Podcast appearances and mentions of kevin cahill

Colter Nuanez is joined by Idaho head coach Jason Eck to talk about his team's 9-3 regular-season and preview his team's second-round playoff matchup against Lehigh in Moscow, Idaho on Saturday night. Lehigh head coach Kevin Cahill (11:04) chimes in to break down his team and the matchup with the Vandals. 

Welcome to the Personal Development Trailblazers Podcast! In this episode, we'll explore how to uncover the valuable lessons hidden within your own experiences and how to channel those insights to support and empower those around you. Kevin is a best selling author, change management specialist and motivational speaker. A native of Ontario, Canada, Kevin holds a biomedical science degree and in the past worked his way to the top 1% of financial planners by qualifying for the Million Dollar Roundtable since his first year in business. Now Kevin inspires men and women alike, as someone who has mastered the art of resilience and hope, Kevin's philosophy as a clarity builder is strategic and results driven. Kevin has risen to the top and also faced some challenges that changed the trajectory of his life and career. He is now dedicated to helping individuals and teams flourish as they navigate through changing amid often-turbulent times. His signature message and program The Change Revolution provides a blueprint for those navigating through change and achieving great results. Connect with Kevin here: https://www.facebook.com/speakerkevintcahill https://www.linkedin.com/in/kevintmcahill https://www.youtube.com/c/KevinCahill https://twitter.com/kevintcahill https://www.instagram.com/kevintcahill http://kevintcahill.com/ Grab the freebie here: http://kevintcahill.com/keynote-speaker/ =================================== If you enjoyed this episode, remember to hit the like button and subscribe. Then share this episode with your friends. Thanks for watching the Personal Development Trailblazers Podcast. This podcast is part of the Digital Trailblazer family of podcasts. To learn more about Digital Trailblazer and what we do to help entrepreneurs, go to DigitalTrailblazer.com. Are you a coach, consultant, expert, or online course creator? Then we'd love to invite you to our FREE Facebook Group where you can learn the best strategies to land more high-ticket clients and customers.  Request to join here:  https://www.facebook.com/groups/profitablecoursecreators QUICK LINKS:  APPLY TO BE FEATURED: https://app.digitaltrailblazer.com/podcast-guest-application GET MORE CLIENTS: https://app.digitaltrailblazer.com/client-acquisition-accelerator-pdf DIGITAL TRAILBLAZER: https://digitaltrailblazer.com/ JOIN OUR FREE FACEBOOK GROUP: https://www.facebook.com/groups/profitablecoursecreators

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In this episode of the Financial Freedom Podcast, we sit down with Kevin Cahill, a change management specialist from Canada. Kevin shares his expertise on managing change in a world of disruption and overwhelm, emphasizing the importance of adaptability, organizational culture, and personal resilience. Discover practical strategies for navigating life's inevitable transitions, overcoming fear, and finding joy amidst suffering. Learn how to thrive in both personal and professional realms by embracing change and leveraging it for growth. Disclaimer: Not advice. Educational purposes only. Not an endorsement for or against. Results not vetted. Views of the guests do not represent those of the host or show. Do your due diligence. Click here to join PodMatch (the "AirBNB" of Podcasting): https://www.joinpodmatch.com/drchrisloomdphd We couldn't do it without the support of our listeners. To help support the show: CashApp- https://cash.app/$drchrisloomdphd Venmo- https://account.venmo.com/u/Chris-Loo-4 Spotify- https://podcasters.spotify.com/pod/show/christopher-loo/support Buy Me a Coffee- https://www.buymeacoffee.com/chrisJx Click here to schedule a 1-on-1 private coaching call: https://www.drchrisloomdphd.com/book-online Click here to purchase my books on Amazon: https://amzn.to/2PaQn4p Follow our YouTube channel: https://www.youtube.com/chL1357 Follow us on Twitter: https://www.twitter.com/drchrisloomdphd Follow us on Instagram: https://www.instagram.com/thereal_drchrisloo Follow us on Threads: https://www.threads.net/@thereal_drchrisloo Follow us on TikTok: https://www.tiktok.com/@drchrisloomddphd Follow the podcast on Spotify: https://open.spotify.com/show/3NkM6US7cjsiAYTBjWGdx6?si=1da9d0a17be14d18 Subscribe to our Substack newsletter: https://substack.com/@drchrisloomdphd1 Subscribe to our Medium newsletter: https://medium.com/@drchrisloomdphd Subscribe to our email newsletter: ⁠https://financial-freedom-for-physicians.ck.page/b4622e816d⁠ Subscribe to our LinkedIn newsletter: https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=6992935013231071233 Thank you to our advertisers on Spotify. Financial Freedom for Physicians, Copyright 2024 --- Support this podcast: https://podcasters.spotify.com/pod/show/christopher-loo/support

For the next in our series of profiles of fascinating folk with Parkinson's, Paul introduces the gang to Kevin Cahill. For decades, Kevin was the Chief Executive of Comic Relief, a role that entitled him dubious honours, like employing Paul to write University Challenge sketches, and convincing Billy Connolly to run round Trafalgar Square in nothing but his God-given fatigues. Kevin joins the Movers and Shakers in the Notting Hill pub to discuss his life, career, and journey with Parkinson's.Presented by Rory Cellan-Jones, Gillian Lacey-Solymar, Mark Mardell, Paul Mayhew-Archer, Sir Nicholas Mostyn and Jeremy Paxman.Produced and edited by Nick Hilton for Podot.Additional production by Ewan Cameron.Music by Alex Stobbs.Artwork by Till Lukat.PR by Sally Jones.For more additional information about the show, as well as extra resources and exclusive content, please visit MOVERSANDSHAKERSPODCAST.COM Hosted on Acast. See acast.com/privacy for more information.

Send us a Text Message.Kickstart your journey to financial empowerment with this special live episode from our "New Year, Wealthier You" event, hosted at the iconic Samsung KX building in London. Our esteemed panellists, financial well-being speaker Laura Ann Moore and wealth and investment coach Kevin Cahill discuss money mindset, smart budgeting, and effective money management. Have you ever wondered how early financial beliefs shape your money habits? Laura Ann Moore dives into the emotional side of money, revealing how ingrained beliefs can make or break your financial confidence. Meanwhile, Kevin Cahill shares his expertise on practical investment strategies to help you diversify and grow your wealth. Support the Show.FOLLOW PENNIES TO POUNDS

