assistance to youth, veterans, immigrants, and ex-offenders.Listen to this story to hear about her journey!  *Want to share your story or get our insight on any topic that impacts you the military woman, email us at camobeautystories@gmail.com. We LOVE to hear from YOU!Don't forget to SUBSCRIBE, like, comment & SHARE on IG, FB & Twitter and join us  Friday's at 5PM EST on major podcast streaming platforms.The views and content shared on this podcast are personal and does not reflect the views of any branch of military service!Be Kind to your body, soul & mind!

Paul Holland is a talented speaker, educator and coach. A principal of Solomon Coyle, Paul focuses on sales performance, financial growth, strategic planning and leadership development. He brings a unique view gained from more than 36 years of experience in the office furniture industry. Paul has deep experience in the dealer, manufacturer and consulting arenas. Currently, his many activities include working closely with Manufacturers and Dealers on creating high performance results. Before joining Solomon Coyle in 2012, Paul focused on channel innovation, lean methodology, dealer profitability and market share growth as Haworth’s Manager of Dealer Development for North America. The dealer side of the business was the focus of Paul’s first 20 years in the industry. He was President of Innerplan Office Interiors, a Haworth Best in Class Preferred Dealer based in Little Rock, Arkansas. During his time there, Innerplan doubled in revenue and won Arkansas Business of the Year. Paul started in sales and marketing, beginning his career as an A&D Sales Rep and moving on to sales management, sales leadership, executive management and ownership. Paul is Franklin Covey Certified and has completed advanced studies in Marketing, Business and Industrial Management. Websites, Links and Handles:solomoncoyle.comLinkedIn: https://www.linkedin.com/in/paul-holland-9893419/  

Beverly is a remarkable woman. She is very passionate about her business. She name her business SEE (See Everyone Elevate) and that is very motivating. ALL ABOUT BEVERLY: Beverly Jennings is CEO of SEE Company, which she founded to enable diversity-forward and inclusion-focused enterprises to achieve significant growth. As former Head of Global Supplier Diversity & Inclusion at Johnson & Johnson, Jennings brings her C-level business knowledge, values-driven leadership and supplier diversity expertise to corporations and business owners, preparing them to succeed in an ever-changing environment. With her signature approach and energy, Jennings is leading SEE Company with her vision to “see everyone elevate.” As a trusted advisor and certified business coach, she offers strategies and guidance for executives to deliver measurable success. Her three decades of experience span customer service, process excellence, end-to-end supply chain management and business development. Jennings also extends her knowledge to Boards of growth-oriented organizations. She is currently Advisor and former Vice Chair and Executive Committee member of the Billion Dollar Roundtable (BDR), a non-profit of companies spending $1 billion or more annually with diverse suppliers, which J&J joined as the first healthcare company. She co-chairs the BDR Global Committee and leads the BDR Triad, which connects corporations, diverse businesses and investors for growth. She is a member of the Board of Directors for Turtle & Hughes, one of the largest independent electrical and industrial distributors in the nation, and serves on the Board of Rose International, one of the leading minority- and woman- owned providers of workforce and technology solutions. Her previous role at J&J was Vice President, Worldwide Process Excellence, Consumer Group. Earlier, she was Director of Manufacturing at Vistakon, now Johnson & Johnson Vision Care, with responsibility for 1,200 employees. Prior to that she served in a variety of Director positions including Quality, Customer Service and Distribution. For eight years, she co-chaired the African American Leadership Council National Employee Resource Group with 35 chapters and 1,500 members. In addition to healthcare, Jennings' management experience encompasses the retail and food industries. Jennings previously served as a board member to the Healthcare Supplier Diversity Alliance, the Women Presidents' Education Organization (WPEO), Women's Business Enterprise National Council (WBENC), Community First Credit Union and the Girl Scouts of Gateway Council. She has been recognized as a champion, sponsor, mentor and advocate for business and community. These include J&J's Top 25 People of the Year, the Diverse Manufacturing Supply Chain Alliance (DMSCA) Legacy Award, the WBE Hall of Fame and a Top 25 Leading Women Entrepreneur (LWE) in New Jersey. She also received the WBENC Applause Award, the United Negro College Fund (UNCF) Masked Award, and was a Gateway Girl Scouts Woman of Distinction. Jennings holds an MBA in Industrial Management from the University of Dallas; she is a Certified Master Business Coach from Fowler School of Business, and she earned a BS degree in Management from the University of West Florida. Also, WATCH OUT! our listeners was the first to know about the new clothing line that will be coming in the near future. For more information, visit the website at http://seecompany.co you can also follow and like the SEE Company on Facebook, Instagram and Twitter. If you want to contact Beverly you can contact her on social media as well as Beverly Jennings.

Upon graduating from Grove City College in Pennsylvania with a degree in Industrial Management, Matt began his construction career at NVR in Washington DC. In 2005 Matt and his growing family relocated to Austin where he started Risinger & Company. Matt is dedicated to Building Science and is a recognized expert & thought leader in the industry. See acast.com/privacy for privacy and opt-out information.

We caught up with Jim Wood bright and early (California time) on his 68th birthday from his home in Santa Clarita, Calif. Jim was recruited to Purdue out of Chesterfield, Mo. and was a two year starting safety for Alex Agase in 1973 and '74. He also was a punt returner as well. He was a key player in one of Purdue's greatest upsets in its history, the 31-20 thrashing of defending national champion Notre Dame in Sept. 1974. Wood shares his memories of that game, being recruited to Purdue by Dale Samuels and much more. Wood, a Krannert grad with an Industrial Management degree, is retired after a lengthy career in operations management, but still does consulting. He has lived in California for 41 years with his wife and former Silver Twin Randi and they have raised two children and recently became grandparents.  

Conversation with Carlos Gonzalez de Villaumbrosia, the Founder and CEO of Product School. We invited Carlos to our podcast because he has an interesting journey building global companies and digital products and this is a subject we’d like to bring to our podcast. Technically he’s not a Latino, but a Hispanic since Carlos is from Spain, and we think we share a lot of similarities with each other. We talked about his journey, entrepreneurship and of course Product Management. Carlos has a Bachelor of Science in Engineering and Industrial Management, and Computer Science. He also studied Global Business Management and Marketing at UC Berkeley.    Additional Reading Mentioned in the Interview: https://latinxinpower.com/ and https://productschool.com/  Our website is LatinxInPower.com. Send me a message on Instagram @Latinx_in_Power or Twitter @LatinxInPower. Check out our new episodes every month.

Join me on this LinkedIn Live Broadcast "Powering Unique You" with Keith Weedman.Keith has 35 years' experience as a manager. He has an MA in Psychology from Sierra University, a BS in Industrial Management from Purdue University. He fell in love with leadership through the building and sustaining change initiatives. Keith has invested 20,000 hours acquiring knowledge, elevating skills, and developing a curriculum to teach leaders the best practices to effect change through brief interactions. He helps leaders apply the mindset of a true scientist in their work. Topic: How to Create Compelling Possibilities for Your Future We will discuss:⭐ Three Levels of Change ⭐ Vision⭐ LeadershipLet's be open to see any change from 3 different levels, define and share our vision and unleash our hidden potential to develop effective leadership, so we can make a significant impact in others' lives, thus changing this world to be a better place.#PoweringUniqueYou #LinkedInLive #change #leadership #vision #createpossibilities #potential #globaltalent #growth #mindset

David Veech is an influential Entrepreneur, Author of two best sellers, and Motivational Speaker with a mission to support leaders in becoming the best version of themselves they can be. After 40 years of studying and teaching leadership, he understands what it takes to deliver compelling messages that provide deep, authentic inspiration.David attended Western Kentucky University, earning a degree in Government and International Relations, later enrolling in the US Army for two decades before retiring. Simultaneously, he began teaching leadership tactics at Stetson University and earned a MS degree in Industrial Management at Clemson University.As an owner of a travel agency, international consulting firms, and someone who taught leadership at four universities, David is no rookie when it comes to helping aspiring leaders optimize their productivity, profitability, and professionalism. He demonstrates his ardency by providing captivating speeches that leave others feeling empowered and confident that they can unearth their full potential.Today David digs into leadership and how we all could love, learn, and let go better!So, if you’re ready, take out your pencils and let’s begin!Connect with David here.If you enjoyed this episode, check out more or connect with Chris here.Support the show (https://paypal.me/pencilleadership)

This episode of Supply Chain Now features Rick McDonald and Mike Lackey. Rick McDonald is the Vice President of Global Supply Chain Operations for The Clorox Company. In this role Rick has responsibility for approximately 5000 people in 23 countries in manufacturing, contract manufacturing, planning, logistics, engineering, quality assurance, safety, health, environment, security and sustainability. His team is responsible for delivering against commitments in the areas of Employee Engagement, Personal Safety, Product Quality, Customer Service, Cost and Enabling Growth. He is the Executive Sponsor of SE ABLE, Clorox's Black Employee Resource Group. Prior to this role, Rick had an International Supply Chain assignment, reporting to the GM of the International Division. He was accountable for Volume and Profit results as well as Safety, Product Quality, Customer Service, Total Delivered Cost and Enabling Growth. He and his team (located in Atlanta, London, Toronto, Sydney and Hong Kong) interfaced between the business and the function, creating business strategy, current and future year financial forecasts, driving execution and assuring alignment of Supply Chain plans and business plans. Preceding this role, Rick was Clorox's Vice President of Global Logistics. In this role he was responsible for Customer Service, Distribution Center Operations, Transportation Operations and Supply Chain Management. He owned the company's Order to Cash process. Rick joined Clorox in 1992. He has held numerous Supply Chain roles from Sourcing and Planning to Plant Management and Logistics as well as several roles reporting to Division GMs. Prior to joining Clorox, Rick worked for Frito-Lay for 10 years in 5 U.S. salty snack food manufacturing plants. He is a former Board member of the Yuhan/Clorox Joint Venture (S. Korea) and served on the Supply Chain Advisory Board at Atlanta Technical College and at Clayton State University. He is a past member of the Chlorine Institute Board of Directors, serving on the Membership Committee and as co-chair of the Customer Stewardship Committee. He served on the Board of Directors for the Barbecue Industry Association and was elected Vice Chairman. An Atlanta native, Rick holds a Bachelor's of Science degree in Industrial Management from Georgia Tech and lettered as a member of the GT baseball team. His hobbies include go karting and high-speed performance driving. Mike Lackey joined SAP in 2008 through the acquisition of Visiprise and is the Global Head of Solution Management, Digital Manufacturing. With previous roles at Visiprise, NetVendor and Teradyne Manufacturing Software Group, Mr. Lackey has a unique set of knowledge that covers both manufacturing software and design collaboration along with over 30 years of experience in the manufacturing sector. Early in his career, he started as a manufacturing engineer with DCA/Attachmate, which provided him with invaluable first-hand knowledge and understanding of how SAP customers can use SAP's Digital Manufacturing Solution Portfolio to improve their global operations. Mr. Lackey earned a Bachelor of Science degree in Industrial Engineering from Georgia Institute of Technology and an MA in Business Administration from Mercer University with dual concentrations in International Business and Marketing.  Upcoming Events & Resources Mentioned in this Episode: Subscribe to Supply Chain Now and ALL Supply Chain Now Programming Here: https://supplychainnowradio.com/subscribe Leave a review for Supply Chain Now: https://ratethispodcast.com/supplychainnow Connect with Scott on LinkedIn: www.linkedin.com/in/scottwindonluton/ Connect with Ben on LinkedIn: https://www.linkedin.com/in/benjaminjharris1/ Connect with Rick on LinkedIn: www.linkedin.com/in/rick-mcdonald-b947a5/ Connect with Mike on LinkedIn: https://www.linkedin.com/in/mikelackeygt/ Supply Chain Now Ranked #3 Supply Chain YouTube Channel:...

Today's guest is, Antonia Loh. Antonia is a Purdue senior majoring in Industrial Management with a concentration Data Analytics. Antonia has always been on the go as she has juggled her studies with two internships. One as a marketing and media intern for the CCO and the other as a Data Analyst Intern at the Krannert Dean's Office. As we are in the thick of the job search process, many of you are applying, interviewing and maybe even accepting job positions which is so exciting. So now I think is the perfect time to talk about salary and benefit negotiation. Yes, this may be a scary process but just remember that you are a qualified individual that should receive pay and benefits that reflect that. Antonia is on the show today because she has experience with this intimidating topic. We will discuss her own personal experiences with negotiation. This includes ways to effectively negotiate your salary and benefits for your future internships and job opportunities. So without further ado, here is my conversation with Antonia.

‘SSAS Superstars’ author, Louise Righton is educating and inspiring people to achieve financial independence by taking control of their own personal economy. With an initial desire to provide security for her husband and two daughters who both have special educational needs and disabilities, Louise found a way to create a legacy for them should anything happen to her and now she is helping others to do the same.   KEY TAKEAWAY “Dare to be different. Have the courage to pursue your purpose and to create a legacy. Be an ebony wand bearer. Ebony wood being most suited to the hands of the nonconformist and the individual; those pursuing their purpose and not being detracted from that. Pursue your passion!”   ABOUT LOUISE RIGHTON Louise Righton is one of the new wave of SSAS Trustees learning how to unlock pensions built up over a lifetime of contributions and turn them into a multigenerational family asset. Louise has spent her thirty-year career as a global marketer, building consumer health and pharmaceutical brands. A graduate in Industrial Management, a Chartered Marketer and Fellow of the Chartered Institute of Marketing, Louise also holds a master’s degree in Strategic Marketing Leadership. She is a property investor, SSAS Trustee and founder member of SSAS Alliance. Louise co-authored SSAS Superstars! How Ten Entrepreneurs Unlocked Their Pensions – Without Waiting to Retire with Mark Stokes, founder of SSAS Alliance, in 2020.   CONNECT WITH LOUISE Facebook: facebook.com/louise.righton Instagram: @loussas_property LinkedIn: linkedin.com/in/louiserighton Book link: http://bit.ly/ssassuperstars   ABOUT THE HOST - AMY ROWLINSON Amy is a Coach, Mentor, iTunes #1 Podcaster, Mastermind Host, Speaker and Property Investor. Through coaching and workshops, Amy works with businesses to Focus on WHY to create people-centred environments, by improving productivity and employee engagement by focusing on fulfilment, values and purpose.   Amy inspires and empowers entrepreneurial clients to discover the life they dream of by assisting them to make it their reality through their own action taking. Helping them to focus on their WHY with clarity uniting their passion and purpose with a plan to create the life they truly desire.   If you would like Amy to help you focus on your WHY then please book a free 20 min call via www.calendly.com/amyrowlinson/enquirycall    Please sign up for the weekly Friday Focus newsletter at https://www.amyrowlinson.com/subscribe-to-weekly-newsletter   CONNECT WITH AMY https://www.instagram.com/focusonwhy/  https://www.instagram.com/amy.rowlinson/ https://www.facebook.com/RowlinsonAmy/ https://www.facebook.com/focusonwhy/ https://www.facebook.com/groups/focusonwhy/ https://www.linkedin.com/in/amyrowlinson/   HOSTED BY: Amy Rowlinson   DISCLAIMER The views, thoughts and opinions expressed in this podcast belong solely to the host and guest speakers. Please conduct your own due diligence.

In today's episode, we sit down with Bill Kennedy ('85, Industrial Management), President/CEO of the San Franciscan Roaster Co. and Vincent Purvis ('12, Business Marketing), co-founder and co-owner of Silver Grizzly Espresso, to talk about their time at LeTourneau and the challenges and opportunities of taking on a dying business and launching a new business in the specialty coffee industry. Resources: Click here to find out more about studying Business at LeTourneau University. Click here to learn about the Entrepreneurial Experience at LeTourneau University. Find out more about how the work the new LeTourneau University Foundation is doing to help alumni with their legacy and estate planning in a way that reflects their faith and commitments. Click here to sign-up for news and upcoming events connected to our 75th Anniversary and Homecoming & Family Weekend 2021. Purchase tickets for the Sandi Patty concert at Homecoming & Family Weekend 2021 by clicking here. Listen and subscribe to the Snapshots podcast, where LeTourneau faculty share their journey's of faith and about their time at LeTourneau by clicking here. View the video of this conversation on our LETU Alumni Facebook page by clicking here.

In this episode we sat down with industry veteran Greg Owens to learn about his impressive career going from an entry level consultant at Anderson Consulting to various CEO roles. You can easily hear Greg's internal drive for success and passion for supply chain management. It all sounds pretty boring. So let's see if Greg can prove us wrong. Greg Owens is the CEO and a founder of iGAM. Greg also serves as the Executive Chairman of the Board at PRGX Global, Inc. In his most recent position, he served as the Group President of New Sectors & Ventures at Ritchie Bros. and as CEO of IronPlanet, Inc. since 2007. Prior to this, he served as Managing Director at Red Zone Capital, a Washington, D.C. private equity firm focused on strong revenue growth opportunities. He served as Chairman and Chief Executive Officer of Manugistics Group, Inc. where he doubled annual revenues to $300 million for the supply chain management software company. Greg also served as Global Managing Partner, Supply Chain Management at Accenture where he was a founding member of the company's supply chain group. In addition, he serves on several outside boards including 3VR, Guardian Analytics, S1 Corporation, Secure Works, and Serena Software. Greg holds a B.S. in Industrial Management from Georgia Institute of Technology where he currently serves on the President's Advisory Board as well as the College of Management Board. Upcoming Events & Resources Mentioned in this Episode: Connect with Greg on LinkedIn: https://www.linkedin.com/in/gregory-owens-498ab52/ (https://www.linkedin.com/in/gregory-owens-498ab52/) Connect with Chris on Linkedin: https://gate.sc/?url=https%3A%2F%2Fwww.linkedin.com%2Fin%2Fchrisrbarnes%2F&token=319543-1-1598027501395 (www.linkedin.com/in/chrisrbarnes/) Subscribe to all Supply Chain Now Programs: https://gate.sc/?url=http%3A%2F%2Fsupplychainnowradio.com%2Fsubscribe%2F&token=48d796-1-1598027501395 (supplychainnowradio.com/subscribe/) Supply Chain Now Ranked https://soundcloud.com/tags/1 (#1) Supply Chain Podcast via FeedSpot: https://gate.sc/?url=http%3A%2F%2Ftinyurl.com%2Frud8y9m&token=f80f79-1-1598027501395 (tinyurl.com/rud8y9m) Supply Chain Now Ranked https://soundcloud.com/tags/3 (#3) Supply Chain YouTube Channel: https://gate.sc/?url=http%3A%2F%2Ftinyurl.com%2Fyazfegov&token=c06057-1-1598027501395 (tinyurl.com/yazfegov) Listen and Subscribe to Supply Chain is Boring on Supply Chain Now: https://gate.sc/?url=http%3A%2F%2Fsupply-chain-is-boring.captivate.fm%2Flisten&token=1386da-1-1598027501395 (supply-chain-is-boring.captivate.fm/listen) AIAG Virtual 2020 Supply Chain Conference: https://gate.sc/?url=http%3A%2F%2Ftinyurl.com%2Fy8axeflc&token=f99043-1-1598027501395 (tinyurl.com/y8axeflc) Register for Reuters Events Supply Chain USA Virtual 2020 Summit Here: https://eur06.safelinks.protection.outlook.com/?url=https%3A%2F%2Ftinyurl.com%2Fy4mj6jph&data=02%7C01%7C%7C8962f1618d5b45a53fa608d849e62e94%7C84df9e7fe9f640afb435aaaaaaaaaaaa%7C1%7C0%7C637340600251876796&sdata=m7Kz%2FmS5k5r8qRwcrBx4YQ4BU8o2i8HglOMcPg1Qz8w%3D&reserved=0 (https://tinyurl.com/y4mj6jph) WEBINAR: Stand Up & Sound Off- https://tinyurl.com/y4lcahdr (https://tinyurl.com/y4lcahdr) WEBINAR: New Market, New Mindset- https://tinyurl.com/y2rwvmwm (https://tinyurl.com/y2rwvmwm) AME Toronto 2020 Virtual Conference: https://www.ame.org/ame-toronto-2020 (https://www.ame.org/ame-toronto-2020) Check Out News From Our Sponsors: U.S. Bank: https://gate.sc/?url=http%3A%2F%2Fwww.usbpayment.com%2Ftransportation-solutions&token=c6bdb4-1-1598027501395 (www.usbpayment.com/transportation-solutions) Capgemini: https://gate.sc/?url=http%3A%2F%2Fwww.capgemini.com%2Fus-en%2F&token=4d92c1-1-1598027501395 (www.capgemini.com/us-en/) Vector Global Logistics: vectorgl.com/...