In this episode, Bill Bellows and host Andrew Stotz discuss seeing organizations as holograms—3D images. Holograms show all parts from different views at once. Learn how using the lens of the System of Profound Knowledge lets you see the problems and opportunities for transformation. TRANSCRIPT 0:00:02.5 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas, to become aware of how their thinking is holding them back from their biggest opportunities. The topic for today, which we call Episode 18, is, Wouldn't It Be Nice? Bill take it away.   0:00:28.9 Bill Bellows: Wouldn't it be nice if [chuckle] we were older and we wouldn't have to wait so long? Okay. So Episode 18, greetings, Andrew. So as I mentioned in the past, I like to go back and listen to the past previous podcasts and as well as hear from people and their feedback on them. And I have a few points of clarity on the last one, and then we'll get into today's feature. So the last one which we refer to as Diffusion From a Point Source. And I talked about being in a bathtub, you start off at room temperature water and, or you fill the bath and you went and got distracted and came back, and now it's not warm enough, so you crank up, let's add some more water, and you feel that heat coming towards you from the... And then the diffusion equation is about how that, all the water ends up about the same temperature, and then you turn off the water and you drop back to room temperature.   0:01:41.1 BB: But another aspect of the point source that I wanted to clarify is, is if you have in the bathtub some, a source of energy, a heat source, which is not, you know, is different than the source of the water coming out of the faucet. But imagine you've got a little generator in there pumping out heat, then the bathtub, depending on the temperature of that, the amount of energy being released, then the bathtub is going to get warmer, warmer and warmer and warmer and warmer and warmer, and what keeps it going back to room temperature is how much energy is coming out of that. And that's what I was referring to as what it takes to maintain a transformation either individually within an organization, is something which continues to churn. Else you end up by the world we're in, you're watching the news, you're hearing about some accident and people are looking for the singular source, or they're looking at two points in a row, a downturn or upturn and looking at two data points to draw a conclusion. So there's all these everyday reminders of how, of the prevailing system of management at work in terms of how people are treated, how we manage systems. And our challenge is, how do you fight that?   0:03:14.7 BB: And so even within your organization, if you're trying to get people excited by Deming's works, what you have to appreciate is when they go home, the rest of their lives, they're being immersed in a culture of blame of individuals, not the system, and that's part of what we have to deal with. So I just want to mention that what I meant by that source term is, what does it take individually that we can do within our organizations to try to keep things going and not get sucked back down, knowing you've got all this normality around us that we're trying to move beyond. So the next thing I want to talk about is transformation. [chuckle] And then as that leads into, Wouldn't It Be Nice. And I was looking at The New Economics, my Kindle version, and found out that there were 73 references to transform in The New Economics, 73. And the first one is in the forward written by our good friend Kevin Cahill, and in there Kevin references, this is in the 3rd edition of The New Economics, which is the white cover if you have it in print. And it came out 2018. In there, Kevin references Out of the Crisis. And Kevin says, "The aim of the book," again, Out of the Crisis, "was clearly stated in the preface."   0:04:48.1 BB: This from Dr. Deming now, "The aim of this book is transformation of the style of American management, transformation of American style of management is not a job of reconstruction nor is it revision, it requires a whole new structure from foundation upward. The aim of this book is to supply the direction." Okay? Now back to Kevin, then Kevin says, "Out of the Crisis supplies direction for any and all types of organizations, while many people focused on its application in manufacturing, it was a call to action for every organization from education, to healthcare, to non-profits and startups of all sizes." Okay. So now we get to the preface for The New Economics. And so this is from Dr. Deming, what I just shared with you is Kevin quoting his grandfather. So now going back to 1993, the 1st edition, Dr. Deming said, "The route to transformation is what I call Profound Knowledge. The System of Profound Knowledge is composed of four parts all related to each other, appreciation for system, knowledge about variation, theory of knowledge, psychology. The aim of this book is to start the reader on the road to knowledge and to create a yearning for more knowledge." He adds to that,   0:06:07.3 BB: "What we need is cooperation and transformation... " there's that transformation word again. "To a new style of management, the route to transformation is what I call Profound Knowledge. The System of Profound Knowledge is composed of four parts all related to each other." And I'll just pause here and I, just thinking of a friend a couple years ago is inviting me to go to his company and do an in-house program. And he wanted to know how I would start the program, would I open up with the System of Profound Knowledge? I said, "No." I said I would build up to that, and he says, "Well, why not just start with it?" I said, "Because it's a solution to a problem you don't know you have." I said, "I would rather first give a sense of the nature..." now, and he said, "Well, how are we going to start?" And I said, "I'm going to start with the Trip Report, having people compare the ME versus the WE or the All Straw versus the Last Straw. And then use Profound Knowledge as a means by which to understand how you go from one to the other." I said, "But without that understanding of the problem we face... " again, it's an elegant... [chuckle] Every time, the System of Profound Knowledge is an elegant solution to a problem you don't know you have. So I look at it as, let's first create a sense of the problem/opportunity. Okay.   0:07:38.0 BB: So we're going to come back to transformation, but now I want to go back to the title, Wouldn't It Be Nice. And what I'll do is, when this is posted on the institute webpage, I'll put a link to an article I wrote in September, 2015 for the Lean Management Journal, entitled, Wouldn't It be nice. And that article includes in the opening, it says, "My appreciation of Brian Wilson on the Beach Boys has grown significantly in the past month," okay, and this was written in 2015, "after viewing the Brian Wilson Biopic “Love and Mercy," which for you, Andrew, and everyone listening, it's a fascinating, fascinating film. And it got me turned on to Brian Wilson and all these things about the Beach Boys I really underestimated. All right, so then I wrote, "Through this blast from my past, I was reminded of another Beach Boys classic, Wouldn't It Be Nice. And the yearning "wouldn't it be nice if we were older then we wouldn't have to wait so long." And then I closed the opening with, "And reflecting on this adolescent wishfulness, I propose a wishfulness that organizations, public and private and even governments, improve their understanding of variation in how it impacts the systems they design, they produce and they operate."   0:09:00.7 BB: And so when I was going back and looking at that, 'cause I was thinking about transformation in this article, and I thought the transformation I talked about last time was the transformation... We talked about the transformation going from an observer, me as a professor used a student, I'm an observer of your learning versus a participant, and that's just a systems perspective. What Dr. Deming is talking about is not just how we look at systems, but the transformation involves how we look at variation. Do we move past two data points and look at variation in the context of common causes and special causes? A transformation of how we engage people, do we engage them with carrots and sticks? Do we understand when we blame them as the willing workers, what that creates in our organizations? And then the last element of Profound Knowledge, theory of knowledge. How do we know that what we know is so? And so I was just looking back at that article, and the article was written about, what if we had a better understanding of variation as one element of a transformation? And what I wanted to highlight today is talk more about transformation, but also look at transformation from not just one aspect of the System of Profound Knowledge, all of them.   0:10:32.2 BB: And it may well be, we're going to need another episode to go through this. But the next topic I want to do as we go down this path. Some time ago somebody made reference to a hologram, and I have seen holographic pictures, and so I went back and I was trying to think, why did that strike me? What about this hologram got my attention? And I started to remind myself of it. And Kevin and I were in Idaho a few months ago meeting with an audience. And I was again reminded by this hologram thing, because people were saying, "How come people in operations are so antiquated?" And I said, "Well, it's not just operations, it's more than that." So first, holograms, so what is a hologram? So I found a dictionary definition. "It's a three-dimensional image produced by a pattern of interference produced by a split coherent beam of radiation, such as a laser." That's for the physicists in the room.   0:11:38.5 AS: I'm not sure if that helped me but...   0:11:40.6 BB: [laughter] But I also found on a website, the Institute for the Advancement of Service, and the website is, www.showanotherway.org. And there I found something I think it's a little bit easier to digest. And the text says, if you turn a photograph over and you see a blank white surface," so far so good. "A photograph shows the image only on the front, thus only from one side, a hologram is a three-dimensional image created by interacting light sources, it shows the same image from all angles regardless of how it's being viewed. When a hologram is divided into pieces, the text says, each part still contains the entire image within it, although each new image is from a slightly different perspective." And then, again, from this website, and this leads us into the transformation piece, is "how does a concept of a hologram apply to organizational structures?" And I thought, "Okay. Now we're getting some place." "Because when people come together, share a vision for an organization, each person has his or her own unique perspective of the whole." I said, "Okay." "Each shares responsibility for the whole, not just his or her piece, but the component pieces aren't identical, each represents the whole picture from a different point of view.”   0:13:08.0 BB: “When we add up the pieces, the image of the whole does not change fundamentally, but rather the image becomes more intense. When more people share the common vision, the vision may not change fundamentally, but it becomes more alive, more real in a sense of the mental reality that people can truly imagine achieving." And to me, what I say is, the role of the ME/WE Trip Report is in part to create a common mental model, a common 3D view of an organization. But depending on who you're talking with in an organization, they see only one aspect of it, they see what it means in finance, they see what it means in HR, they see what it means in, from engineering. And the beauty of, what I have found is, is when you look at organizations from Dr. Deming's perspective, we're able to appreciate that these views are different, but it is the same thing we're looking at. So the next thing I want to get into of the work we're doing at Rocketdyne, working harder in a ME organization at a non-Deming company, working harder is the mantra, working smarter, as you and I have talked about, is what does that mean? Think about things from a Deming perspective. What does that mean? So what you get is a lot of working harder. And in which case, you have KPIs and we're working harder to achieve these KPIs.   0:14:46.9 BB: Well, I was very fortunate, Rocketdyne in the mid '90s, the Air Force came up with a brand new program for a next generation rocket with a set of KPIs that a few of us believed were impossible. Now what's the relevance of that? As long as, my theory is, as long as a non-Deming organization can achieve the KPI in how it currently operates, then just get out of the way. And they will work harder, a lot of brute force will be done to meet those KPIs. And Dr. Deming would remind us, anyone can accomplish anything if they don't count the cost. So, I mean, it will destroy people's lives and marriages and all that, but as long as those KPIs are met, just get out of the way. Well, what I loved about the Air Force requirement, was I was convinced that it couldn't be met. And part of the challenge was to convince executives at Rocketdyne that we can't get there from here. And that then, what I thought was, "This is our moment." We, so again, if you're in an organization and everything can be done, how the organization currently operates, then I say try to find something that can't be done with the current system. It can't be done in the schedule, it can't be done at the cost, but if it can be done by the current system, then that's not your opening. But for us, it was the opening. So the Air Force in the mid '90s had a couple billion dollars to develop a next generation series of rockets.   0:16:30.7 BB: And so we're, nowadays we think of SpaceX launching rockets. Well, this is the mid '90s, which is 20 years or so before SpaceX. And so the requirement was, that everything in the entire rocket, everything in the entire rocket, that's a lot of parts including the engine. Everything had to meet requirements, everything had to be a White Bead, no Red Beads. In the past, if there were Red Beads, which the Air Force accepted, and we know you get Red Beads, we know how you get Red Beads. And if they have Red Beads, then you would get paid to repair them, extra. And a friend of mine who was the brainchild of the effort within the Air Force to eliminate the purchase of Red Beads, he said, "The entire rocket will not have Red Beads." And when I heard of that I thought, "ME organizations don't know how to do that." They just, all they know how to do is create Red Beads. And the strategy we had already developed was, if we look at the variation in the White Beads, as you and I have talked about, then that's a great means to prevent White Beads, Red Beads in the first place, let alone improve integration. So we started getting senior management on board with things we have done to explain to them, here's a strategy, as we heard this flow down from the Air Force.   0:18:04.6 BB: Well, the existing system, how bad it was, was... And I learned this from the brain, this Lieutenant Colonel in the Air Force who pushed this incredible KPI, which was, everything must meet requirements. And it translated to something called "No Material Review Board, where a material review board in the industry, in the aerospace industry, is a situation where you've got a Red Bead that may be a very expensive Red Bead that the contractor wants to sell the Air Force, but it doesn't meet requirements. And then the contractor gets together with the Air Force and they schmooze over it, and what Lieutenant Colonel Ciscel explained is, you've got the contractor that really wants to sell that, even though something is not quite right. And what makes it work for the Air Force is when the contractor says, "Well, the bad thing about not using this is, it's going to take a couple of months to have a new one." And that time delay starts to bug the Air Force. Next thing you know that white, that Red Bead starts to look pretty good. But worse than that, what Dave explained is, he said, it's like going to the car dealership and finding that beautiful car you want. Then I, the sales person, tell you, "Andrew, okay, we're going to have it for you tomorrow, all ready to go."   0:19:36.0 BB: And then you come back the next day and I say... And you say, "Well, where's my new car?" And I say, "Well, Andrew, I told you we were going to wash it and wax it. Yeah, well, when we put it through the car wash we scratched it." And you're like, "You scratched it." And I say, "Well, yeah but we buffed out that and we're only going to charge you a little bit more for that. We're going to charge you for this and this and this." And they said, "That's what the Air Force does." And so what he was pushing for in the mid '90s was to get rid of all of that inspired by, you're ready Andrew? Inspired by his undergraduate education that the Air Force paid for when he was an officer, and he learned about Dr. Deming's work on control charts. And so when I heard that I thought, "We've got a requirement that can't be met." This is the, this is our means, our opening for initiating a transformation. 'Cause working harder, convincing the executives was, we can't get there from here. But boy, if you can get there from here, get out of the way. So now I'm going to go back to chapter two of The New Economics. Dr. Deming says, "Somehow the theory for transformation that's been mostly applied in the shop floor, everyone knows about statistical control of quality, this is important, but the shop floor is only a small part of the total. Anyone could be a 100% successful."   0:20:54.1 BB: Well, what I want to share there in terms of the situation we were dealing with in the mid '90s, if we started to talk to the executives about statistical control of quality, control charts, common causes and special causes. Well, as soon as we started to talk about the process being "in control," to the majority of our executives that translated to "everything met requirements." And so our starting point was just for that, just what does "in control" mean? And it was just so amazing how that got translated to meets requirements. And we're like, "No, no, no. We need to have the process in control, understand common cause variation and control charts and, let alone being on target." But that was our starting point, was just trying to get these ideas across on the shop floor. And chapter three... I've got a couple of things from each chapter, at least from some of the opening chapters. We'll cover the rest later. Dr. Deming says in chapter three, "We saw in the last chapter that we are living under the tyranny of the revealing style of management. Most people imagine that this style has always existed, it is a fixture. Actually, it is a modern invention, a trap that has led us into decline. Transformation is required. Education and government, along with industry, are also in need of transformation. The System of Profound Knowledge to be introduced in the next chapter is a theory for transformation."   0:22:25.5 BB: And this is what we're trying to do with this NO MRB initiative, we are just trying to get executives to realize that if we keep doing what we're doing, we're not going to be able to achieve this goal. What I'll also say is, there was such a commercial demand for space at that time, that the Air Force didn't have to pay for the entire program. So they came in with a couple billion dollars. They asked the contractors to bring their money with the idea that these rockets would be used, like Elon Musk is using, for launching all these commercial satellites. So the Air Force excitement was, we can lay out these requirements of no Red Beads, but the reason we're going to make it work is, there's such a commercial demand for a military product. And so Dave referred to this, his push for everything must meet requirements. He called it a $2 billion ambush. And I said, "What do you mean by that?" He said, "I knew they couldn't achieve what we wanted without a transformation. And I knew they wouldn't... We knew they wanted the money. But we knew they couldn't do it without a transformation." And I was like, "Oh, that's ingenious. That is just ingenious." And he so loved what we were doing at Rocketdyne, when he retired from the Air Force, as the program was transitioning from one phase to another, he retired and came to work at Rocketdyne. And he became a huge asset for our efforts to initiate a transformation.   0:24:06.1 BB: Then Dr. Deming says, "The transformation affects family life. Parents who will not rank their children nor show special favors or rewards. Would parents wish for one child to be a loser? Would his brothers and sisters be happy to have a loser in the family? Transform the family will be a living demonstration of cooperation in the form of mutual support, love and respect." At home, Andrew, at home. All right, "The prevailing style of management must undergo a transformation, the system cannot understand itself. The transformation requires an outside view." This is chapter four. And then "The aim of this chapter is to provide a lens, an outside view, a lens that I call a System of Profound Knowledge." Well, here I want to get into the hologram. And this, so I was... Kevin and I were at a Idaho Manufacturing Alliance conference right after Thanksgiving. And we had a session with some people. And in one group I was working with, they said, "Why is that engineering just doesn't get it? It always seems to be engineering. It's always engineering." And I said, "No." I said, "Each part of the organization has their own... " And I tried to explain to them, they each fall into a different trap, but the traps are very similar.   0:25:27.6 BB: I said, "So engineering sets the requirements on each part, they create the silos. Manufacturing then runs off with those instructions and produces the parts as if they're separate, quality then inspects them, finance adds up the savings, adds up the cost." And I don't know to what degree we've discussed this yet, but addition is the belief, adding up the savings comes from a belief that these elements are separate, that if we save $10 here, save $10 here and $10 there, then as an organization we save $30. No, the savings only happen... You only get a $30 savings if those activities don't interfere with one another. So I explained to them, finance has issues. And then HR, they're the ones behind performance appraisals. And that's where this hologram thing came to mind, is that each of them might think, as they get exposed to Deming's work, that we got this figured out. But it's all of them required to tie together to transform the organization. And then more from chapter 4, the transformation. "The first step is transformation of the individual. Transformation is discontinuous. It comes from understanding of the System of Profound Knowledge. The individual transformed will perceive new meaning to his life, through numerous interactions between people. Once the individual understands the System of Profound Knowledge, he'll apply its principles in every kind of relationship." There's Siri.   [chuckle]   0:27:13.6 BB: "Once the individual understands the System of Profound Knowledge, he'll apply its principles in every kind of relationship with others. He'll have a basis for judging his own decisions and transformation of the organizations that he belongs to. The individual, once transformed," this is what we talked about last time. I said, "No. The individual, once the transformation begins...will set an example, be a good listener, but not compromise. Continually teach others, help people pull away from their current practice and beliefs and move into the new philosophy without guilt about the past." And here I just want to add. A person I was mentoring three or four years ago, and she went through a one-day program I was leading, and I then started to mentor her on a regular basis. And one of the first calls we had, she was distraught over looking at herself as being incredibly selfish. She said, "The way I treated my siblings, the way I treated my classmates when I was in college." she said, "It was all about me." And I said, so I showed her this, I said, "You have to move into the new philosophy without guilt about the past." I said, "I used to think I caused the grades all by myself," I said, "We each go through this transformation differently with this bit of... " I mean 'cause we're brought up in a world thinking that we caused the grades and all these other things, and I said, "You got to move past that." And I'm not saying it's easy.   0:28:41.5 AS: Well, we did the best we could with what we had at the time, I always like to remind myself...   0:28:45.1 BB: That's right.   0:28:45.4 AS: Myself that.   0:28:48.2 BB: So a couple of other things, then I'm going to... Then I'll just pause, we can close. But what I would tell the executives early, early on, we had from the Air Force this major program, a whole lot of money at Rocketdyne, we were developing the engines. McDonnell Douglas was acquired by Boeing. They got the contract for the vehicle. So eventually we were all under Boeing, and it was really, really cool to be able to get the engine people smart about all the things we're talking about in these calls, and then the vehicle people excited. And then there was a production schedule. We're going to ship the first vehicle X years out, and then it's going to go from a couple a month to a lot a month on and on. And one of the things I would tell the executives, if you want to know every day, how are we doing every day. So you want to know if we're making progress as an organization. So I just gave them a couple of visuals. And I said, "One thing you get... " 'Cause there's one thing, "Well, how are we doing, how are we doing?" I said, "Well, let me tell you what you can measure." I said, "Every time you walk into the restroom, count how many paper towels are on the floor next to the trash can, that can't quite get into the trash can, and let that be a measure of how we're doing on the shop floor in our ability to not deliver Red Beads."   0:30:15.7 BB: And that then becomes an everyday reminder within our respective organizations is, we can't get the trash into the trash can, we can't leave the conference room as we found it, we can't get rid of the science experiments in the refrigerators. And I don't know if I mentioned it to you, but one experiment I would have people do when they would come to class at Rocketdyne, visitors and whatnot. During a break, they need an escort to walk to the restroom a few minutes away, and I'd say to them, "Here, run an experiment to how we're doing as an organization." I said, "Take your empty cup of coffee and put it on top of a file cabinet somewhere between here and the restroom, and then see if it's still there during the next break. Or crumble a piece of paper, put it on the floor, and see how many people walk past that." And I just throw that out as everyday things people can do to get kind of a finger of the pulse. As you're trying to transform your organization one person at a time, what are the things you can look for in the organization, long before we're focusing on common causes versus special causes. What are we doing with performance appraisals? Are we looking at things in the system? There's a bunch of everyday indicators you could start to look at with a sense of, this is a hologram.   0:31:51.8 AS: So we started this off with wouldn't it be nice? And we've been through a lot of different topics in relation to that, how would you summarize the key takeaway that someone can now bring to their business or their life in relation to this topic?   0:32:08.4 BB: Well, let me, and I got some bullet points on the holograms and then the close from the article that I wrote for the Lean Management Journal. And from the hologram, holographic model from the showanotherway.org website, it says, "What do we need to be mindful of when working with this holographic model?" It said "in this model, we need to be aware of the whole, with the parts, their relationships, and the context." Okay? So that's, part of this transformation is keep looking at things and try to imagine what's the greater context for these decisions. That one part of the organization reflects the philosophy of the whole organization. So the idea that, stop thinking that it's just those people in operations that don't get it. Each part of the organization has taken the prevailing system of management and put it into their DNA. So it's everywhere, that members of the organization reflect the whole of the organization and their behaviors. And the idea is, how do we get them to think about the whole? And I think a lot of progress can be made just by sharing with people a common... Having them reveal their appreciation of the contrast between ME and WE organizations, and they'll be pretty obvious where they'd rather work.   0:33:41.3 BB: And then the, what I closed the Brian Wilson article for the Lean Management Journal with is, "wouldn't it be nice if we manage the variation in the parts as being the parts of a system. In the spirit of Brian Wilson's adolescent wishfulness, wouldn't it be nice if the great illusion of independent parts and components modules was replaced by the realism of unity and interconnectedness in amazing prospects for teamwork within any organization." And I think that's a nice way of talking about transformation, not just looking at systems, but understanding people, psychology, and the theory of knowledge.   0:34:25.1 AS: Well, that's a great place to wrap. Bill on behalf of everyone at the Deming Institute, I want to thank you again for this discussion. And for listeners, remember to go to deming.org to continue your journey. And if you want to keep in touch with Bill, just find him on LinkedIn. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming. And people wonder, why do I repeat the same quote over and over again. Try to get it through our thick heads that people are entitled to joy in work.      