Born in Indianapolis, IN, Tom attended Washington township schools before entering and graduating from Purdue University with a degree in Industrial Management.  Upon graduation, Tom worked for Dow Chemical, Colorcon, and ARTA Group before forming his first company renovating high end residential properties in Palm Beach, FL.  Since 1989, ever the entrepreneur, Tom has founded, funded, and operated 5 companies, and worked in Executive Management stints with two privately held organizations.   Tom has been married for 37 years to wife, Barbara, and they have three adult children; Carly is a professional actress and singer in New York City, Jack is a financial services representative with Northwestern Mutual Financial Services in Zionsville, IN and Scott works in the IT consulting practice with Accenture in Chicago. Tom serves today as Chairman for a Vistage Chief Executive Peer Advisory Board working with 16 corporate CEO’s.  Tom’s mission is to help leaders become the absolute best version of themselves in whatever ways are most important to them.  Tom can be contacted in several ways below.   Thomas.kincannon@vistagechair.com linkedin.com/in/tomkincannon

Video version https://vimeo.com/452339095 About the podcast In this edition of “State of Readiness”, I welcome Manuel “Manny” Ugarte, Director and Strategic Accounts Manager of the United States Army’s Combat Capabilities Development Command (CCDC).  The US Army’s CCDC mission is to provide the research, engineering, and analytical expertise to deliver capabilities that enable the Army to deter and, when necessary, decisively defeat any adversary now and in the future.  And the CCDC’s vision is to be the scientific and technological foundation of the Army Modernization Enterprise through world-leading research, development, engineering and analysis. Manny and I start by talking about his current role at the CCDC and the confluence of research, data, data analytics, and converting that research and data into a basis for making decisions about the future operations and capabilities of the US Army.  Of particular interest is that the nature of what the CCDC and he are doing goes contraire to a lot of his past experience and training.  After all, research begets innovation, and innovation requires the ability to think and act outside the box – to question everything even down to the core of how the US Army operates. But the real great story is about Manny’s life journey; Manny was born in Puerto Rico, the son of Cuban exiles escaping from the Castro regime.  After escaping Cuba, his father earned his BSc in Mechanical Engineering at the University of Mayaquez afterwards “earning his salt” and providing for his family.  From this experience his father instilled in Manny his life’s values and the notion of serving their adopted country as a way of giving back.  There was no tradition of military service in the family (except for his great grandfather serving in the Spanish Navy way back when).  After University, he found himself assigned in Panama.  And this is where the story really gets interesting; it includes all the elements of a great story.  There is a warehouse full of surplus vending machines and Manny decides to moonlight as an entrepreneur while serving as an officer in the Army (or is it the other way around?).  There is his finding the love of his life (with whom he took forever to actually court) and who happens to be a lawyer who helps him with his business dealings (which is the excuse he found for keeping her close).  And there is the vicious competition of the old ladies selling empanada’s and coke on the corner – culture kills strategy. This is a really great story.  In a very real way, it is the story of America, the American Dream, and everything that is great, and can be great, about the American experience.  Give a listen.  I am sure you will find it as funny, enjoyable, and inspirational as I did.  And I am certain you will end-up with a smile on your face and a bounce in your step. Guest: Manuel "Manny" Ugarte Manuel "Manny" Ugarte Manuel “Manny” Ugarte is the Director & Strategic Accounts Manager to oversee the Science and Technology strategic planning, program, budget & execution of experimental and state-of-the-art capabilities of the US Army’s Combat Capabilities Development Command – the subordinate organization of the nascent Army’s Futures Command.  His leadership and military experiences have focused on strategic planning, process improvement, operations, and complex problem solving. As an executive leader, he embraces operational excellence methods, directing high performance teams on problem-solving techniques informed by business intelligence. Manny has served the United States in its operations around the world as a US Army Officer and Executive for over 25 years.  Throughout his career, Manny has held many positions, including stints as Director of Analytics at the Office of the Secretary of Defense, Chief Operating Officer at the US Special Operations Command (USSOCOM), and Senior Operations Research Analyst at the Army Futures Command.  He earned his BASc of Applied Science in Mechanical Engineering as an ROTC Cadet from Norwich University, his MBA from Tarleton State University, his MSc in Operations Research from the Naval Postgraduate School, and his MEng in Engineering and Industrial Management from Penn State University.  He is a certified Lean Six Sigma Black Belt practitioner and Master Black Belt candidate from the US Army.  Manuel recently completed an Executive Program certification in Management and Leadership from Massachusetts Institute of Technology. Organization:  US Army Combat Capabilities Development Command Website; https://www.army.mil/ccdc   Headquarters; Aberdeen Proving Ground, Aberdeen, Maryland Year founded; February 2019 Company type; Defense / Military Industry Company size; ~ 26,200 civilian employees, military, and contractor workforce with a combined annual direct and reimbursable budget in excess of $6B Specialties; Engineering, Research & Development for US Army science & technology

This week I am joined by my great friend and co-author Louise Righton. Louise Righton is one of the new wave of SSAS Trustees learning how to unlock pensions built up over a lifetime of contributions and turn them into a multigenerational family asset. Louise has spent her thirty-year career as a senior level global marketer in the life sciences industry, building consumer health and pharmaceutical brands. A graduate in Industrial Management from Nottingham Trent University, a Chartered Marketer and Fellow of the Chartered Institute of Marketing, Louise also holds a master’s degree in Strategic Marketing Leadership from Henley Business School. She is a property investor and residential landlord, SSAS Trustee and founder member of the SSAS Alliance regional networking groups in Yorkshire and the East Midlands. Louise is co-author of SSAS Superstars! How Ten Entrepreneurs Unlocked Their Pensions – Without Waiting to Retire, published in 2020, and is a regular contributor to podcasts on the subjects of wealth-building and SSAS pensions.  https://www.linkedin.com/in/louiserighton https://www.facebook.com/louise.righton See omnystudio.com/policies/listener for privacy information.

How the f**k did Matt Tornquist go from studying engineering at Purdue to creating content for the LSU football team? Today we’re talking with Matt about how his love for the craft of making videos and the many reps he put in led him to his dream job in Baton Rouge. Matt is a graduate of Purdue University where he was a recruiting design intern for the Boilermakers. In his time at college, he also co-founded a company specializing in mobile social media graphic creation called Uplink Sports. After graduating Matt worked as a freelance creator and full-time Video Producer with Purdue Athletics. Today, he works on the national champion LSU Athletics Creative and Digital Media staff. So how did Matt get into the creative media space with an Industrial Management degree? And how did he end up grabbing drinks with Bo Pelini of Nebraska football (a.k.a. Jake’s dream dinner date)?

What You Will Learn: What a seasoned expert looks for in a building product and manufacturer In the latest episode of GWP’s Constructing Brands podcast, we speak with Matt Risinger, host of The Build Show and Founder of Risinger Build. Matt offers us insights in how he’s selected certain building materials and the process by which he tests and vets them for use on his project. Matt’s goal is to elevate the standards of the building industry. Learn what he looks for in his relationship with building manufacturers. About Matt Risinger Matt Risinger received his Bachelor’s of Science in Industrial Management from Grove City College. He worked for one of the National Production Builders (NVR Ryan Homes) after college where he met his Texan wife in Washington, DC. His 7-year experience with National Production Builders was fun, but didn’t satisfy his desire for “Craftsmanship”. In 2002, he and his family moved to Portland, OR in 2002 during the national mold crisis which led him down the path of Building Science. He wanted to understand why these homes were failing. This helped him learn about the science behind the construction and it’s been his passion ever since. After moving to Texas in 2005, he worked exclusively with architects to build the very best in home craftsmanship using products and skills he can stand behind. Resources: Website: buildshownetwork.com Website: risingerbuild.com YouTube: youtube.com/user/MattRisinger Linkedin: linkedin.com/in/matt-risinger-b704b33 Facebook: facebook.com/matt.risinger

“Supply Chain Front & Center: Rick McDonald with The Clorox Company” Supply Chain Now Episode 393 This episode of Supply Chain Now features Rick McDonald. Rick is the Vice President of Global Supply Chain Operations for The Clorox Company. In this role Rick has responsibility for approximately 5000 people in 23 countries in manufacturing, contract manufacturing, planning, logistics, engineering, quality assurance, safety, health, environment, security and sustainability. His team is responsible for delivering against commitments in the areas of Employee Engagement, Personal Safety, Product Quality, Customer Service, Cost and Enabling Growth. He is the Executive Sponsor of SE ABLE, Clorox’s Black Employee Resource Group. Prior to this role, Rick had an International Supply Chain assignment, reporting to the GM of the International Division. He was accountable for Volume and Profit results as well as Safety, Product Quality, Customer Service, Total Delivered Cost and Enabling Growth. He and his team (located in Atlanta, London, Toronto, Sydney and Hong Kong) interfaced between the business and the function, creating business strategy, current and future year financial forecasts, driving execution and assuring alignment of Supply Chain plans and business plans. Preceding this role, Rick was Clorox’s Vice President of Global Logistics. In this role he was responsible for Customer Service, Distribution Center Operations, Transportation Operations and Supply Chain Management. He owned the company’s Order to Cash process. Rick joined Clorox in 1992. He has held numerous Supply Chain roles from Sourcing and Planning to Plant Management and Logistics as well as several roles reporting to Division GMs. Prior to joining Clorox, Rick worked for Frito-Lay for 10 years in 5 U.S. salty snack food manufacturing plants. He is a former Board member of the Yuhan/Clorox Joint Venture (S. Korea) and served on the Supply Chain Advisory Board at Atlanta Technical College and at Clayton State University. He is a past member of the Chlorine Institute Board of Directors, serving on the Membership Committee and as co-chair of the Customer Stewardship Committee. He served on the Board of Directors for the Barbecue Industry Association and was elected Vice Chairman. An Atlanta native, Rick holds a Bachelor’s of Science degree in Industrial Management from Georgia Tech and lettered as a member of the GT baseball team. His hobbies include go karting and high-speed performance driving. Upcoming Events & Resources Mentioned in this Episode: Subscribe to Supply Chain Now: supplychainnowradio.com/subscribe/ Connect with Scott on LinkedIn: www.linkedin.com/in/scottwindonluton/ Connect with Greg on LinkedIn: www.linkedin.com/in/gswhite/ Connect with Rick on LinkedIn: https://www.linkedin.com/in/rick-mcdonald-b947a5/ SCN Ranked #1 Supply Chain Podcast via FeedSpot: tinyurl.com/rud8y9m SCNR on YouTube: tinyurl.com/scnr-youtube 2020 AIAG Supply Chain Summit: tinyurl.com/yx5asq35 Register for the Virtual Supply Chain Summit with Alcott Global: https://tinyurl.com/ycgwab87 Stand Up & Sound Off: A Conversation About Race in Industry Webinar: https://attendee.gotowebinar.com/register/7522896348121204752 Check Out News From Our Sponsors: U.S. Bank: www.usbpayment.com/transportation-solutions Capgemini: www.capgemini.com/us-en/ Vector Global Logistics: vectorgl.com/ Verusen: www.verusen.com/ ProPurchaser.com: tinyurl.com/y6l2kh7g This episode of Supply Chain Now was hosted by Greg White and Scott Luton. For additional information, please visit the dedicated show page at www.supplychainnowradio.com/episode-393.

New Trends in Secondary Homes, with Kurt Clason Building Materials Industry | Evolving with Building Industry Trends Kurt Clason is the president of K.A. Clason Fine Woodworking, but he has served in many capacities throughout his career. Kurt has been the president of the Maine Homebuilders Association, president of the Lake Region Builders and Remodelers Association, and he spent twenty-four years in the U.S. Coast Guard as well. Kurt is constantly pushing the boundaries of how building materials are used, and he challenges the way the building materials industry operates as a whole. One of the major areas in which Kurt is pushing the envelope is energy efficiency. He is constantly looking for new ways to innovate, increase durability, decrease maintenance, and make his builds more sustainable. There is Inspiration Everywhere As we discussed previously, consumers are becoming significantly more educated about the design and construction processes due to the HGTV effect. But contractors are too. While many people take these television shows at face value, professionals in the building materials industry are using them as a source of new ideas and inspiration. Kurt would love to walk around the tradeshow floor gathering information about the latest building products and technologies, but there’s only so much time in a day, and all he has to do is flip on the TV when he gets home from work. These shows fill in the gaps because, for master craftsmen, there is a lot more to them than entertainment. Technological Proficiency is Key For Kurt, the HGTV effect also means his team can hold relatively pain-free discussions with their clients because the language barrier that comes with complex technologies and processes is eliminated. Part of the reason for this is because contractors have evolved with technology just as consumers have, so there is a lot more common ground. All of Kurt’s team members operate from a cloud-based system, which is a major opportunity for companies in the building materials industry. Kurt is looking for partners who have the same tenacity for innovation and operating efficiency, not companies who hand them written manuals of stone and chisel. Building materials companies with a strong digital presence have a significant advantage. About Kurt Clason Kurt Clason has always been interested in working with wood. Both his Dad and Grandfather had small woodshops in their homes. This love of woodworking continued through high school where he worked with his uncle, while on vacation, building homes. Even while attending the Coast Guard Academy Kurt often did small custom furniture work for customers. The Coast Guard offered him the opportunity of a lifetime by allowing him to specialize in Industrial Management. In this capacity, he oversaw all maintenance, repair, and renovation for the lighthouses off of New England. For 15 years, Kurt managed construction crews doing everything from maintaining the buildings to converting the lights from manual operation to solar control. When he retired from the Coast Guard, he wanted to do something that he was passionate about and would love coming to work every day. Fortunately, he had already been working on the islands part-time, so the decision to go full time was easy. Today Kurt’s company is a small custom woodworking shop dedicated to working with their clients to turn their dreams into reality. They have a full custom cabinet shop to make any kitchen cabinet or built-in that you want in your home. They also work with you to restore what time has done to your island home. This can range from installing new footings, jacking the house back up to re-level, or renovating rooms for a new use. They have installed closets, built exterior showers, renovated outside porches for use as game rooms, replaced decks and other similar work. They also work with your architect or have partnerships with local architects to design the home of your dreams. As a design/build firm, they can also work with you to take your own design into reality. Kurt’s partnerships with local barge companies, plumbers, electricians, and painters allow them to be a one-stop-shop to build the entire house from the foundation to the Occupancy Permit. What You Will Learn: Kurt’s perspective on building materials industry trends in the Boston area How the HGTV effect has impacted Kurt’s relationship with building materials companies Why building materials companies need a strong digital presence and technological proficiency How Kurt pulls new ideas and inspiration from television shows How the shift of secondary homes to all-season homes has impacted Kurt’s business How the building materials industry is responding to changes in the secondary homes market Resources: Website: http://www.kaclason.com/ Facebook: https://www.facebook.com/kaclasonfw LinkedIn: https://www.linkedin.com/in/kurt-clason-cgr-caps-94905233/ Houzz: https://www.houzz.com/pro/kaclasonfw/

EPISODE SUM UP: We spoke about his book - Blockchain: the business perspective - and how the organizations approach blockchain for enterprise, business models, the core of decentralization and how to capture the value, dApps, how to drive awareness about what blockchain is, and where can bring value. Trevor Clohessy bio: Trevor Clohessy is an assistant professor in business information systems and transformative technologies at GMIT School of Business since September 2018. Prior to this post, Trevor was an assistant professor at the National University of Ireland Galway business school and a post-doctoral researcher with Lero. His research interests include blockchain, business analytics, digital transformation, digital addiction, digital politics, and cloud computing. Trevor has published in a number of academic outlets including the Journal of Information Technology and People and the Journal of Industrial Management and Data Systems. Trevor has also published a new blockchain book entitled “Blockchain the Business Perspective.” Trevor completed his PhD from the National University of Ireland Galway. His doctoral thesis investigated the digital transformation impact of cloud computing on IT service providers. Trevor and his research associates conducted one of the first blockchain Irish organizational readiness reports in 2018 entitled “Organisational factors that influence the Blockchain adoption in Ireland.” EPISODE LINKS: Linkedin: https://www.linkedin.com/in/trevorclohessy/ Research Profile: https://trevorclohessy.wordpress.com/ Linkedin Article https://www.linkedin.com/pulse/blockchain-business-perspective-trevor-clohessy-phd-/ The Business Perspective - New Book: https://novorayio.com/publications/ Blockchain for Business Online Course: https://www.gmit.ie/business/certificate-blockchain-business-springboard Business model online classes https://www.strategyzer.com/training/courses/mastering-business-models FOLLOW US: Linkedin - https://www.linkedin.com/company/blockchain-mentoring-lab/?viewAsMember=true Twitter - https://twitter.com/@lallispinaci Medium - https://medium.com/@lauraspinaci Meetup - https://www.meetup.com/es/Hyperledger-Barcelona/ --- Send in a voice message: https://anchor.fm/blockchainmentoring/message