This week we're delighted to host Kevin Cahill, the visionary Founder of KC Capital, a game-changing financial advisory service.Join us as Kevin walks us through his fascinating journey, from cutting his teeth in a prestigious Swiss bank to taking the reins of his own enterprise.We delve deep into alternative investment avenues that diverge from the typical index funds we usually discuss.Prepare to have your horizons broadened as Kevin enlightens us about the ins and outs of investing in gold coins, navigating the choppy waters of peer-to-peer lending, making informed decisions in property, and even the intriguing world of horse investments!KC Capital was born out of a need Kevin identified - the lack of financial education and advisory services that are seldom taught in standard educational systems.He's on a mission to help people understand the various financial options they have at their disposal and empower his clients to accelerate their journey towards financial freedom.Investing and wealth management success isn't a well-kept secret, it's a system. And Kevin is here to reveal the nuts and bolts of this system to us. So tune in, and get ready for a rollercoaster ride of financial wisdom and insightful discussions!You don't want to miss this week's episode!From breaking down complex investment strategies to delivering straightforward financial advice, we cover it all.Let's decode the system together, and pave the path to your financial freedom with Kevin Cahill and KC Capital.Up the Gains Links: Website Instagram Twitter

The FCS College Football Experience (@TCEonSGPN) on the Sports Gambling Podcast Network previews the upcoming 2023 Patriot League Conference and key in on what teams should be expected to finish where. Pick Dundee aka (@TheColbyD) & Mike Rose (@GCG_Wins) break down each and every team in the Patriot League heading into 2023 and make note of which teams could contend for a Patriot League title. Can the Patriot League send two teams to the FCS college football playoffs again? Will Fordham miss Tim DeMorat too much and should we expect regression from the Rams in 2023? Is Matthew Sluka and the Holy Cross Crusaders an absolute lock to win the Patriot League yet again?Are the Lafayette Leopards due for improvement with the return of QB Ah-Shaun Davis and the 2nd year of John Troxell's tenure? Will year 3 be the big jump with the Colgate Raiders since they return their star QB Michael Brescia? Will the Georgetown Hoyas miss Pierce Holley or can Tyler Knoop step up and give the Hoyas their first winning season since 2011? Is Georgetown Hoyas football coach Rob Scarlata on the hot seat in Washington, D.C.? How will the Lehigh Mountain Hawks do in year one of the Kevin Cahill era after coming over from the Yale Bulldogs? Can Bucknell Bison head coach Dave Checchini find any type of offense with the Bison in 2023? Will QB Nick Semptimpheltar take the next step for the Bison? Will Joe Conlon have Fordham competing for a league title despite the roster turnover? Is Holy Cross Crusaders head coach Bob Chesney the most underrated coach in America? We talk it all and more on this 2023 Patriot League Preview edition of The FCS College Football Experience.=====================================================Discuss with fellow degens on Discord - https://sg.pn/discordSGPN Merch Store - https://sg.pn/storeDownload The Free SGPN App - https://sgpn.appCheck out SGPN.TVSupport us by supporting our partnersCirca Sports - Enter their contests for a chance to win your share of $14 Million - https://www.circasports.com/Birddogs code POOL - Look good w/ a free Yeti style tumbler - https://birddogs.com/poolUnderdog Fantasy code SGPN - 100% Deposit Match up to $100 - https://sg.pn/underdogFollow The College Experience & SGPN On Social MediaTwitter - https://twitter.com/TCEonSGPNTwitter - http://www.twitter.com/gamblingpodcastInstagram - http://www.instagram.com/sportsgamblingpodcastTikTok - https://www.tiktok.com/@gamblingpodcastFacebook - http://www.facebook.com/sportsgamblingpodcastYoutube - https://www.youtube.com/@TheCollegeExperienceFollow The Hosts On Social MediaColby Dant - http://www.twitter.com/thecolbydPatty C - https://twitter.com/PattyC831NC Nick - https://twitter.com/NC__NicKWatch the Sports Gambling PodcastYouTube - https://www.sg.pn/YouTubeTwitch - https://www.sg.pn/TwitchRead & Discuss - Join the conversationWebsite - https://www.sportsgamblingpodcast.comSlack - https://sg.pn/slackReddit - https://www.sg.pn/reddit Learn more about your ad choices. Visit podcastchoices.com/adchoices

The FCS College Football Experience (@TCEonSGPN) on the Sports Gambling Podcast Network previews the upcoming 2023 Patriot League Conference and key in on what teams should be expected to finish where. Pick Dundee aka (@TheColbyD) & Mike Rose (@GCG_Wins) break down each and every team in the Patriot League heading into 2023 and make note of which teams could contend for a Patriot League title. Can the Patriot League send two teams to the FCS college football playoffs again? Will Fordham miss Tim DeMorat too much and should we expect regression from the Rams in 2023? Is Matthew Sluka and the Holy Cross Crusaders an absolute lock to win the Patriot League yet again? Are the Lafayette Leopards due for improvement with the return of QB Ah-Shaun Davis and the 2nd year of John Troxell's tenure? Will year 3 be the big jump with the Colgate Raiders since they return their star QB Michael Brescia? Will the Georgetown Hoyas miss Pierce Holley or can Tyler Knoop step up and give the Hoyas their first winning season since 2011? Is Georgetown Hoyas football coach Rob Scarlata on the hot seat in Washington, D.C.? How will the Lehigh Mountain Hawks do in year one of the Kevin Cahill era after coming over from the Yale Bulldogs? Can Bucknell Bison head coach Dave Checchini find any type of offense with the Bison in 2023? Will QB Nick Semptimpheltar take the next step for the Bison? Will Joe Conlon have Fordham competing for a league title despite the roster turnover? Is Holy Cross Crusaders head coach Bob Chesney the most underrated coach in America? We talk it all and more on this 2023 Patriot League Preview edition of The FCS College Football Experience. ===================================================== Discuss with fellow degens on Discord - https://sg.pn/discord SGPN Merch Store - https://sg.pn/store Download The Free SGPN App - https://sgpn.app Check out SGPN.TV Support us by supporting our partners Circa Sports - Enter their contests for a chance to win your share of $14 Million - https://www.circasports.com/ Birddogs code POOL - Look good w/ a free Yeti style tumbler - https://birddogs.com/pool Underdog Fantasy code SGPN - 100% Deposit Match up to $100 - https://sg.pn/underdog Follow The College Experience & SGPN On Social Media Twitter - https://twitter.com/TCEonSGPN Twitter - http://www.twitter.com/gamblingpodcast Instagram - http://www.instagram.com/sportsgamblingpodcast TikTok - https://www.tiktok.com/@gamblingpodcast Facebook - http://www.facebook.com/sportsgamblingpodcast Youtube - https://www.youtube.com/@TheCollegeExperience Follow The Hosts On Social Media Colby Dant - http://www.twitter.com/thecolbyd Patty C - https://twitter.com/PattyC831 NC Nick - https://twitter.com/NC__NicK Watch the Sports Gambling Podcast YouTube - https://www.sg.pn/YouTube Twitch - https://www.sg.pn/Twitch Read & Discuss - Join the conversation Website - https://www.sportsgamblingpodcast.com Slack - https://sg.pn/slack Reddit - https://www.sg.pn/reddit Learn more about your ad choices. Visit podcastchoices.com/adchoices

The FCS College Football Experience (@TCEonSGPN) on the Sports Gambling Podcast Network previews the upcoming 2023 Patriot League Conference and key in on what teams should be expected to finish where. Pick Dundee aka (@TheColbyD) & Mike Rose (@GCG_Wins) break down each and every team in the Patriot League heading into 2023 and make note of which teams could contend for a Patriot League title. Can the Patriot League send two teams to the FCS college football playoffs again? Will Fordham miss Tim DeMorat too much and should we expect regression from the Rams in 2023? Is Matthew Sluka and the Holy Cross Crusaders an absolute lock to win the Patriot League yet again?Are the Lafayette Leopards due for improvement with the return of QB Ah-Shaun Davis and the 2nd year of John Troxell's tenure? Will year 3 be the big jump with the Colgate Raiders since they return their star QB Michael Brescia? Will the Georgetown Hoyas miss Pierce Holley or can Tyler Knoop step up and give the Hoyas their first winning season since 2011? Is Georgetown Hoyas football coach Rob Scarlata on the hot seat in Washington, D.C.? How will the Lehigh Mountain Hawks do in year one of the Kevin Cahill era after coming over from the Yale Bulldogs? Can Bucknell Bison head coach Dave Checchini find any type of offense with the Bison in 2023? Will QB Nick Semptimpheltar take the next step for the Bison? Will Joe Conlon have Fordham competing for a league title despite the roster turnover? Is Holy Cross Crusaders head coach Bob Chesney the most underrated coach in America? We talk it all and more on this 2023 Patriot League Preview edition of The FCS College Football Experience.=====================================================Discuss with fellow degens on Discord - https://sg.pn/discordSGPN Merch Store - https://sg.pn/storeDownload The Free SGPN App - https://sgpn.appCheck out SGPN.TVSupport us by supporting our partnersCirca Sports - Enter their contests for a chance to win your share of $14 Million - https://www.circasports.com/Birddogs code POOL - Look good w/ a free Yeti style tumbler - https://birddogs.com/poolUnderdog Fantasy code SGPN - 100% Deposit Match up to $100 - https://sg.pn/underdogFollow The College Experience & SGPN On Social MediaTwitter - https://twitter.com/TCEonSGPNTwitter - http://www.twitter.com/gamblingpodcastInstagram - http://www.instagram.com/sportsgamblingpodcastTikTok - https://www.tiktok.com/@gamblingpodcastFacebook - http://www.facebook.com/sportsgamblingpodcastYoutube - https://www.youtube.com/@TheCollegeExperienceFollow The Hosts On Social MediaColby Dant - http://www.twitter.com/thecolbydPatty C - https://twitter.com/PattyC831NC Nick - https://twitter.com/NC__NicKWatch the Sports Gambling PodcastYouTube - https://www.sg.pn/YouTubeTwitch - https://www.sg.pn/TwitchRead & Discuss - Join the conversationWebsite - https://www.sportsgamblingpodcast.comSlack - https://sg.pn/slackReddit - https://www.sg.pn/reddit Learn more about your ad choices. Visit podcastchoices.com/adchoices

The FCS College Football Experience (@TCEonSGPN) on the Sports Gambling Podcast Network previews the upcoming 2023 Patriot League Conference and key in on what teams should be expected to finish where. Pick Dundee aka (@TheColbyD) & Mike Rose (@GCG_Wins) break down each and every team in the Patriot League heading into 2023 and make note of which teams could contend for a Patriot League title. Can the Patriot League send two teams to the FCS college football playoffs again? Will Fordham miss Tim DeMorat too much and should we expect regression from the Rams in 2023? Is Matthew Sluka and the Holy Cross Crusaders an absolute lock to win the Patriot League yet again? Are the Lafayette Leopards due for improvement with the return of QB Ah-Shaun Davis and the 2nd year of John Troxell's tenure? Will year 3 be the big jump with the Colgate Raiders since they return their star QB Michael Brescia? Will the Georgetown Hoyas miss Pierce Holley or can Tyler Knoop step up and give the Hoyas their first winning season since 2011? Is Georgetown Hoyas football coach Rob Scarlata on the hot seat in Washington, D.C.? How will the Lehigh Mountain Hawks do in year one of the Kevin Cahill era after coming over from the Yale Bulldogs? Can Bucknell Bison head coach Dave Checchini find any type of offense with the Bison in 2023? Will QB Nick Semptimpheltar take the next step for the Bison? Will Joe Conlon have Fordham competing for a league title despite the roster turnover? Is Holy Cross Crusaders head coach Bob Chesney the most underrated coach in America? We talk it all and more on this 2023 Patriot League Preview edition of The FCS College Football Experience. ===================================================== Discuss with fellow degens on Discord - https://sg.pn/discord SGPN Merch Store - https://sg.pn/store Download The Free SGPN App - https://sgpn.app Check out SGPN.TV Support us by supporting our partners Circa Sports - Enter their contests for a chance to win your share of $14 Million - https://www.circasports.com/ Birddogs code POOL - Look good w/ a free Yeti style tumbler - https://birddogs.com/pool Underdog Fantasy code SGPN - 100% Deposit Match up to $100 - https://sg.pn/underdog Follow The College Experience & SGPN On Social Media Twitter - https://twitter.com/TCEonSGPN Twitter - http://www.twitter.com/gamblingpodcast Instagram - http://www.instagram.com/sportsgamblingpodcast TikTok - https://www.tiktok.com/@gamblingpodcast Facebook - http://www.facebook.com/sportsgamblingpodcast Youtube - https://www.youtube.com/@TheCollegeExperience Follow The Hosts On Social Media Colby Dant - http://www.twitter.com/thecolbyd Patty C - https://twitter.com/PattyC831 NC Nick - https://twitter.com/NC__NicK Watch the Sports Gambling Podcast YouTube - https://www.sg.pn/YouTube Twitch - https://www.sg.pn/Twitch Read & Discuss - Join the conversation Website - https://www.sportsgamblingpodcast.com Slack - https://sg.pn/slack Reddit - https://www.sg.pn/reddit Learn more about your ad choices. Visit podcastchoices.com/adchoices

W. Edwards Deming is universally recognized as one of the fathers of Total Quality Management. His groundbreaking work helped numerous Japanese companies, with whom he consulted in the period following WWII, improve their efficiency and performance and surge onto the world scene as a formidable business competitor in the 1970s and 1980s. American companies caught on eventually, and the Deming Philosophy that he created, with its 14 principles, serves as a guide for a great many companies to this day. In this Tugboat Institute® talk, W. Edwards Deming's grandson, Kevin Cahill, shares his grandfather's philosophy and some of its central tenets, which happen to align nicely with the Evergreen 7Ps® principles, in particular People First. Today, Kevin is the Executive Director of the Deming Institute and a champion for his grandfather's important and highly relevant work. Listen and learn about Deming's work and the incredible People First insights that helped him advise some of the world's largest companies on their way to becoming giants in their industries. 

Kevin Cahill who is The National Hairdressing Apprenticeship Coordinator with Colaiste Dhulaigh in Kilbarrack, will talk about the L'oreal Award which one of his students won.  

IS TRYING TO CONTROL EVERYTHING YOUR PROBLEM? TODAY I have Kevin Cahill who tried to control everything in his life, even through multiple life challenges. However he discovered that trying to control everything was futile. This led him to "surrender to the divine" where he seeks to listen to the universe as his guide. Kevin is an author, speaker, and change management specialist who helps individuals and organizations embrace change and move confidently ahead despite challenges and critics. Bio: As an author, change management specialist and speaker Kevin T. Cahill empowers individuals and organizations to embrace change and move confidently ahead despite challenges and critics. As someone who has mastered the art of resilience and hope, Kevin's philosophy is strategic and results driven. He has risen to the top and also faced some challenges that changed the trajectory of his life and career. He is now dedicated to helping individuals and teams flourish as they navigate through change amid often-turbulent times. Connect with Kevin: http://kevintcahill.com/ https://www.facebook.com/speakerkevintcahill https://www.linkedin.com/in/kevintmcahill/ https://twitter.com/kevintcahill Resources https://daniellebernock.com/ https://clarity.fm/daniellebernock https://www.daniellebernock.com/coaching/ Additional resources: Books: Emerging With Wings https://amzn.to/3Qm4aQw Because You Matter https://amzn.to/3oUnxEt Socials: https://www.facebook.com/daniellebernock/ https://www.instagram.com/dbernock/ https://www.youtube.com/c/DanielleBernockLovesYou https://twitter.com/DBernock https://www.linkedin.com/in/danielle-bernock-6ab50467/ https://www.tiktok.com/@dbernock #11 on Feedspot: https://blog.feedspot.com/overcoming_adversity_podcasts/ Want to be a guest? https://podmatch.com/signup/fromdanielle #interview #ego #ducttape #theuniverse #change #choice #suffering GUESTS OPINIONS DO NOT REPLACE THE ADVICE FROM A QUALIFIED MEDICAL PROFESSIONAL --- Send in a voice message: https://anchor.fm/victorioussoulspodcast/message

Tonight we're joined live by Michaelangelo Pomarico, an organizer with Mid Hudson Valley DSA and the Public Power New York Coalition who has devoted a lot of time over the last several months organizing to elect Sarahana Shrestha, a DSA endorsed candidate for the New York Assembly. Michaelaneglo will share how Sarahana's insurgent campaign in the Hudson Valley succeeded to unseat longtime incumbent  Kevin Cahill last month in the Democratic primary and what comes next for their DSA chapter. We also talk with Socialist Councilmembers Alexa Aviles and Tiffany Caban about their first six months on the New York City Council and we'll hear in their own words why they, along with four other council members, were the only members to vote NO on the City Budget that was pushed through in a late night vote by the Council Speaker and later signed by Mayor Adams earlier this month.   To learn more about Mid-Hudson Valley DSA follow them on twitter @MHVDSA  and visit www.mhvdsa.org To learn more about Sarahana Shrestha follow her on twitter @sarahana and www.sarahanaforassembly.com/

We're coming to the end of Pride Month amidst an environment of escalating attacks from the right on queer and trans people. Tonight, we speak to two grassroots organizers working on self-defense programs for queer, trans, and people of color in NYC and the Bay Area. We hear from Kenji of Soar Over Hate and DJ Guerrilla Pump of We Are The Ones We've Been Waiting For on how they are protecting their communities by organizing educational programs, creating art and healing practices, distributing tools and resources, and uniting community care with self-defense.We're also joined live tonight by Aaron Fernando, a member of the Queens DSA Electoral Organizing Committee, to discuss yesterday's primary election results. Because of the redistricting debacle, New York is holding two primaries this summer with voters weighing in on Governor, Lieutenant Governor and Assembly races yesterday.DSA For the Many endorsed four socialist Assembly Members for re-election and five new candidates for the Assembly. All the incumbent DSA members won their primaries, some by a very large margin,but of the five new candidates only Sarahana Shrestha, running in the Hudson Valley won her race outright, toppling 13-term incumbent Kevin Cahill who has held the seat since 1999. Samy Nemir Olivares' race against Erik Dilan in Bushwick and Cypress Hills is still too close to call with Samy trailing by about 200 votes.To learn more about queer self-defense programs and how you can get involved and support, visit soaroverhate.org and wevebeenwaitingforus.org.To learn more about getting involved in upcoming races to elect DSA endorsed candidates for senate visit fortheturnout.nyc