Shaun Rawls is the Founder and CEO of Rawls Consulting, a progressive, growth minded organization that invests in people, businesses and all aspects of residential and commercial real estate. Rawls is a highly sought after national speaker and author of the upcoming book, “F”-IT-LESS: 18 “F” Words to Reframe and Repurpose Your Life. scheduled for release in May 2020. “F”-IT-LESS meets you at that place in life when you are ready to throw your hands up, give in, give up and say, “F-it!,” In his book, Rawls offers new meaning and purpose to the term and mindset, “F-it!” by giving the reader a breakthrough transformational process to take action over giving up or giving in. Through learning to reframe and align the heart and mind, the reader will be empowered to make the tough decisions needed live their most intentional and rewarding life. Rawls spent 25 years working in real estate, ultimately building Atlanta’s #1 residential real estate firm, “The Rawls Group of Keller Williams.” Having met many of his professional goals, Rawls made a deliberate choice to shift his attention out of the daily operations of his firm and into new ways he could add even more value to others. The Rawls Group of Keller Williams has over 2,000 agents producing more than $4 Billion in annual sales. It consistently ranks among the best performing companies in the Keller Williams system. The Rawls Group won the award for Atlanta’s Best Place to work among all companies in Georgia for an unprecedented five years in a row from 2009 to 2013. In addition to his Atlanta based real estate empire, Shaun travelled the country as a national speaker, trainer and consultant for Keller Williams, and was a co-regional owner in Keller Williams in New York, New Jersey and Connecticut from 2010 to 2015. His resume includes having been recognized by Real Trends as one of the Top 40 real estate brokers in America and one of the Top 200 most powerful people in real estate by Swanepoel. Shaun is married to his wife, Jeri. They live in Atlanta, Georgia, and together their blended family is comprised of five beautiful children: Noble, Steel, Jacob, Andrew and Sarah. Shaun enjoys spending time with his family at the beach, riding his motorcycle, playing tennis, travelling, being active and living life to the fullest. Shaun has an Industrial Management degree from the Georgia Institute of Technology. Support the show! Patreon: https://www.patreon.com/brutallyhonestpodcast My new course: https://www.harrisonbaron.com/ Website: https://www.brutallyhonestpodcast.com/ Instagram & Facebook @brutallyhonestpodcast Everything we use: https://linktr.ee/harrisonBaron Produced by: https://www.baronmediagroup.com/

Chuck Russell is the chairman and chief knowledge officer at BestWork DATA, a company that helps businesses tackle everyday problems through assessing people-data. He is the author of several books, including No Bad Hires: Bad Hires Are Now Optional. Chuck is an international speaker who focuses on practical and pragmatic solutions to real problems through the understanding of people’s values and strengths. He has a BS in Economics from Spring Hill College and studied Physics and Industrial Management at the Georgia Institute of Technology. Chuck joins me today to discuss sales hiring and how to leverage data to evaluate the strengths and weaknesses of your sales team. He reveals what skills can and cannot be trained and how the data from assessment tests highlight job and role suitability. He highlights three traits that are essential for salespeople to possess and how assessment data can be used to steer career paths most effectively. Chuck also shares advice for hiring a manager and encourages everyone to be a student of what they do.   “Data gives you the ability to recognize the difference between the person who can go out and pioneer and capture new business versus the person who can manage and grow it.” - Chuck Russell   This week on Food For Thought Lunchbreak: Personality traits that can and cannot be trained or changed How sales skills are trainable Finding relevance in assessment tests How your personality traits dictate which sales environment you will be successful in Why data is essential for hiring the right person Positioning your sales team in the right roles Three critical traits for being successful in sales Using data to create valid career paths Advice for hiring managers   Connect with Chuck Russell: BestWork DATA Chuck Russell in LinkedIn No Bad Hires: Bad Hires Are Now Optional Right Person, Right Job: Guess or Know   It’s Time to Get More Sales Thanks for tuning into this week’s episode of Food For Thought Lunchbreak with Steve Bookbinder. If you enjoyed this episode, head over to Apple Podcasts, subscribe to the show, and leave us an honest review. Don’t forget to follow us on Facebook, Twitter, and Instagram and share your favorite episodes on social media. And for more great content, news, and information on sales and marketing, be sure to visit the DM Training website. Food For Thought Lunchbreak with Steve Bookbinder is produced by Auxbus. You can create your own great podcast - faster and easier - at Auxbus.com

“Transforming Global Supply Chains: Rick McDonald with The Clorox Company & Paul Noble with Verusen" The #SupplyChainCity Series on Supply Chain Now Radio SCNR 250 This episode features Rick McDonald and Paul Noble. Rick McDonald is the Vice President of Global Supply Chain Operations for The Clorox Company. In this role Rick has responsibility for approximately 5000 people in 23 countries in manufacturing, contract manufacturing, planning, logistics, engineering, quality assurance, safety, health, environment, security and sustainability. His team is responsible for delivering against commitments in the areas of Employee Engagement, Personal Safety, Product Quality, Customer Service, Cost and Enabling Growth. He is the Executive Sponsor of SE ABLE, Clorox’s Black Employee Resource Group. Prior to this role, Rick had an International Supply Chain assignment, reporting to the GM of the International Division. He was accountable for Volume and Profit results as well as Safety, Product Quality, Customer Service, Total Delivered Cost and Enabling Growth. He and his team (located in Atlanta, London, Toronto, Sydney and Hong Kong) interfaced between the business and the function, creating business strategy, current and future year financial forecasts, driving execution and assuring alignment of Supply Chain plans and business plans. An Atlanta native, Rick holds a Bachelor’s of Science degree in Industrial Management from Georgia Tech and lettered as a member of the GT baseball team. His hobbies include go karting and high-speed performance driving. Paul Noble is Founder and CEO of Verusen, a technology firm that uses AI to predict inventory and harmonize data organizations in a variety of industries. Verusen automatically integrates to your ERP and disparate data sources — single or multiple systems, one or many locations. Then, the platform’s Artificial Intelligence learns from your own inventory experts and encodes their knowledge to provide seamless inventory harmonization. With Verusen, you get automatic naming and categorization with 99% reliability at scale — a true material master. Paul’s passion for entrepreneurship has always shaped his approach for go-to-market strategies and tools, which was the driving force behind pursuing his dream of launching Verusen to improve the availability of easy-to-use technology for optimizing the supply chain for materials and MRO. Learn more about Verusen here: https://www.verusen.com/ Upcoming Events & Resources Mentioned in this Episode: Subscribe to Supply Chain Now Radio: https://supplychainnowradio.com/subscribe/ SCNR to Broadcast Live at CSCMP Atlanta Roundtable Event: https://tinyurl.com/y43lywrd Reverse Logistics Association Conference & Expo: https://rla.org/event/80 SCNR to Broadcast Live at MODEX 2020: https://www.modexshow.com/ SCNR to Broadcast Live at AME Atlanta 2020 Lean Summit: https://www.ame.org/ame-atlanta-2020-lean-summit 2020 Atlanta Supply Chain Awards: https://www.atlantasupplychainawards.com/ SCNR on YouTube: https://tinyurl.com/scnr-youtube The Latest Issue of the Supply Chain Pulse: https://conta.cc/2YTuebX Check Out News From Our Sponsors: The Effective Syndicate: https://www.theeffectivesyndicate.com/blog Spend Management Experts: https://spendmanagementexperts.com/ APICS Atlanta: https://apicsatlanta.org TalentStream: https://talentstreamstaffing.com/ Verusen: https://www.verusen.com/ Georgia Manufacturing Alliance: https://www.georgiamanufacturingalliance.com/ ProPurchaser.com: https://tinyurl.com/y6l2kh7g Supply Chain Real Estate: https://supplychainrealestate.com/ Vector Global Logistics: http://vectorgl.com/ This episode was hosted by Ben Harris, Greg White, and Scott Luton. For more information, please visit our dedicated show page at: www.supplychainnowradio.com/episode-250

This is the eleventh episode of Listen to the Editors, a series of interviews with journal editors to unveil the trends in research for Operations and Supply Chain Management. In this episode, we are interviewing the Program Chair for the OSCM Division in the AOM 2020 Annual Meeting, Stephanie Eckerd. We discussed: the “under the hood” work of the scholarly program. Points authors should pay attention before submitting their manuscripts. What first-time attendees should pay attention to during the Academy of Management Annual Meeting. The host for this show is Iuri Gavronski, Associate Professor for the Graduate Program in Business for the UNISINOS Jesuit University. Listen to the editors is an initiative of the Operations and Supply Chain Management division of the Academy of Management. We post our interviews monthly in our division website. You can discuss any of the topics of this episode using our interactive tool, https://connect.aom.org. Using the discussion section of our site, you can also post suggestions for questions, journal editors you would like to hear from, and requests for clarifications. You can also subscribe to our podcast on Apple Podcasts, Spotify, or with the Podcast Addict app on Android. Editor's Bio: ============= Sean M. Handley is an associate professor of management science. Handley previously served on the faculty at the University of Notre Dame and Rutgers University. He obtained his Ph.D. and MBA from The Ohio State University, and received his B.S. in Industrial Management from the University of Cincinnati. Prior to entering academics, Handley served in multiple operational and supply chain roles working for a logistics subsidiary of Honda Motor, CEVA Logistics (formerly CTI), and GE Aviation among others. Handley is teaching, or has taught, graduate and undergraduate courses on operations and supply chain management, process analytics, business statistics, and procurement management and global sourcing. Handley’s primary scholarly interests lie in studying the challenges and approaches to managing outsourced business processes with a particular interest in: formal and informal mechanisms for managing inter-organizational relationships, the management of offshore outsourcing engagements, and quality management with outsourced manufacturing. His research has been published in several leading academic journals including Journal of Operations Management, Production and Operations Management, Decision Sciences, Strategic Management Journal, MIS Quarterly and Journal of Business Logistics. He serves on the editorial review board for Production and Operations Management and Journal of Supply Chain Management, and is an associate editor for the Journal of Operations Management. Research interests: Outsourcing, offshoring, buyer-supplier relationships, inter-organizational quality management, sourcing healthcare information systems Background music: ================= “Night & Day” by Dee Yan-Key is licensed under CC-BY-NC-SA http://freemusicarchive.org/music/Dee_Yan-Key/years_and_years_ago/08--Dee_Yan-Key-Night___Day 2019-12-10 - Episode 011