Kevin Cahill, President and Executive Director of the Deming Institute, reflects on growing up with Dr. Deming, learning about his grandfather's impact on the world, and his own Deming journey. Kevin also describes The Deming Institute's origins, the DemingNEXT initiative, and using Deming in the real world. (Please note: the punctuation errors in this description are due to Libsyn's system.) SHOW NOTES Books mentionedThe New Economics and Out of the Crisis, both by Dr. Deming (available via www.deming.org) Transform Your Business with Dr.Deming's 14 Points, by Andrew Stotz 0:00:36 Growing up in the Deming family 0:04:29 Watching If Japan Can, Why Can't We? with my grandfather 09:07 Kevin's own Deming journey 14:21 The origins of The Deming Institute 21:35 Why Deming, why now   39:14 Introducing DemingNEXT 46:06 Andrew's Deming journey 53:34 Deming in the real world TRANSCRIPT You can download the complete transcript here. Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm here with featured guest, Kevin Cahill. Kevin, are you ready to share your Deming journey? Kevin Cahill: Absolutely, Andrew. Excited to be here, looking forward to it. AS: Yeah. Well, I think we gotta kick this off by introducing you. Tell us what is your connection to Dr. W. Edwards Deming. KC: Well, I'm very fortunate to be his grandson, and also very fortunate that as I grew up in the Washington DC area, I got to spend a tremendous amount of time with my grandparents, my grandfather, Dr. Deming, and his wife, Lola Deming, who also assisted him in his work for many, many years, and got to know them growing up. And so, it was absolutely fascinating to see this man that I knew as a kindly, gentle, soft-spoken man who worked out of the small basement of his house in Washington DC, not in a big office, this little, tiny basement that used to flood in the rainy season and was just very, very small. And I always wondered what he did because everything that I saw was just figures and numbers and all this stuff, and he never talked about work. When we were together with him on Thanksgivings and Christmases, he was always talking about family and what it was like with my mother and her sisters growing up. So, a very different perspective of who this man was. That all changed at one point in my life but growing up, it was a very different kind of relationship. AS: You know, my first connection with your grandfather was when I was like 24, and I was just in awe, but I was also in terror because I watched him pretty strict, pretty tough when he was dealing with people that just had nonsense questions in some cases, or had the wrong idea, and he really needed to straighten them out in one way or another. And it's kind of surprising, but now that I think about it, in our families, we don't bring that toughness necessarily into the family. Is that the case? KC: That was the case. We never noticed that. He would sit at the dining room table, and he would just be quiet at the head of the table, and occasionally he'd pull this little notebook out and make some notes. I always wonder what he was writing. I found out later. Something came to mind, and then, occasionally, in the middle of the dinner, he would say... He would have this great story about my mother or something that he had. He would tell us growing up, and he just burst into this fantastic laughter of his, and it was so much fun. And we really didn't know what he did. We knew he traveled, and we knew that... Like I said, growing up, we would get scrap paper from his office, and it always just had sheets of numbers on the one side, and my brother and I would always joke that, man, "I'll tell you the one thing we don't wanna do in life is grow up and do what he's doing." [chuckle] AS: That's tough stuff, whatever it is he's thinking about. And I'm just curious. What was his relationship with his wife, Lola? KC: Oh, she was just this terrific lady. They met, and they actually worked together. I believe was at the Fixed Nitrogen Lab in Washington DC, and they co-wrote some papers together. She had a master's degree in mathematics at a time, early in the last century, when women just didn't have advanced degrees, and she helped him for decades with his work. And I remember seeing a lot of photos of her traveling with him to Japan and around the world. That was absolutely fascinating. She was just a brilliant woman in her own time, and with what she was able to do in terms of helping him. And she doesn't get enough credit for what she did to assist him. AS: And before we get into the Institute, I just wanna understand your own personal journey in life. You developed... You saw that stuff, and you thought, "I'm not gonna study that." But tell us just a little bit about your own personal journey in your education and in your work life. KC: Sure. So like I said, I didn't really know much about what he did. But when I was a freshman in college, my family had moved away from the DC area to Los Angeles, and I came back for the summer for a job that I had. I called my grandfather, grandmother, and said, "Hey, you have an extra little, tiny room in your house. Is there any chance I could stay there for the summer?" And they, of course, said, "Yes." So, I stayed there for the summer. And in June of 1980, my mother called me and said, "Your grandfather travels around and has been to Japan. They're doing a show on NBC on June 24th, 1980 called, 'If Japan Can, Why Can't We?' And your grandfather is gonna be mentioned in that show for some of the work he's done in Japan." You can imagine how excited. This was at a time when there were three networks, ABC, NBC, CBS. There was no cable. There was nothing. KC: And this was gonna be on prime time. And so she said, "Just make sure your grandfather watches it." And so, that night of 1980, I had to go downstairs and get him in the office and say, "We've gotta go upstairs and watch this show." And so, we all traipsed up to the third floor and sat down on his couch, and my grandfather, my grandmother, and then my grandmother's sister, who was also living at the house, we all sat down to watch the show. And a few minutes into it, you saw my grandfather who was, at the time, almost 80 years old, and he had about a 15-second part in the show, and I just remember being so excited, "Oh my god. That's you. It's so cool." KC: And then there was nothing. That was it. And for the longest time... And you could tell my grandfather was getting very fidgety. He was ready... He mentioned something... He was unhappy with a few things they were saying in the show that he thought were off-base, and he was kind of mumbling a little bit about that. And he was getting ready to leave and go back down and do some work. And then they started talking about a man who was considered the... Helped transform Japan and was considered the key person in that Japanese transformation. And at that point, I looked over to my grandfather, 'cause I hadn't said anything in about 20 minutes, and I said, "Do you know who that is?" KC: And the announcer, he said, "It's Dr. W. Edwards Deming." And it was just this disconnect. This is the man I know, who I grew up with, and the Emperor of Japan has given you credit for the Japanese economic miracle. I still get goosebumps when I think about that moment. I just could not believe it. And then we watched the rest of the show in just stunned silence. And of course, he had some comments, and at the end, they talked about the National Paper Corporation and how he had helped them, and I just remember thinking, "This is gonna change everything." KC: And you know what, Andrew? I was actually a little bit sad because I thought, "He's 80 years old, almost 80. He's probably..." People are gonna call him, but he may not work for more than another year or two. And then I can tell you, it was astounding because, like I said, his office was in the basement, and my grandmother and my great-aunt and I would stand at the top of the stairs, 'cause my grandfather used a speaker phone, and his assistant would say, "Dr. Deming, you've got Don Peterson, the chairman of Ford Motor Company, on the phone. You've got the head of Xerox on the phone." You've got the head of all these different companies, and we're hearing him talk on the speaker phone, and it was just astounding. It was an amazing, amazing period. KC: So at that point, I knew things were gonna change in my life. I just didn't know what or how or anything like that. And as I moved through college and then graduated, I was just amazed that my grandfather was continuing to work and just being quoted on news articles and everything like that, and on TV shows, just continuously. And as I got into the business world in a media business, I knew a little bit about my grandfather's philosophy, some things like how important systems are and understanding that and operational definitions. KC: And there were some of the elements of the 14 points that I understood, breaking down barriers within the organization. And so even as an assistant, what it did, my grandfather's philosophy, even though I couldn't impact anything at the top, what I was able to do within my own sphere of influence was extraordinary in terms of how it helped me move up through the organization at a much, much, much more rapid rate than I would ever have been able to do. And so... AS: And what would you say were the core... What was the core things if you say, you didn't know all of the different things that he said, but there was those core things that really stuck with you. What would you say was the one or two core things, particularly thinking about the listener or the viewer out there who's thinking, "Wow, I would like to be able to make that impact, and I'm not sure how quickly or how much time I have to learn everything." KC: That's a really interesting question. I would say one of the key things that I did was making the system visible that we were actually working in. So, we were a media company that was selling advertising time on TV stations around the country. And we had all this workflow that we had to do, and nobody was making it visible what that flow was. And I remember when I was trained, and I was started off as an assistant to an assistant, and they were training me, all the training was done by memory that somebody else did it. So, a lot of times they were teaching me things that were erroneous that I was trying to do and so, as I got into that position, I made sure that I put that process down so that when I moved up, and I could hand it off to somebody else, they could see what that process was. And some of it was visual, and some of it was work instructions. Other things were like operational definitions of... Somebody was saying, "Hey, can you get this done for me?" "Well, by when?" "By the end of the day?" "By the end of the week?" "By the end of the month? KC: So, there were a lot of little things like that that made a difference in terms of the way, I thought, that helped the other people within the organization, that really made a difference, and helped me move up very quickly within that organization. AS: And then, how did you go from your career to now, The Deming Institute? Maybe you can talk to us about that and tell us about The Deming Institute and the aims of The Deming Institute. KC: As I continued to move up and took on greater roles and responsibilities within this media organization, again, my grandfather and... I would call him and ask him questions about things that I needed help on. I remember one time, in particular, I had an assistant who could not get a particular job done, and we worked on it and worked on it, and I tried to make it visible. I tried to do different things, and I called my grandfather one day. I asked him a question, and I said... And he gave me some page numbers in one of his books to read. He didn't give me the answer; he gave me some page numbers. And it was fantastic because the way I was explaining it to her what needed to be done was the way I understood how it needed to be done and the way I learned. It was not the way she learned. And so, once we had her learn and express this in a different manner, we never had another issue with the job going forward. All this gave me the understanding after I went to one of my grandfather's seminars and continued to read the books. It gave me a sense that I could go out and start my own business. KC: And so, I did with a colleague of mine, and he and I co-founded a software company that provided the sales systems to these companies like I worked for. And without having my grandfather's knowledge, I would never even begun to start a company like that. So, a startup is at such an incredible advantage if you understand the Deming philosophy. Because at the time we started it up, there were two companies that had about 90 share of the market on two different ends of the market. But when we were doing this in 1999, the internet was just starting to hit. And there were, I remember, about 15, 20 different companies that all were trying to get into the same space. Within two years, they were all gone except for two of us. They didn't have the value of understanding what my grandfather had taught, that I had learned from him. And then my partner had in the terms of the way we ran and operated the organization. So, to fast forward, we kept the company for a while, merged it with another company, and then ended up selling it to a big publicly traded company. And in retrospect, I almost wish we hadn't. KC: But by doing that, I ended up at The Deming Institute. And then what was fascinating was I spent two years of what I call penance, staying at that company because of the contract. And Andrew, that was when I saw in just... What I experienced and what we had to put people through, because of the way they looked at things and the way they operated, was just extraordinary in terms of how much it hurt me, how much I knew it was hurting the people that worked for me in the business units that I was running. And I couldn't wait to get out of there. And when I did, I spoke to my mother, Dr. Deming's daughter, Diana Deming Cahill, who founded the Institute with her father and her sister. And I said, "This is an opportunity for me to give back what I have learned from my grandfather," to take an organization that's an all-volunteer organization, that was really focused on maintaining and gaining as many of my grandfather's assets as possible without really saying, "Well, what are we gonna do with all these things now that we have all the videos?" And they did a phenomenal job of getting the videos and articles, and all these different things in getting the organization started. And so, that was kind of the continuation of my journey, was to move into this role and to be one of the leaders in the organization in terms of helping move it forward. AS: So, let's talk about... What you've described in some ways is something that I think anybody that gets deeper into Deming realizes, is that it's really a management philosophy rather than... Like a lot of times for people that don't know much about Deming, but they've heard his name, they go, "Oh yeah, quality, statistical quality control" or something like that. And they miss the whole aspect that it is a way of thinking, it's a way of managing, it's a way of interacting with other people. Like you said, the idea of trying to put yourself in the other person's shoes to make sure... The job of the senior management is to make sure people are trained to the level that they need to be. Maybe you can just talk about the Institute, generally, and that concept of what it is. What is Dr. Deming's teachings? And what is the Institute about? KC: So the Institute, the aim of the Institute, excellent question, is "Enriching society through the understanding of the Deming philosophy." And that can take all sorts of different directions that you might be able to go in. And so what we try to do is, we look at, "Okay. Here's what the aim is; by what method can we achieve that aim? which is what my grandfather always talked about. And we also understand that people out there, like I just mentioned earlier, learn differently. Some people are auditory learners, some people are visual learners, and there's different ways of creating learning environments for people. That's one of the things that I think is great about this podcast, and I'm so thrilled that we're getting back into it and doing that 'cause many people learn by listening to podcasts like this and gain something out of it. Other people need to be in an environment where they're physically there to actually gain something. Others can do it online. Others can do it through webinars, so there's so many different things. So, I believe our responsibility is to utilize what he has given us in a manner that can reach the broadest number of people and have the greatest impact so that they have that yearning for new knowledge. And then when they have that yearning, we have a means by which that they can continue to learn, understand, and apply it. AS: Maybe you can just talk about what's going on with the Institute, but also before you do that, I think for... Not everybody can understand. What is an institute? Is it for-profit? Is it not-for-profit? Are there 100 employees? Is it a few people? Is there a board? Are they volunteers? What is the Institute? KC: Well, I can tell you. I'll talk a little bit about it, but one of the best things I would say, Andrew, is go to www.deming.org, and they can learn a little bit more. But when my grandfather and my mother formed the Institute, they decided to have it be a nonprofit. And I know there was a lot of questions about that because a for-profit organization, there's a lot of things a for-profit organization can do, but there's a lot a nonprofit can do, and I think it was important for my grandfather and my mother that this be something that is a nonprofit, a 501 [c], not-for-profit organization because it also opens a lot of doors. KC: When my colleagues and I and other board members call people, and we're calling from The Deming Institute, a lot of times they'll take that call 'cause they know we're not calling to sell them something and try to sell them a whole bunch of expensive services and things like that. We're calling to help and make a difference. And so, while sometimes there are constraints with the nonprofit that we can and can't do, as you start to look at them, you realize it also opens up a tremendous number of opportunities that we might not also have as a nonprofit. KC: So, we're a nonprofit organization. We have a board that has a number of family members on it besides my mother. My brother is on it. He's vice chairman, my mother is the chairman, and then I'm on it. And then we have several other board members who have been terrific in terms of supporting us. Paula Marshall is on there, Steven Haedrich is on there, Keith Sparkjoy is on there, Kelly Allan. So, we have this fantastic group that provides guidance for us and support for the organization and helps me... I'm also on the board and serve as the president of the board. And we just have this fantastic group. We also have just a outstanding staff right now that has helped propel this forward, whether it's the online learning that we're launching, whether it's our communication, whether it's our administration or fund development, all these different things that we have responsibilities for as a nonprofit. We've just got an unbelievable team, and they all operate virtually. We don't have a single office. We also have this advisory council. We have a Deming fellow and Dr. Ravi Roy who's out there. We have an emeritus trustee board. So, we have a lot of people that worked with my grandfather, and then a lot of others who have this just belief in this philosophy, in these principles, and they know they need to get out there, and they're helping us get it out there. AS: So, before we go on, I think it's kind of important to talk about, "Why Deming? Why Now?" And I'm curious to hear your idea about that. There's all kinds of new books out there. There's all kinds of gurus. There's all kinds of people talking about all kinds of things, "Come on, Kevin, this is old stuff. The world has moved on." Tell us, "Why Deming. Why now?" KC: Andrew, I get that all the time that... Hey, I remember hearing about this guy that helped Japan after World War II, "We're closing on past 75 years on that. Why do we need this guy now? Why do we need this philosophy now?" And what I can tell you is it has worked. Every time it is used in an organization, as they begin that journey and continue down, I never hear that it doesn't work. Now, there are some companies who've tried it, and they're already too far gone to be able to even come back from the abyss that they've already gotten in. As my grandfather put it, "the pit they've already dug themself in," and sometimes you just can't do that. KC: But when these organizations do use this, and we have so many of them that do, it is astounding how it works. And so, the books that you're talking about and all these, what we call, oftentimes, "flavors of the month" that you hear about, just wait five years and see, does anybody really using them anymore, or have they moved on to the next flavor of the month and the next flavor of the month? You go back 20 years and look, a lot of those things are gone, or they've morphed into something completely different where they may have kept the name, and now they've kind of combined a few things to try to keep it going. But the one constant is Deming works and works, and the research shows that it makes a difference. And to me, in this world right now, where we are seeing all these issues with supply, with polarization, with the need to break down barriers, whether it's between countries or within different organizations, there is an answer. Deming, my grandfather, provided that answer, and he showed that pathway. How do you do it, and then how do you get to that next step that, all of a sudden, leads to resolution of these issues that we're facing right now? AS: Yeah, it's a great point, and there's so much there... KC: What do you think? AS: Yeah, it's interesting 'cause I was thinking... The question that we often get, I often get too, I'm sure you get it, it's like, "Well, why isn't this everywhere? Why isn't his teachings everywhere?" And I was thinking about it, and my answer to that is, one of the most powerful things in this world is probably meditation. If you could meditate properly for 30 minutes a day, it would probably calm your mind, and it would make the world a better place and all that. But how many people actually do it? Very few. And I would say that my answer to that is that what Dr. Deming talked about was a transformation. And how many people are ready to make a transformation in their life? It's easier to pick up the flavor of the month and say, "Oh, let's do that, and let's do that," But what he's talking about is moving to a whole other level of starting to think of things as a system. And you and I have talked about caring for the elderly folks in our lives. And nowadays, doctors get more and more specialized, and they can't see the bigger picture. And everything operates in a system, and it's difficult to think in that way. AS: And so, part of what I feel like is that what he's challenging, the challenge that he has put before us, is to start to transform our thinking, to understand statistics, to understand systems, to understand how to acquire knowledge, and to bring this together into something that can really make a difference. And that's not easy. That's a journey. KC: No, it's not easy, and I think you hit it right on the head, Andrew. And I think part of the challenge is, if you're leading an organization, and you came out of, whether it's business school or you moved up through a certain way, well you are leading that organization because you learned how to do it a certain way. Well now, all of a sudden, your organization is having trouble. Because I can tell you right now, and I think it was a Rob Rodin, who worked with my grandfather, said this, "Somebody right now around the corner, around the world, believes they can do what you're doing better, cheaper, and faster than you." KC: And they're just looking at you as an opportunity because you can't innovate as fast anymore. You can't do this as much. I can build a better this, better mouse trap, and all that type of stuff. But the challenge is, is that you've now... If you're leading that organization, you've gotten there. You have gotten to this point by doing it a certain way. Well now, all of a sudden, you're being asked to learn to do something differently, and I think that was... One of the big challenges my grandfather had was that in... When that program aired on June 24th, 1980, there were companies who were in crisis. Don Peterson, who was the Chairman and CEO of Ford when I met with him, when he spoke at one of our conferences at University of Michigan, and he said... KC: One of the things he said to me was, he said, "We were two billion dollars in debt, and we were close to going under, and two years before," I believe it was two years before, "I was named 'CEO of the Year' in the U.S." And he said, "But even for me," he said, "It was so hard for us to change because we'd always done it this way. We always had these already systems in place, and now you're asking us to do these different things." And so, I think sometimes it gets rejected. The other thing that I would say, Andrew, is in 1980, while these companies did Deming at that point, they were in a crisis. And oftentimes, it's not until you're in the crisis that you end up saying, "Hey, I need to do something." And you can listen to podcasts by Paula Marshall and Steven Haedrich, who are on our board, where they were in deep crisis when they came to Deming and now, all of a sudden, they're huge advocates 'cause it not only pulled them out, but it made their organization successful. So oftentimes, it takes a crisis to have people say, "Hey, it's worth looking at something else." AS: It reminds me of one of his quotes, "Learning is not compulsory, neither is survival." And I was thinking, when you were talking about, "Hey, your competitors are learning this," think about the transformation. When we were young, if you saw "Made in Japan" on a product, it meant low quality. And there was a transformation that happened and, all of a sudden, Japan became high quality. Now, think about China. Everything that most people have seen in the, let's say, past 20, 30 years, China, "made in China," was low quality. But they are moving up the quality ladder so fast. And I would argue that, in fact, they haven't really even gotten to some of the Deming teachings of taking that to a real transformation where you start to really bring the quality into the brands and all of that. And there is a possibility that China could go through that transformation, or at least some Chinese companies, just like the Japanese companies did. And then, "ho-hum," I'm sitting in middle America, and I'm realizing, "Whoa, wait a minute. They're transforming. What about me?" And I think that that's a lesson that you're talking about, too, is this idea that, "If you don't wanna learn, other people are learning around you, and by implementing this, you can protect yourself." KC: You make a really good point. That's a very salient point. That's really key that if things are going well for you... And a lot of companies we're looking at before, for example, COVID hit, everything was going well. They weren't planning on a COVID hitting. They weren't... Supply chain was not an issue, and now, all of a sudden, people are having to rethink how they run and operate their business. And I'll tell you, it's fascinating, my colleague, Kelly Allan, and I have... A matter of fact, you went through one of the seminars that he put on, I believe, in Hong Kong if I remember correctly. And when he and I were traveling through the Asia-Pacific region, Singapore area, and we were going to a lot of different companies, one of the questions we would ask... And it happened to me when I started my business, my start-up, and we were struggling for a while, and we sat down at the table one day, there were only about 12 employees in the company, and we were really having a hard time. And we sat down and we talked about, "Does everybody understand what the aim of the business is?" And of course, they knew that... We had put some Deming ideas, and we were using Deming in there, they were like, "Oh yeah, yeah, we know that, Kevin. That's really important that we all know the aim of the business." KC: So, we all wrote down the aim of the business. Well, guess what? All 12 people, including myself, wrote down different aims. So, we were working hard and giving our best efforts towards different aims. Can you imagine how much money, time, energy, and effort were being wasted because, Andrew, you were working for... You thought the aim was this, Kevin thought it was this, somebody else thought it was this. We saw the same thing in these companies as we traveled all around the country and around the world, and we would ask them, "What is the aim?" And these people, it wasn't from lack of... They were all working hard and giving their best efforts, but they all had a different understanding of the aim. Can you imagine how much more efficient and effective you'd be if everybody understood what the aim was? Just that alone... We have never once... Kelly and I together, going into different organizations and talking, never once have we seen one, unless they were a Deming organization, where everybody in that room understood what the aim was, had the same understanding of what the aim was, put it that way. AS: They all had an aim. KC: They all had an aim. Somebody thought it was making money, somebody thought it was selling more products, somebody thought it was... So... AS: It reminds me of this... After many years of myself in the financial world, and I'm advising companies, and I'm... And I had these two clients and... Individually, the CEOs were fascinating and smart and all that. And individually, each member of the team, from both of these companies of the management team, were highly qualified, very experienced in their areas. And one of those companies was doing really well, and the other was doing really poorly. And I just remember thinking about that, and I thought to myself, "Number one, success is, you gotta have the right CEO." And the right CEO or the right leader, let's say, has gotta set the right direction. But more importantly, that's not enough. You can have a great guy, a man or a woman that's great, and they've set the direction. But if you let people fight against each other, you're never gonna get there, so it's that coordination amongst the management teams that's like, that's the magic. And you can't get coordination if everybody doesn't know what's the aim that we're working towards, so that coordination is kind of the systems-thinking aspect of Dr. Deming that I learned. Let's talk about the aim of the podcast. Here we are, and I'm just curious, what are your thoughts on where this podcast goes and what's the purpose? KC: So what I see, the aim of the podcast is also tied into what listeners can expect, and that aim... What I see as the aim of the podcast is raising awareness and understanding of the Deming philosophies and teachings by presenting stories, sharing knowledge of the Deming philosophy, in a variety of different voices and from a variety of different types of organizations. And I think we look to do this by providing real-world examples of what makes Deming such a ground-breaking, unique, and unrivaled successful approach, which we just talked about a little while ago. I think we... We're also going to... And you and I've talked about this, is explore why is Deming different and so much more valuable than the wide variety of improvements and improvement programs and flavor-of-the-months out there? And I think with this podcast, it's really valuable for us to explore the Deming advantage in all of those type of organizations, how it's been implemented in different types of industries and businesses. Because one of the things, Andrew, and you and I have spoken about this before, is a lot of people think, "Well, I'm not gonna do Deming. That's manufacturing. When your grandfather was alive, he focused on manufacturing. It was Ford, it was General Motors, it was Xerox, it was... And all manufacturing companies, and if he wanted it for more than manufacturing, why didn't he spend time?" KC: Well, the thing I would say on that is, that's where the greatest need was at that time, was in the manufacturing. But he spent time; he knew it was important to have this in education, in nonprofit, in government. He started to work, towards the latter part of his life, with Congress several times, trying to get them, as you can imagine how polarized they are, they all wanna help the country, but they all see, "We gotta do it this way or this way. And it's my way or the highway." How do you get to work together, think together, learn together, act together? And so, for us, if we wanna explore that, how it's been implemented in different types of organizations and businesses and industries, and what that transformation is like for these individuals, what challenge... Because it's not all a piece of cake, as you know. What "aha moments" did they have? What challenges were along the ways? Impacts and benefits? And then, talk to people at different stages of their Deming journey. KC: We've got a couple of people that you and I've talked about that are on... That have been doing this... Like Paula Marshall who is the CEO of Bama Companies. She worked with my grandfather. I think she is the only one who not only worked with my grandfather, but has been the CEO all the way through to this day and is still implementing it within her organization. And so, I think the last thing I'd say is we believe that by providing people information and inspiration, they're gonna yearn to learn more, and they're gonna wanna delve deeper into Deming and hopefully apply it in their lives and organizations. And what could be better? AS: Yeah, yeah. And I just wanna highlight that one word. One of the first words that you said is "stories," and this is a great podcast or a great platform for telling stories. We're not gonna go into super technical details about things. We've got great resources, we've got great books, we've got all that stuff. But the stories, and importantly, as you just said, to chronicle the stories of the people who knew Dr. Deming at the time while we have that opportunity, but also all the other people that are going through... And I think the other word that I like is the "journey" and the "transformation," and highlighting that journey and transformation. That's very exciting. So, how do people get the podcast? KC: So, there's a couple of different ways that you can get the podcast going forward. For those of you.. There's many of you that have listened to the podcast in the past. We've had almost 1.6 million podcast... What would you call it downloads or listens? AS: Yeah, downloads. KC: And so, what we're gonna do is we're still gonna make that available just like we always have. But in one of our newer programs, which is called DemingNEXT that we're just launching right now, that program is a subscription program, DemingNEXT. We're gonna put the podcast in there with the video that you and I are talking right now, through Zoom that we're using, so that it will be in there with the video, audio, and then the transcript. And then our producer on the programs, in DemingNEXT, is also putting it in a different format so that you're not just watching a video with the words right next to it, it's in a very, very nice format. I think you saw a sample of that that I sent you the other day, and it's gonna be really cool how it's gonna be accessible through that mechanism so that within that subscription service, you'll be able to see it. But for those who aren't in the subscription, they'll still be able to hear it, just like they always have. AS: So, if somebody is listening to it, let's say they've never really heard that much about Dr. Deming, they're listening and thinking, "This is good stuff. I like what I'm hearing on the podcast." Where do you want them to go so that they get that? Is it... Tell us the website and tell us where they should start. KC: So, what I would suggest is you go to www.deming.org. And then from there, depending upon what you're looking to do, as an individual or with your organization, you're going to see that we have this online program, DemingNEXT, that we're just launching. We have workshops, in-person that we're gonna hopefully going back to soon, seminars in-person. We also have virtual workshops, webinars, some conferences coming up. So, there's a whole different, wide variety of ways that you can learn. But I think one of... The big thing that I would say is the launch of our DemingNEXT program which is an online learning program. It's a blended learning program where we're building in all sorts of webinars into it as a part of it. So, it's not just online. KC: That opens us up to a whole different world that, as you know. You attended a seminar in person in Hong Kong, and I wanted to talk about that in a few minutes, but I don't know how many people were there, maybe 40, 50, 60, whatever that is. It's not 400, 800, 600, that we need to get that pivotal number of people that are learning this stuff, understanding, and applying it. So, the DemingNEXT online is a mechanism for us to be able to do that around the clock, around the world, at any time, with organizations of different sizes where they can use these in their own learning management systems. They can use it in our learning management system. They can use it in working with their consultants who they're... Who are advising. There's all sorts of different ways to do that. AS: So, if someone is listening and think, "My goodness, I need my management team to get, to understand, some of these things," they can use the resources that DemingNEXT, just directly and say, "Hey, you guys, I want you to... Everybody to listen to this particular module," or that type of thing. Or if there's a consultant out there that's helping people implement, they could say, "Wow, why don't I use that as a tool within my toolbox?" So, it sounds like... It's really gonna be something that can be implemented across a company without having to go to a seminar if they can't or whatever. KC: You hit it right on the head because what we have is that... We'll oftentimes have CEOs and executives come with their management teams to a workshop or seminar like the one you went to. Well, then they come to us afterwards and say, "This is fantastic. We're gonna start to implement it, but I've got another 200 people in my company. I don't have the ability to send them to the seminar, or have you bring the seminar to us." Some companies are doing that, but others are saying, "We don't have the ability to do that, yet I want everybody within the organization to have an understanding of the common language, what we're talking about when we talk about a special cause, a common cause, an operational definition, system, system of profound knowledge, understanding variation theory of... Just a basic understanding." KC: And so, that was one of the things that pushed us to develop this DemingNEXT is, to not only have it available for leadership and management, but for all levels of the organization to be able to understand, learn, and apply it, and not to push back. Because that was one of the things, again, going back to Don Peterson and Ford was, even though they sent hundreds of people every month, sometimes thousands, he had 150,000 people around the world, they couldn't send everybody through. And the people that didn't go through were the ones that were a challenge. Not because they wanted to be a problem, but because they didn't understand what was being talked about when management was saying, "Hey, we need to look at our suppliers differently." KC: Well, no, that's not how we do it. And so, it's hard. You know what it's like. When you push against somebody, they push back. They always do. So, what you need to do is provide them a level of understanding, and then it's accepted, and then they're not pushing back and fighting you. They're actually embracing it. And so, that's one of the advantages of using this approach, is that it can be blended learning. It can be done at your own and, like you said, with consultants. We already have a number of consultants that have their own specific external portal tied into our DemingNEXT where they're working with clients in a completely different environment to help support what they're already teaching them. AS: It's exciting. That's a whole other level. When you think about my own Deming journey, I think about, there was limited resources. There are some books, and I found what I could find and that type of thing, but you kinda had to piece it together. And so, I think I'm really excited, and I feel like the journey going forward, it's so important to get this message out. But the ability to get it out now is really there, and so I would say that's really accomplishing the main aim of the Institute. KC: You're right, and for those who are listening who know about it, a lot of my grandfather's videos, writings, case studies, articles, things like that that he did, they're also in there. But we've spent a lot of time using subject matter experts, some of whom worked directly with my grandfather, to help us develop specific courses that are tied into the way adults learn. Adults, a lot of times, don't wanna sit and watch my grandfather go through the red bead experiment for an hour and the lessons of the red beads on a video recording that is 40 years old. The audio is not that great, the video is not that great, but you know what's interesting, Andrew, what we have found is once they go through some of the developed courses that we've worked on, then all of a sudden they wanna learn more. They then go and watch it. They'll spend the hour watching my grandfather do the red beads and lessons of the red beads or talk about the 14 points in these long-form video formats that were acceptable back in the '80s and early '90s. But we need to get them there to be able to say, "I wanna learn and go ahead and do this." AS: Yeah, it's... The method of learning has changed so much. But it's so fun to watch those old videos 'cause you see his reactions, and you see the way he's berating people and making... He was also a very funny guy at times. He would really have some great cracks. [chuckle] KC: Yeah. He really did. Let me ask you a question if you don't mind. How did you come to know about my grandfather, and what was kind of your Deming journey? You and I came across each other years and years ago, but I'd love for the audience to also hear that. AS: So, I was a young guy, studying finance at Cal State Long Beach in Los Angeles, and I got a job at Pepsi in operations in Los Angeles. And Pepsi was also kind enough to pay for my MBA if I got good grades, and I did. And basically, I worked in operations, and I just saw all of these troubles. Now, I happened to be... It was 1989 when I went to work for Pepsi. And I had learned how to use a computer so I could make charts and graphs, and I started charting stuff and putting stuff up on the walls. And I had this habit I've had all my life, is I just chart performance of different people and put it up there, and then I don't say anything about it. And then, I just let people go and look at it, and then they start asking questions. And then you start getting information from that, and so that was kind of where I... And then there was a manager at Pepsi, he's like, "Oh, you're really into statistics." I wasn't necessarily into statistics, but he thought I was, and he said, "You ought to go to listen to this guy." AS: And so, Pepsi flew me in 1990, in October of 1990, to George Washington University and to take the instituting Dr. Deming's methods for management of productivity and quality. And I got 1.44 continuing education credits for it. But I remember... KC: Wow, you got some CEUs. AS: Yeah, I remember going to this event. It was a huge room. I was 23, maybe 24. I was a young guy, all the older people in there. And I just thought, the only thing I'm gonna do is, I'm just gonna go to the front row. And I just sat in the front row listening, and it just... Everything was blowing my mind. I had been working for a year or so in Pepsi, and I'd seen all of the problems we had in the factory, and then here was the solution. And so, I really caught on to that, and I went back and I started to try to implement that. And then, I started to realize what he was talking about. Change has to happen from the top because a young guy trying to make an impact, you can do something, but you can't make a huge impact. And that was kind of my first beginning. And then I got Dr. Deming's book, "Out of the Crisis." I still have the one he signed at that time, and I got a great picture of me with him at that time. AS: And then I went back, and my roommate, Dale, and I used to read chapters and discuss them in my apartment, in our apartment where we lived in L.A. And then another time in 1992, he had a seminar done by quality... What was it called? A quality enhancement seminar. Yes, that was 1992. And so, I got a double dose, and I listened to him and was blown away. I just kept learning. And then I eventually moved to Thailand, and I was a young guy teaching finance, and I went to work in finance. But the point was, my best friend, that he and I were reading those chapters of Dr. Deming's teaching. Dale came, and we set up a company called CoffeeWORKS here in Thailand, and we just really wanted to implement Dr. Deming's teaching. We weren't fanatical about control charts or anything like that. We were operating in pretty much chaos here on the outskirts of Bangkok, but we definitely tried to implement ideas like systems thinking and treating people with respect and dignity and trying to get out fear in the workforce. That's a little bit of my journey. KC: So, how is the company doing? AS: Well, we've survived, and we've survived COVID, that's for sure. And basically, we've been in operation about 28 years. And so, we have about roughly 100 employees, and we're growing, and we're profitable, and we've learned a lot. I would say that also operating in a foreign country has always been a challenge. But I would say we're doing okay, and our objective is to try to make sure that we are making an environment where employees really enjoy their work and feel trust and feel cooperation in particular. KC: And with you saying that, we're hearing in the States, and you're experiencing it, how many... So many companies seem to take it for granted that, hey, the employees are gonna stay because this is really their only job opportunity here, and that has been just spun completely out of control with the advent of COVID. And now, all of a sudden, people are saying, "Wait a second. I wanna be at a company where I feel I can make a difference, and I enjoy being there because I've now realized that life can be pretty darn short, and I need to have, as my grandfather always talked about, joy in work." And we would talk to executives in organizations in years past, a lot of times, we would never bring up joy in work because they didn't see it that way. It was just "grind it out," have these people just work. And now, all of a sudden, there's this realization how important that is, and I think that's another... Once you implement that Deming philosophy, it has an enormous impact on employee retention, on joy in work which is keeping people there, that they wanna stay. They wanna be a part of something where they enjoy being there, and I think that's just one more reason why the Deming philosophy, we talked about it earlier, is still even relevant today, and more so than ever. AS: And that's part of driving out fear, is making a trusting place and Dale's... Now, it's interesting situation in my case. I never worked as an employee in my own company. Dale is the managing director, and we own it equally. But we decided in Thailand, it would be better if I focus my efforts on building my career in the world of finance. AS: Now, this is where I think my experience with Dr. Deming becomes interesting. The first part is that I felt like I really wanted my employees in the coffee business to understand it, and that's the reason why I started taking notes about the 14 points and thinking about how would I explain this. The way he talked, I don't think it's gonna translate very well into Thai language and for Thai people. How do I simplify that? And that's when I started writing the book, "Transform Your Business with Doctor Deming's 14 Points," and ultimately translated it into a Thai language so that the employees would be able to get some access to this and understand it, and that was my only real goal. I did put it up on Amazon. But the main thing was how do I bring this teaching to these people who really didn't know anything about it? KC: Oh, that's interesting, I didn't know that was really the basis for the book. I know there's some companies that we've mentioned already today who actually have purchased your book and use it as kind of a book club type thing that they do with their team members as they go through the one that you wrote. So, that's pretty interesting. I didn't realize that about... With you about the 14 points. AS: Now, the other angle that I think it's been interesting because one of the things that Dr. Deming talked about was the idea of "don't be focused on quarterly results," but isn't that the whole financial world? KC: Well, it's funny 'cause I was just about to ask you. With all your focus on finance and understanding it, you've gotta run up that... Even if you're not a publicly traded company, we talk to organizations that are always focused on that. One of the suppliers that we work with at the Deming Institute, we literally left them about six months ago because you could always tell it was it... I'd always look, and I'd go, I'd start getting the phone call going, and if I hadn't thought about it, it's gotta be the end of the quarter 'cause, man, they're just trying to sell me something now. And they were always trying to gain their numbers, do something by the end of the quarter. And I said, "You know what, I'll let you watch it, as my guest, go through some of the DemingNEXT stuff because as long as your management will do it because you have no idea the impact you're having," and we left them because... KC: And we ended up going with a different vendor because we could see this happening, and it was getting worse and worse. And we were told there was a new CFO that had come in. There was a real focus on, "we've got to get the numbers up." And so, what they ended up doing was cutting customer support because that was an easy one. People like us already had a contract with them for a certain amount of time, and they figured they might be able to get us to renew it. But the impact... Stop. I can keep going on and on. AS: Well, maybe I'll just explain it. I grew up as an analyst in the stock market in Thailand, and I was eventually voted the number one analyst in Thailand. And I was the head of the CFA Society for Chartered Financial Analysts which was an honor of a lifetime. And I had seen, maybe... I've met with maybe a thousand fund managers, and I've taken them to meet with a thousand CEOs. And a CEO asked me, "What would be your advice from everything you learned?" And I just said, "Never listen to analysts. They don't know about your business. They don't know how to run your business, and you have to be very careful. All they wanna do is set a fire of quarterly earnings." Which brings me to, having taught finance all my career, when I walk into a finance class nowadays, I tell the students, the first thing I tell them is, "Finance adds no value." And that puts their head in a spin, particularly, 'cause they're studying that topic, and I said, "What adds value?" AS: And we have a long discussion about what adds value in a business, and I say, "Ultimately it's the products and the service, and finance is a support function just as human resources. And the purpose of finance is to operate as a mirror to reflect management's decisions to help us see the consequences, short term and long-term, of management decisions. And it's when finance starts being the head of the business that you get into trouble." Never make, as I say, "Never make the right finance decision over the right business decision." AS: Always make the right business decision over the right finance decision. So, I've come at finance from a very, very different perspective, and that's allowed me also to help my clients improve their profitability and help them really think about profit very differently than a lot. And that's where I think the combination of my experience with Dr. Deming, as well as my finances, bring me to a place that I really enjoy talking about the finances of a business. KC: Yeah, and I think what you said is really important because if the focus of the company is on... is solely on making a profit, they may make a profit to the detriment of the organization that eventually puts it out of business. I always loved what, I think it was Isaacson's book on Steve Jobs, where he was talking to Jobs about what was really the... I don't think they use the word aim, but what was the aim of the organization? And it wasn't to make money. Apple wasn't there to make money. It was to make insanely great products that help people. And then, the money was a byproduct of it. They sure did well taking that approach. Now, you look at somebody like Enron, for those of you that remember Enron. Well, their goal was to make money. Well, that didn't work out so well. And you can see that the finance, like you said, if that's where it becomes the focus on is how do we just make money, and every decision is based on making money, eventually that is going to bite you big time. And the companies that focus on that are usually gone at some point within a certain amount of time. AS: Yeah, and that's one of the reasons why I feel like Deming is such a critical tool, or critical knowledge, that people need to have now because we're slipping into an era of data. And we are very fast, quickly slipping into this era where a young person graduating from university today may think that their job is setting key performance indicators and tracking them, and you can almost imagine the ideal job... I have a cartoonish picture in my head of a young manager these days with a bunch of screens in front of them and KPIs going. And then they've got this button that sends an electrical shock to the employee who's not hitting their KPIs, and then that's it. There's business and there's management, and I fear that a lot people are feeling like being tough on KPIs is what good management is, and they're lost on that. KC: Well, and I can say if they come in and start to learn Deming, whether it's using DemingNEXT, whether it's using other resources or videos or books or things like that that we have, if their focus is on solely on KPIs, I encourage you. Come in and read and go through and learn some of this, whatever the best way for you to learn is, because it will open up a completely new world in terms of understanding what the impact of those on the organization. KC: And it's usually a detrimental impact. And what the potential is by looking at things a little bit differently, or a lot differently, depending upon where you are, but you're right. There's so much stuff, and you hear about big data all the time, and we've all seen so much. So many journalists, and I always feel bad for them because they're looking at these data figures, whether it was COVID or other different things, and they make interpretations that are oftentimes erroneous. And we see it all the time. Andrew, it must drive you crazy when you see, "Well, the stock market was down yesterday, it must mean this is happening." Two days later, "Well, the stock market is up because this is happening." Talk about not understanding variation and special and common cause and reacting to a common cause as a special cause. It's unbelievable. But once you understand it, you start to see things, and it opens up a completely different world for you. AS: And one part of my business is managing people's money. And for that part of my business and investing, it's so critical what I learned from Dr. Deming about that they're ultimately... What I say is that we can understand the variation and the randomness of a flip of a coin or at the roulette wheel. We understand these core principles of randomness and variation, but we then kind of abandon all that when we go into life, and we don't... We miss that there's this subtle thing happening below the scenes and the outcomes of things that we're seeing. There is a portion of those outcomes being driven by randomness and variation. And if we don't have awareness of that, we will get misled, and it will happen all the time to amateurs in the stock market that will assign special causes to different things. And they get all excited about things, and they miss the whole randomness and variation. And that is a carryover from the world of what Dr. Deming taught in statistics into the world of the markets and investing. KC: Yeah, it's a big problem. I talk to people all the time. And that treating a special cause as a common, you know, common variation as special variation, and vice versa, ends up being huge. And the thing is, we already know it in our lives. We know to get to the grocery store is gonna take us between 9 1/2 minutes and 11 minutes, and the average is, whatever, 10 minutes. But we know we're never gonna arrive there exactly at 10 minutes. We know. And when you ask people, "Why is it?" Well, because there's variation in there. It's 9 1/2 to 11 minutes to get there. Yet they go in their companies and they teach. They, all of a sudden say, "Well, I got there in 9 1/2. Oh my gosh. I got there really quickly." That's great. Okay. Well then, the next time when you get there at 10 1/2, "What did I do wrong?" And they try to fix that instead of understanding that, "Well, wait a second. I know how this works when I go to the store. Why do I not apply the same concepts when I'm in the business?" AS: And every now and then, they come home, and they say, "It took me two hours to go to the store." Oh, what happened?" "Well, I had a flat tire, or there was a fire, and there was a..." And all of a sudden, you start to understand special causes. Now, I think I would like to wrap it up at this point and ask you, do you have any parting words for the audience? What would you like the audience to understand about what's going on at the Institute? What's going on with the podcast? Let's leave them with something exciting. KC: Well, I don't know how exciting this is, but one of the questions that I get right now, Andrew, is what would your grandfather say about DemingNEXT? Because it's completely different. It's not always using just him because there's people out there that tell me, "Unless you're using Deming's exact words, then it's wrong." And I'm like, "No, no." My grandfather, when I look through his books, quoted people all over the place, whether it was Don Wheeler, whether it was Ed Baker, Joyce Orsini, he was always learning. Bill Scherkenbach. He was learning from everybody. KC: And I would say the one question I get a lot now is, what would your grandfather think about DemingNEXT? And I gotta tell you, I believe he would be absolutely thrilled because he would see that as another means, another way that we have done a PDSA Plan-Do-Study-Act where we have tried to improve the means for us to get his message out to a broader audience. And I think he would be absolutely thrilled with what we've done, how we're doing it, why we're doing it. And I believe he would be very excited about what that impact is to get that message out. Because I know when he departed from this earth, I think the thing that probably bothered him the most was he didn't have more time to get his message out. He knew that he was running out of time as he got older, and he formed this organization to get that message out. And I think that, to me, is an important thing, is by what method are we getting this message out that will accommodate the needs of how people learn, understand, interact within their own organizations? AS: Well, ladies and gentlemen, you've heard it from the man who probably is the closest to understanding the ultimate aims of Dr. Deming. Kevin, I wanna thank you for this great time together and sharing your personal experiences, as well as divisions, and the opportunities that I see at the Institute and what you're doing. That concludes another great story from the worldwide Deming community. Remember to go to deming.org, as Kevin has told us, to continue your journey. This is your host, Andrew Stotz, and I will leave you with one of my favorite quotes from Dr. Deming, "People are entitled to joy in work."