Do you write your own story? Do you build your own personal brand?  In any environment, you need to take responsibility for your career, how you want to be, the reputation you want to be known for, because if you don't determine it, other people will do it for you.  In this episode, we're chatting to someone who helps leaders do exactly that: Matt Johnson.  Matt is a marketer, speaker and founder of San Diego-based PR and production agency, Pursuing Results. He runs a virtual team to share his core thoughts on leadership with people around the world.  He's also the host of the MicroFamous Podcast that aims to help people use podcasting as the new networking tool to become micro-famous in their fields, and has a book on the same concept being published soon.  Episode highlights: Who Matt is and what he does The importance of writing your own story and your own personal brand - if you don't others will do it for you Your personal brand might be determined by others based on interactions outside the office or on social media etc.  Matt on being introduced as ‘the podcast guy' and having to reset his personal brand Positioning himself as an authority The type of information to share to position yourself as an authority: what you know, what you're learning and what you're doing How Matt knew he was heading in the right direction - the level of engagement and how he felt when he got on the phone with clients How introverts can become a thought leader in their space - use podcasts to get yourself out there Leadership is driven by three things: personal performance, systems and people Why you can't rely on rockstar people to build a rockstar business A system takes more effort today but it makes tomorrow easier Running a virtual team and the importance of consistent communication and weekly meetings A business book that Matt swears by: “General and Industrial Management” by Henri Fayol What Matt and his team talk about in their weekly team meetings Holding people accountable to their performance goals as a leader Skills every leader needs to successfully manage a virtual team Projects Matt is working on now: the re-launch of his podcast and the publication of his book based around becoming micro famous Free training on Pursuing Results How Matt looks after himself - he doesn't schedule anything in the afternoon Useful links: Matt Johnson on LinkedIn  - https://www.linkedin.com/in/microfamous/ Matt Johnson on Instagram - https://www.instagram.com/microfamous/ Matt Johnson on Facebook - https://www.facebook.com/getmicrofamous Pursuing Results Website - https://pursuingresults.com/ Pursuing Results on Facebook - https://www.facebook.com/pursuingresultsllc/ MicroFamous Podcast - http://getmicrofamous.com/ People Leaders Website - https://peopleleaders.com.au/ People Leaders on LinkedIn - https://www.linkedin.com/company/people-leaders-pty-ltd/?trk=cws-cpw-coname-0-0 Jan Terkelsen on LinkedIn - https://www.linkedin.com/in/janterkelsen/ Michelle Terkelsen on LinkedIn - https://www.linkedin.com/in/michelle-terkelsen-creating-high-performing-teams-a992744/ People Leaders Facebook - https://www.facebook.com/PeopleLeaders/ People Leaders Twitter - https://twitter.com/PeopleLeaders People Leaders Instagram - https://www.instagram.com/people.leaders See omnystudio.com/listener for privacy information.

David Namkung is a Co-Founder and Partner of  Operations at Kinzie Capital Partners, where he leads technology implementations and is responsible for assisting in the execution of value creation initiatives for Kinzie's portfolio companies. In addition, he oversees Kinzie's internal technology initiatives and supports various operational matters. Episode 41 features David Namkung, a Founder and Managing Partner of Clarity Partners, a high growth management and technology consulting firm, where he shares responsibility for day-to-day operations, business development and service delivery. David's strong background as an entrepreneur and over 25 years of experience in financial services, technology consulting, systems implementation, human capital management and operations helps drive value for Kinzie's portfolio companies.   Prior to Clarity Partners, David was a Partner at Vector Strategic Services, where he successfully managed the development of enterprise systems for both Accenture and Deloitte & Touche. Before Vector, he was an options market-maker for Gargoyle Strategic Investments and served as a Senior Consultant at Accenture. David graduated with honors from Carnegie Mellon University with a B.S. in Industrial Management and in Economics.   David is a member of the Board of Directors for the Asian American Action Fund of Greater Chicago, Hanul Family Alliance, where he served as the President, and The Council of Korean Americans. In 2017, he was featured by Chicago United in their Business Leaders of Color publication. David is an avid golfer, hockey player and former professional blackjack player. 00000768 00000764 00022524 00022524 000778C1 000778C1 0000830F 0000830F 000F9DA7 000F9DA7

Ed Eichhorn is an experienced and successful senior executive in the development of medical products and services. He earned a bachelor's degree in engineering and an MBA in Industrial Management. He began his career more than 40 years ago as a medical device product development engineer. During his long career He has been the Director of Research and Development for a kidney dialysis company; He helped to found and sell an innovative successful mobile medical testing business; Has been a senior executive for a large chain of medical imaging centers with responsibility for sales, marketing and strategic planning. In 2008 he established the Medilink Consulting Group LLC where he has advised medical societies and commercial clients on marketing and strategic planning projects. In 2019 he formEd Eichhorn & Hutchinson LLP a partnership with Dr. Michael Hutchinson to promote the book they co-authored, entitled Healing American Healthcare a Plan to Provide Quality Care for All While Saving $! Trillion a Year Ed has a long standing interest in serving his community. He served on his local school board for 12 years and as a member of the board of trustees at his alma mater, Stevens Institute of Technology for 3 years. “if you are not passionate about what you would like to do as an entrepreneur you shouldn't do it. But if you are passionate about it you need to move forward and take the risk to be an entrepreneur because it's something that will help you to drive to success if success is possible in the idea that you are passionate about”…[Listen for More] Click Here for Show Notes To Listen or to Get the Show Notes go to https://wp.me/p6Tf4b-73i

Our guest today is a healthcare evangelist and international healthcare industry expert. Tanya Abreu pioneered the planning of the first network of freestanding breast health centers in the greater Pittsburgh area and the establishment of more than 75 model women’s health education and primary care clinics around the world. As a healthcare marketing innovator, Tanya is also a successful speaker, author and workshop leader. Tanya’s Background Tanya began her career in education as a business communications professor in the Graduate School of Industrial Management at Carnegie Mellon University. She went to Russia to teach American English at Moscow State University. While there, Tanya got excited about being able to change a healthcare system with terrifying technology into something more humane. She came back to the U.S. to partner with Magee-Womens Hospital in Pittsburgh, where she took part in the transformation of women’s health through branding and outreach. The CEO at Magee, Irma Goertzen, believed women feared coming to the hospital in the inner city for a breast image knowing there was a possibility that she might have cancer. Goertzen believed the hospital’s responsibility was to care for women.  She spent millions setting up freestanding breast care clinics within the communities where the women lived. The clinics eventually expanded to provide pelvic health and heart disease prevention. When Tanya left Magee, she started her own company called Spirit of Women. In this role, Tanya worked with C-suite executives to help them reevaluate how they presented healthcare to women. She is now involved in the Lipstick Alliance movement and is the national director of the Women’s Choice Award. Creating Successful Healthcare Brands for Women According to Tanya, there are distinct differences between men and women when it comes to healthcare. Men are more action-driven. They want to know what they have and what to do. Women often shun wellness care because it takes them away from their families’ needs. It’s not that women fear the disease, they just don’t want to have it now because they must stop what they are doing. Women make more than 85 percent of all healthcare decisions for their family. Tanya says for hospitals and health groups to grow its brand with women, they need to capture the “heart” share of women before the money. The biggest mistakes that healthcare providers make is trying to fix women. Women don’t want to be fixed. They want to be listened to and encouraged. They want to know about the experiences and quality of life other women have had. Taking a grassroots approach to healthcare marketing is paramount. Patient testimonials, community events and social media are more important to women than advertisements and billboards. It’s all about patient and community experience communications. With 30 years in this industry, Tanya has always believed hospitals that support and encourage women are the ones that will have their loyalty and generate revenue. After her own experience with cancer, she realized there was more. She realized that much of what she had been doing was lip service to women wanted to hear. She didn’t want to be controlled, she wanted to be encouraged. She wanted hope, not more medication. The Lipstick Alliance These days, Tanya is working with hospitals to form the Lipstick Alliance. Statistics show that 83 percent of women put on lipstick daily to make them feel good. The Lipstick Alliance is about wellness every day for women. Tanya wants it to be a movement that gets women thinking about doing something healthy every time they put on lipstick, lip gloss or chapstick. She hopes that one day the lipstick icon will be as recognizable as the red dress is for heart health and the pink ribbon is for breast cancer awareness. The Lipstick Alliance is about wellness every day for women. The national program is market exclusive, so there can only be one hospital per market in the U.S. Hospitals don’t have to apply, but they must be focused on wellness. They must also agree to use the organization’s 1-4-12 strategy which includes templates, education materials, content and a national awards program for organizations that build relationships with women that result in increased revenues. Tanya says they are reducing the fee for the first 20 hospitals and that the program is typically less than $3,000/month. The Patient Experience Two things are pivotal in healthcare branding for women. She must feel she is being listened to and heard, and not just filling out a bunch of paperwork. She also needs to feel more encouraged when she leaves the hospital or clinic than when she came in. And the experience must be positive. As an example, Tanya says heart disease is the number one killer of women, yet one in five women in their 50s have had a baseline heart evaluation.  Why?  She says it is because women fear the results. Healthcare groups and hospitals need to find ways to educate and motivate women in a fun way.  Among her many ideas, Tanya says to invite women to a heart day event at a hospital where women can get a free echo-cardiogram. If the hospital is part of the Lipstick Alliance, they can hand out free lipstick when they are done. Wellness Care is in Vogue Hospitals can’t continue to be acute-care facilities. Tanya says they need to start focusing on wellness, incentivizing doctors and providing telemedicine, but only if it is part of a total wellness experience. People have a tendency not to tell everything to a healthcare provider online. Without complete records of the patient, diagnosis can be risky and often incorrect. Women’s Choice Awards Tanya’s newest role is as the national director of the Women’s Choice Awards. The award is third-party verified and 100 percent objective about a company or hospital’s quality measures in patient care and service lines. The seal says the organization has been approved by women and has the objective standards of quality and healthcare capabilities for patient satisfaction. Connect with Tanya Phone: 561-358-5230 Email: tanya@optimisticmedicinegroup.com LinkendIn: @tanyaabreu Facebook: Lipstick Alliance Website: www.womenschoiceaward.com    

Today's guests are Hailey Barry and Chandler Orbaugh. Hailey is a sophomore in Industrial Management and Chandler is a senior in nursing. Both Hailey and Chandler are in majors dominated by the opposite sex and plan on working in industries where they will be a minority. According to the U.S. Census Bureau only 9% of nurses are male and according to Data USA, only 20% of industrial production managers are female. Hailey and Chandler are outnumbered every day in the classes they take, the jobs they apply for, and the internships they complete. Here to discuss, debate, and contrast their experiences as a gender minority in two of Purdue's top programs, please welcome Hailey and Chandler.