Kevin Cahill CBE, the Honorary Life President of Comic Relief and the creative mind behind the upcoming Red Nose Day, joins Paul Boross to discuss laughter, leadership, and leveraging humour to humanise, help others and bring hope. Cahill has led Comic Relief through decades of helping others with humour. “Laughter is a great way of humanising people, bringing people together, and creating a sense of comradeship and empathy, and solidarity.” Join Cahill as he covers how to lead one of the largest charities in the country while keeping comedy at the centre. From learning to connect across cultures through comedy to creating the internationally recognised Red Nose Day, Cahill discusses a lifetime of laughter and love only on The Humourology Podcast. Hosted on Acast. See acast.com/privacy for more information.

40 years ago this month, President Reagan was delighted to accept an award, presented to him at the 84th Annual Dinner of the Irish-American Society in New York City. He was introduced by Dr. Kevin Cahill, president of the Society, who presented the President with a medal representing the Society’s highest award. Now of course, it's […]

40 years ago this month, President Reagan was delighted to accept an award, presented to him at the 84th Annual Dinner of the Irish-American Society in New York City. He was introduced by Dr. Kevin Cahill, president of the Society, who presented the President with a medal representing the Society's highest award. Now of course, it's an honor receive an award. But what the President truly enjoyed was a chance to celebrate his Irish heritage and tell a few stories himself.