Amir will share his experience as an immigrant entrepreneur. We'll learn how he overcame the challenge of losing his father as a teen and moving to the US from Iran, and how he became committed to entrepreneurship and solar power. Bio: Amir Salahi, CEO and Founder of EnergyAdvisorHub.com and SolarYellowPages.com Throughout his career, Amir has held a wide variety of key management and business development positions, including Regional Sales Manager, Channel Manager and Sr. Energy Consultant at SolarCity; Territory Sales Manager with PHAT Energy; Application Engineer at Acuity Brands Lighting; CEO of Pars Contractors, Inc. Among his proudest achievements was assuming the contractor duties for the International T. Tower, a 54-story building, which had been delayed by the original contractor. Amir and his team completed the Tower ahead of schedule. Amir earned his bachelor's in Electrical Engineering with honors. As part of his studies, he employed sophisticated algorithms to develop efficiencies within electrical systems via computer simulations. He furthered his understanding of the management side of the engineering field at California State University, Northridge, where he earned a master's in Engineering and Industrial Management. Amir also holds a Six Sigma designation for Quality Control. Amir dedicated himself to solar after wanting to make a change. With Energy Advisor Hub and SolarYellowPages.com, he is committed to simplifying the process for homeowners to take control over their energy costs while saving this beautiful planet. Amir and his team have successfully managed over 7.5MW ($30M revenue) of residential solar projects.

Amir will share his experience as an immigrant entrepreneur. We'll learn how he overcame the challenge of losing his father as a teen and moving to the US from Iran, and how he became committed to entrepreneurship and solar power. Bio: Amir Salahi, CEO and Founder of EnergyAdvisorHub.com and SolarYellowPages.com Throughout his career, Amir has held a wide variety of key management and business development positions, including Regional Sales Manager, Channel Manager and Sr. Energy Consultant at SolarCity; Territory Sales Manager with PHAT Energy; Application Engineer at Acuity Brands Lighting; CEO of Pars Contractors, Inc. Among his proudest achievements was assuming the contractor duties for the International T. Tower, a 54-story building, which had been delayed by the original contractor. Amir and his team completed the Tower ahead of schedule. Amir earned his bachelor’s in Electrical Engineering with honors. As part of his studies, he employed sophisticated algorithms to develop efficiencies within electrical systems via computer simulations. He furthered his understanding of the management side of the engineering field at California State University, Northridge, where he earned a master’s in Engineering and Industrial Management. Amir also holds a Six Sigma designation for Quality Control. Amir dedicated himself to solar after wanting to make a change. With Energy Advisor Hub and SolarYellowPages.com, he is committed to simplifying the process for homeowners to take control over their energy costs while saving this beautiful planet. Amir and his team have successfully managed over 7.5MW ($30M revenue) of residential solar projects.

Supply Chain Now Radio, Episode 54: Savannah Business Leadership Series: Erich K. Schmid Erich K. Schmid is co-founder and President of Business Intermediary Services, Ltd. He is a 35-year veteran in the mergers and acquisitions arena. In 1974 Mr. Schmid’s corporate career began with The Babcock & Wilcox Company (NYSE: BWC) in the Power Generation Group’s Nuclear Equipment Division and in 1975 was promoted to its Corporate Planning and Business Development Department; and, following the acquisition of BWC by J. Ray McDermott (NYSE: MDR) in 1978, he joined McDermott’s corporate staff. In 1980 Mr. Schmid was selected by Tidewater Inc. (NYSE: TDW) to be its first Director of Corporate Development and served in that position until 1985 when he resigned and moved to Asheville, North Carolina where he joined a local business brokerage firm and specialized in larger transactions. During his nine years with a general business brokerage, he performed valuations of several hundred businesses for buyers and sellers and was involved in over 100 transactions. In 1994 Mr. Schmid and the late William J. Fass founded Business Intermediary Services, Ltd. to focus solely on transactions in the lower middle market in the U.S. and Brazil and U.S. – Brazil cross-border transactions. Mr. Schmid has both a B.S. in Industrial Management and M.S. in Management from The University of Akron, Akron, Ohio. Mr. Schmid also studied Strategic Planning at the Massachusetts Institute of Technology’s Sloan School of Business. He was instrumental in founding the Carolinas-Virginia Business Brokers Association (CVBBA) and served as its first president. Mr. Schmid is a member of the Alliance of Merger & Acquisition Advisors (AM&AA) and is a Certified Merger & Acquisition Advisor (CM&AA). He is a member of the Association for Corporate Growth (AGG) – Charlotte Chapter. He is a licensed real estate broker in both North Carolina and South Carolina. Mr. Schmid is a proud veteran of the United States Army; and, is a member of American Legion Post 205 (Bluffton, SC) and is the Post’s Golf Tournament Chairman. Mr. Schmid and his wife, Marilyn, live on Hilton Head Island, SC. They have two children, Gregory and Sara, and two grandchildren, Barrett and Mia. Connect with Erich K. Schmid on LinkedIn and contact him for more info at: ekschmid@prodigy.net This episode was hosted by Scott W. Luton and Bill Stankiewicz

Have you heard of Industry 4.0? It's one of the "hype" terms describing the current industrial revolution where data, automation, robots come together.  Is Industry 4.0 already history?  How does a "factory as a service" look like?  Edward Blomstedt is the CEO of AirFaaS and has the goal to revolutionise manufacturing.  As "Youn Entrepreneur of the Year" in Finland, he has already an entrepreneurial track record.  Enjoy the episode. More about Edward Blomstedt What is the next Airbnb, the next Uber or Spotify? And who says it will be consumer-related? According to Edward Blomstedt, a Finnish entrepreneur, supported by investors, industrialists and top politicians, the breakthrough will be in business to business. And the service is spelled ”AirFaas”. Edward is one of the founders of the company, a digital portal where you can upload the specifications of any product in the system and it will analyze, locate, budget, finance and implement the production of the product at the most competitive prize and in the most convenient format in a factory somewhere in the world. An Airbnb for factories. Edward has an M.Sc. in Industrial Management and Mechanical Engineering from Helsinki University of Technology (now Aalto University). His passion is enabling a smarter revolution in manufacturing for a greener future. He was voted Young Entrepreneur of the Year in Finland 2010. Edward also started the company Combi Works 2005, which works in the conservative industrial sector and is now revamping this with AirFaas. Combi Works has sales in Northern Europe and Uganda and production in addition to Finland in the Baltics, Russia, China and India. How to connect with Edward Twitter: http://twitter.com/edwardblomstedt LinkedIn: https://fi.linkedin.com/in/edwardblomstedt Website: www.airfaas.com    

As Reader in Industrial Management in the Adam Smith Business School at the University of Glasgow, Rob Dekkers is well positioned to survey the currents of the vibrant systems tradition in the United Kingdom. In his book, Applied Systems Theory, out in its second edition from Springer in 2017, Dekkers... Learn more about your ad choices. Visit megaphone.fm/adchoices

As Reader in Industrial Management in the Adam Smith Business School at the University of Glasgow, Rob Dekkers is well positioned to survey the currents of the vibrant systems tradition in the United Kingdom.  In his book, Applied Systems Theory, out in its second edition from Springer in 2017, Dekkers seeks to augment the valuable work done by Soft Systems Methodology in facilitating the engagement of multiple stakeholders, as well as the achievements of a host of other established cybernetic and systems approaches, with a set of modeling tools more formally rigorous than those previously on offer.  By drawing our attention to such factors as the need to keep secondary processes and resources within the boundaries of system models, the importance of a balanced blend of feedback and feed-forward control mechanisms, and the potential for miscommunication between differently focused “aspect systems” contained within the same organization, Dekkers offers the next generation of systems practitioners new techniques for developing the kind of foresight necessary to manage complex human activity systems in an era where the margins for unintended consequences continue to shrink at a seemingly exponential rate.  Dekkers combines a deep understanding of, and respect for, the work of previous generations of systemic thinkers with a keen sense of the gaps in systems practice still yet to be adequately filled; making this an ideal textbook for upper level undergraduate and graduate systems courses. Learn more about your ad choices. Visit megaphone.fm/adchoices

As Reader in Industrial Management in the Adam Smith Business School at the University of Glasgow, Rob Dekkers is well positioned to survey the currents of the vibrant systems tradition in the United Kingdom.  In his book, Applied Systems Theory, out in its second edition from Springer in 2017, Dekkers seeks to augment the valuable work done by Soft Systems Methodology in facilitating the engagement of multiple stakeholders, as well as the achievements of a host of other established cybernetic and systems approaches, with a set of modeling tools more formally rigorous than those previously on offer.  By drawing our attention to such factors as the need to keep secondary processes and resources within the boundaries of system models, the importance of a balanced blend of feedback and feed-forward control mechanisms, and the potential for miscommunication between differently focused “aspect systems” contained within the same organization, Dekkers offers the next generation of systems practitioners new techniques for developing the kind of foresight necessary to manage complex human activity systems in an era where the margins for unintended consequences continue to shrink at a seemingly exponential rate.  Dekkers combines a deep understanding of, and respect for, the work of previous generations of systemic thinkers with a keen sense of the gaps in systems practice still yet to be adequately filled; making this an ideal textbook for upper level undergraduate and graduate systems courses. Learn more about your ad choices. Visit megaphone.fm/adchoices

As Reader in Industrial Management in the Adam Smith Business School at the University of Glasgow, Rob Dekkers is well positioned to survey the currents of the vibrant systems tradition in the United Kingdom.  In his book, Applied Systems Theory, out in its second edition from Springer in 2017, Dekkers... Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/systems-and-cybernetics

As Reader in Industrial Management in the Adam Smith Business School at the University of Glasgow, Rob Dekkers is well positioned to survey the currents of the vibrant systems tradition in the United Kingdom.  In his book, Applied Systems Theory, out in its second edition from Springer in 2017, Dekkers seeks to augment the valuable work done by Soft Systems Methodology in facilitating the engagement of multiple stakeholders, as well as the achievements of a host of other established cybernetic and systems approaches, with a set of modeling tools more formally rigorous than those previously on offer.  By drawing our attention to such factors as the need to keep secondary processes and resources within the boundaries of system models, the importance of a balanced blend of feedback and feed-forward control mechanisms, and the potential for miscommunication between differently focused “aspect systems” contained within the same organization, Dekkers offers the next generation of systems practitioners new techniques for developing the kind of foresight necessary to manage complex human activity systems in an era where the margins for unintended consequences continue to shrink at a seemingly exponential rate.  Dekkers combines a deep understanding of, and respect for, the work of previous generations of systemic thinkers with a keen sense of the gaps in systems practice still yet to be adequately filled; making this an ideal textbook for upper level undergraduate and graduate systems courses. Learn more about your ad choices. Visit megaphone.fm/adchoices

From Healthcare to Auto and Lessons Learned as a Professional Entrepreneur Larry Pearson Interview on Capital Club Radio Larry Pearson, President and CEO of Independent Dealers Advantage, LLC (IDA), a sub-prime automobile finance company, shares with Michael his journey from managing and owning medical providers to purchasing and servicing point of sale sub-prime in auto portfolios in the South Eastern U.S. Larry founded IDA in January 2001 to purchase, underwrite, verify, and collect point of sale and bulk sub-prime indirect auto paper. He managed the growth of IDA's portfolio to $20,000,000 and outside servicing portfolios to $90,000,000.  Larry is a recognized leader and authority in the subprime auto segment. Prior to his achievements in the subprime auto industry, Larry spent nearly 30 years in the insurance and healthcare services industries; buying, building, operating and selling a variety of healthcare service companies in ophthalmology sectors. Larry earned a BS in Industrial Management at Georgia Institute of Technology in 1970. Here is a glimpse of what Larry shared in the interview. “So he had me go to work one summer in the spinning room, cleaning lights in the cotton mill, and it was about 130 degrees … and he said … ‘You can spend the rest of your life doing this type of work or you can decide to aggressively pursue your education.'” “Entrepreneurs would tell you they make every mistake you can possibly make along the way, and you just have to recognize your mistakes for what they are and learn from them and go on. And not let it become a failure.” “Helping people is very important to me, my faith is very important.  I feel like I'm challenged to help people, and this was one of the ways that we could do it.” IDA, LLC Website IDA on Linkedin Capital Club Radio Hosted by: Michael Flock Sponsored by: Flock Specialty Finance Providing a forum for leaders in the middle market segment which has typically been undeserved by traditional banking. Listeners gain valuable business insights and perspectives to deal with market uncertainty. Topics include: key success factors, both personal and professional, dealing with adversity, outlook for the industry and your business. For more info about Michael Flock and Flock Specialty Finance visit: www.FlockFinance.com To nominate or submit a guest request visit: www.CapitalClubRadioShow.com To view more photos from this show visit: www.ProBusinessPictures.com ‹ › × × Previous Next jQuery(function() { // Set blueimp gallery options jQuery.extend(blueimp.Gallery.prototype.options, { useBootstrapModal: false, hidePageScrollbars: false }); });

Topic: Logistics, what's it all about?  It's a lot more than that dusty warehouse scene at the end of Raiders Of The Lost Ark.  Join us as we talk about warehouse management, supply chain management, transportation and library stock management. Hosts: Joseph Paris, Founder of the OpEx Society & The XONITEK Group of Companies Benjamin Taylor,  Managing Partner of RedQuadrant. Guests: David Schneider - We Are The Practitioners,  Ray Lally [caption id="attachment_247" align="alignnone" width="200"] David Schneider[/caption] About David: What is a polymath? A polymath, someone "having learned much" is a person with expertise spanning a significant spread of different subject areas, and is known to draw on complex bodies of knowledge to solve specific problems. David Schneider is a polymath. Writer, Photographer, Builder, Logistician, Engineer, Student, Teacher, Thinker, David uses the talent of gathering skills to extend his abilities. He started his life of work as a teenaged entrepreneur; a lawn mowing business where he hired other kids to do the work while he supervised, sold and supplied the capital and equipment. In college and after David worked as an award winning newspaperman at small newspapers in the mid-west. Recognizing that his political views were career limiting, David embarked in a new direction, perusing a degree in Industrial Management, and then landing his first management position in a warehouse in Phoenix. In only 3 years Dave rose through the ranks to a position where he conducted operations research and advised the executive team of a $2 billion annual revenue retail company. Through 30 years of consulting and operations management roles, David continues to advise the chief executives of large and small going concerns, and provides personal coaching and mentorship to scores of rising managers and executives. Operating under his own independent consulting banner for the past 8 years, David continues to teach, write, speak and lead. [caption id="attachment_248" align="alignnone" width="200"] Ray Lally[/caption] About Ray: Now in his 50's, Ray has worked internationally in many industries including Automotive, Pharmaceuticals, Computer manufacturing, FMCG (specifically food products), Aviation / Public Service, Financial Services and Environmental Services.  His core skill-set was developed during the almost 20 years he worked in the automotive sector, and he has honed those skills in the other areas since then.  Qualified to Masters level, he uses a broad range of techniques and approaches to enable customer value.  Much of his experience has been in Supply Chain and Logistics, and he hopes to bring that and more to the Outliers' Inn today.

In Episode 2 we convene to discuss Chapter 4 of General and Industrial Management by Henri Fayol. This work was composed only a few years after The Principles of Scientific Management by F.W. Taylor (Episode 1) and yet it remained virtually unknown to the English-speaking world until 1949. Never the less, Fayol's ideas have been, and still are, central to management theory and practice. Join us for part one to learn what is it that makes this French mining engineer turned CEO a noteworthy figure and how his contributions still matter today. 

Prof Elena M Rodriguez-Falcon of Enterprise & Engineering Education, University of Sheffield. This talk was given on Wednesday 26th March 2014. Elena’s general research interest lies in teaching and learning as the main umbrella for her scholarship. From this she has developed more specific interests in enterprise education, project based learning, internationalisation and various others. This has resulted in numerous conference papers and guest speaker presentations in both the UK and internationally. Elena joined the Department in 2001 having previously worked in industry for seven years in project management, product development, quality control and business planning. Elena, in addition to being a mechanical engineer, has MBAs in Industrial Relations and Industrial Management, and a Postgraduate Diploma in Education. In the last eleven years Elena has developed three degrees which aim at embedding enterprise and management in engineering. She is also the founder of the Ibberson Centre for Enterprise, better known as the E-lab, which has become the first enterprise satellite for the White Rose Centre for Excellence in Teaching and Learning in Enterprise (WRCETLE), now known as University of Sheffield Enterprise (USE). Until 2008, Elena was also Director of Learning and Teaching Development for one of the four Institutional Learning Priorities of the University: Inclusive Learning and Teaching. In 2011, Elena became the University of Sheffield’s Director of Enterprise Education and also the Faculty of Engineering’s Director of Women in Engineering. Inspiration & Co interview: https://soundcloud.com/inspirationandco/poetry-gender-and-tv-repair

A consultant to national account, commercial, industrial and institutional clients on financial and technical issues related to electric, gas, and water utilities.  He develops energy management strategies for clients and has prepared them for electric and gas deregulation.  His efforts have reduced clients’ energy costs by lowering energy consumption, tariff & contract negotiation, and competition in deregulated markets.  Mr. Segars has 26 years experience in the utility industry.  Currently, he consults for Expo Energy & Environmental, Inc. and is a principal of Consensus Energy, LLC, a firm that implements energy efficiency concepts.  Prior to consulting, he worked 12 years at Southern Company as a National Account Manager and a Power Sales Representative.  Mr. Segars has won several industry awards for projects to improve energy efficiency.  In addition, he has made presentations and been recognized in publications on energy topics and the decision to outsource energy consulting services.  In 2007, he testified as an expert witness on behalf of a customer group in the Georgia Power Rate Case.  His education includes an MBA and MS in Marketing from Georgia State University and BS in Industrial Management from Georgia Tech.  He has earned the designation of Certified Energy Manager from the Association of Energy Engineers.  On a personal level, Mr. Segars is a passionate advocate for the environment and young people.  He serves as the chairperson of the Green Team at his church and as a Scoutmaster for a local Boy Scout troop.  An avid outdoorsman, he enjoys camping, hiking and kayaking.  He has been married to his lovely Wanda for 29 years and they have one son, who is a freshman at Georgia Tech.