Enjoying the show? Please support BFF.FM with a donation. Playlist 0′00″ Pantzikuini by Xochimoki on Temple Of The New Sun (Phantom Limb) 2′07″ Reservoir by Mikael Lind on Geographies (Dronarivm) 5′50″ Roll (Zoe Polanski Remix) by Kumi Takahara on See-through Remixes (Flau) 10′35″ Frozen in Time by Haco on Nova Naturo (Room40) 14′12″ Palace by Hugh Small & Brian Allen Simon on The Side I Never See (Melody As Truth) 15′55″ Life Goes On by Synergetic Voice Orchestra on Mios (Métron Records) 18′20″ Across Sandy Plains by Laura Cannell & Kate Ellis on June Sounds - EP (Brawl Records) 21′10″ Take It Easy by Deux Filles on Shadow Farming (Glass Modern) 24′00″ The Heart of the Wave by Kele on The Waves Pt. 1 (Kola) 26′40″ CHU / 處 by LI YILEI on 之 / OF (Métron Records) 28′28″ New Flow by Circle Moon on Spaciousness 2 (Lo Recordings) 31′35″ Goloka by Mazzo on Morning Dew (Natural Positions) 37′25″ Not One Not Two by Liila on Soundness of Mind (Not Not Fun) 41′40″ Let It Rain by Salamanda on Let It Rain - Single (2783040 Records DK) 47′30″ Bmv I by Pram of Dogs on Bmv I & II - Single (Phantom Limb) 49′10″ Into Silence by Irena And Vojtech Havlovi on Melodies In The Sand (Melody As Truth) 51′50″ When I Was a Boy by X.Y.R. on Waves Tapes (Constellation Tatsu) 57′40″ Nostalgia (Vague Imaginaires Remix) by Kumi Takahara on See-Through Remixes (flau) 66′35″ Rehearsing Heat (feat. Galina Juritz & Kevin Cahill) by Richard Greenan on Rehearsing Heat (Kit Records) 69′42″ Medium Rare by Mndsgn on Rare Pleasure (Stones Throw Records) 75′00″ -・ --- ・・・ - ・ ・--・ --- -・ ・-- ・・ -・ --・ by ・ ・-・ ・- ・・・ ・ -・・ on Erased Tapes 20・・---0 (Erased Tapes Records Ltd.) 79′33″ Yoisura Bushi by Ikue Asazaki on Yoisura Bushi - Single (Studio Mule) 86′17″ Intimacy by SAH on Intimacy (Reel Long Overdub) 89′50″ Marigolds & Tulsi by Rachika Nayar on Our Hands Against the Dusk (NNA Tapes) 91′53″ Farewell by Eulalie on Hazy Visions (FORGOT IMPRINT INC.) 94′15″ Richer Than Blood by Arushi Jain on Under the Lilac Sky (Leaving Records) 97′20″ Grey Eye by Patrick Belaga & jazmin romero on Blutt (PAN) 101′28″ FI3AC2151090 by Aleksi Perälä on PHANTASIA II (AP Musik) 108′00″ Spring Walks In the Bird Park by metra.vestlud on ∞ (Kofla Tapes) 112′50″ At Break of Day by Shirley Collins on Crowlink - EP (Domino Recording Co Ltd) 117′00″ Unfolding (feat. Goldmund) by Hollie Kenniff on The Quiet Drift (Western Vinyl) Check out the full archives on the website.

Kevin Cahill and Lisa Cahill share their thoughts on home inspections with Aaron Shishilla and Austin Hintze of Waypoint Inspections in Tampa Bay, Florida. In this episode, the second of two sessions discussing home inspections, we discuss iBuyers, pre-sale inspections, and the typical expectations that a home buyer should have during the home buying process regarding their home inspection.

Kevin Cahill and Lisa Cahill share their thoughts on home inspections with Aaron Shishilla and Austin Hintze of Waypoint Inspections in Tampa Bay, Florida. In this episode, the first of two sessions discussing home inspections, we discuss the typical expectations that a home buyer should have during the home buying process regarding their home inspection. We also discuss the importance of home inspections for buyers of new homes, and buyers of condos... 

Kevin Cahill and Lisa Cahill share their thoughts on home inspections with Aaron Shishilla and Austin Hintze of Waypoint Inspections in Tampa Bay, Florida. In this episode, the first of two sessions discussing home inspections, we discuss the typical expectations that a home buyer should have during the home buying process regarding their home inspection.

Today's guest is Yale University OC Kevin Cahill - while I'm tickled his last name is mine, and I am sure we're 13th cousins from somewhere in our ancestral homeland of Ireland we are not, unfortunately of direct relation. Although I wish we were! Coach Cahill combines the wisdom of Yoda with football wizardry that has helped Yale's offense become quite prolific. But more importantly, Coach Cahill is most proud of the types of young men he gets a chance to help impact. I think you'll really enjoy this conversation. Enjoy. --- Send in a voice message: https://anchor.fm/coachcahillshow/message Support this podcast: https://anchor.fm/coachcahillshow/support

This episode of Real Talk we got to talk with Yale Offensive Coordinator Kevin Cahill! Kevin was an awesome guest as we talked about Yale Culture, what he looks for in QBs during a tight race for the starting spot and more! Check out the full blog in the link below! https://www.qbvelocity.com/post/real-talk-season-2-with-qbv-2-kevin-cahill-current-offensive-coordinator-for-yale-bull-dogs --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/qbvelocity/support

Everyone gets we have to change system, which means global economy. They think we have to start huge. If it's not big enough, it's not worth doing.History suggests otherwise, in particular Edwards Deming's results transforming Japan in the 50s, or the U.S. war efforts before that, or several American companies since.Kevin runs the Deming Institute, which trains people in the Deming philosophy and practice. Kevin speaks from experience as the grandson of Dr. Deming. They didn't start by doing big huge things. They started with a systemic perspective, understanding where and how to act. Kevin's personal project of changing light bulbs in his house illustrates how leading this way leads to results beyond what we see with just going big from the start.I won't like that I often felt slack-jawed at Kevin saying exactly what I've tried to share with others but they never get, but Kevin speaks with decades of experience. Actually generations. I also can't wait to start working with leaders and people in organizations who have approached and solved problems systemically, and who saw that they had to change industries and a nation for their personal benefit.What we need to to to reverse our environmental course!Call me crazy, but I see combining my sustainability experience and perspective with Deming company and leadership experience getting results like Japan did in the 50s and beyond.If Japan Can Why Can't We? is the name of the show that restarted Deming's influence in the US. I see the question as poignant today. I believe we can turn around as fast as they did, this time on sustainability.Let's do this.The Deming Institute See acast.com/privacy for privacy and opt-out information.

Kevin Cahill's grandfather, W. Edwards Deming, changed nations. An emperor awarded him a medal. If you don't know either, listen to the first few minutes when I describe him. Deming has become one of my top role models.He transformed nations in a few years---the time scale that climate scientists say we have, not that climate is our only problem. He shows what one person can do---the opposite of what everyone who doesn't act justifies their inaction with: "What one person does doesn't matter."W. Edwards Deming saw and acted on systems, what many people talk about but not many get. This episode will illuminate them and, I hope, give hope and direction for what we can do.Kevin's TEDx talkThe Deming Institute See acast.com/privacy for privacy and opt-out information.

In our 40th "Deming Lens" episode, host Tripp Babbitt shares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. This month he looks at the book, The Reckoning" and some of the implications of it. Podcasts mentioned in this episode: 1. Paula Marshall 2. Kevin Cahill 3. Ed Baker 4. Monta Akin 5. Clare-Crawford and Bob Mason   SHOW NOTES [00:00:14] Deming Institute Podcast - Episode 40 [00:00:27] Episode 40 - My Top 5 Favorite Episodes [00:02:06] 1. Paula Marshall [00:04:20] 2. Kevin Cahill [00:05:17] 3. Ed Baker [00:08:52] 4. Monta Akin [00:10:09] 5. Clare-Crawford and Bob Mason TRANSCRIPT Tripp Babbitt: [00:00:14] In the fortieth episode of The Deming Lens, I will go through my top five favorite podcast episodes. Tripp Babbitt: [00:00:27] Hi, I'm Tripp Babbitt, host of the Deming Institute podcast and the Deming Lens, and this is Episode 40. I thought I would switch things up a little bit. I was doing a lot of reflecting over the past week or so, thinking about all the people I've had the pleasure of interviewing for the Deming Institute podcast. So I kind of came up with lack of a better term, my five favorite podcast episodes. And there are a ton of people that merfolk every interview I've done. I've either learned something or just had great enjoyment. Tripp Babbitt: [00:01:08] And talking to folks that admired the work of W. Edwards Deming, people like Alfie Kohn and David Langford and Dick Steele and Ron Moen and Cliff Norman and Dan Robertson and I could go on and on and on. There are a ton of good interviews, some better than others, as I got better at doing podcasting. But it was it has been a real enjoyment for me to learn from different people and not just gaining knowledge, but but the. History of how different people came into contact with Dr. Deming's work or him or himself. And so my top five, I'll just first name them, go through him a little bit, and I hope that you'll take an opportunity to listen to some of these folks. Tripp Babbitt: [00:02:06] But my number one is Paula Marshall. Second is my inaugural interview with Kevin Cahill. My third was Ed Baker and my fourth was Monáe Aiken from Leander School District, and my fifth was Claire Crawford and Bob Mason that I had the opportunity to talk to. So let me just talk about starting with Paula Marshall. I, I love that episode so much because not only did you get a little history, but Paula Marshall is a dynamic person. She has a lot of personality. She's fun to talk to. And she owns a company called Bamma Companies, and they make the apple pies for McDonalds all over the world and still do. And so she runs this family, basically family initiated and family owned business. And we got into a conversation about performance appraisals. And I wish I would have known about better audio quality back in those days because is one of the early interviews. But my interview with her is a little bit sketchy on the audio. Tripp Babbitt: [00:03:19] But overall, it was one of those interviews that just I got a lot of energy from it, like a lot of energy from Paula Marshall and talking about her experience in having poor quality at Bamma companies and how she was kind of nudged towards going to one of Dr. Deming's four day seminars, her interactions with them, but also just how he interacted with her and going and moving away from performance appraisals and what she had done up to that point. I'll let you listen to the episode itself. But and I later had the opportunity to meet Paula at a couple of Deming Institute events. But I think you will enjoy it if you haven't if you've not listened to some of the early interviews. Again, I apologize about some of the quality of it. I was the no, really what I was doing at the beginning. Now we're six years later. Seven years later. Tripp Babbitt: [00:04:20] The second one is Kevin Cahill, the inaugural. Now, obviously, even when I interviewed Kevin, I did not have my own equipment. I hadn't purchased any equipment because I wasn't sure how this would go. And the equipment for podcast can be very expensive once you start getting mixers and digital recorders and things of that sort. So I actually had a friend that had podcasting equipment and so I use that for my interview with Kevin. But I really enjoyed that interview because of the stories he told about Dr. Deming, including how what happened the night that he watched the NBC White Paper. If Japan can, why can't we? And just the the storytelling there and the history of it isn't lost with me. Tripp Babbitt: [00:05:17] Third, Ed Baker, now Ed Baker.He his interview was interesting to me. He he traveled along with Dr. Deming, with Ford. And it kind of goes through the Ford story, talks about Taylorism. He talks about the improvement methods of today. Tripp Babbitt: [00:05:37] But the reason I probably enjoyed the Ed Baker interview is because I had to prep so much for that. Not only did I read his book, but I read about it. Baker looked for previous references and other books, but I just remember it from a lot of preparation standpoint. I read the book twice, but I think before we did the interview and there's a lot of good things in there. He'll tell basically the message that I that I think I got out of that interview was, you know, whether it's Lean or Six Sigma or TQM or any other improvement methodology that most of the people that are enjoying those methodologies are missing the system of profound knowledge. Tripp Babbitt: [00:06:21] So, again, that would be appreciation for system theory and knowledge, theory, variation and psychology and and those four things that were being emphasized as opposed to just the statistical process control types of things that a lot of people focus in on, on Six Sigma and Lean. I think this is quite a. Tripp Babbitt: [00:06:47] Quite a bit of this, but he also talks about in there about Jim McConville, our mattress Mac, as he's known at gallery furniture in the story of what happened there. Tripp Babbitt: [00:06:58] And that was one of the Jim McIngvale is a person that has been mentioned a number of times in Dr. Deming's books as someone who changed from very sales type of attitude to understanding a system. And he's he's well known in the Houston area for a lot of things that he's done, like when they had the hurricane, how he opened his stores and just let people in during that time period and kind of not only paying it forward, but that, you know, these are it's funny you think about if people are selfish enough, they'd be altruistic as kind of the thing because you treat everybody really well. And I think that that when I think of Jim McIngvale, I think of that quote, not that he said it, but just what applies to to him. But Ed Baker talking about that story was good. Excuse me. Good for me. He also was very influential in that interview. Got me thinking about thinking and how we need to change thinking the way we think about things. And I developed this model I call the ninety five method, but it involves looking through a customer lens but looking through a thinking lens. And and Ed Baker talks quite a bit about thinking and influence the udemy training that I put it put out there based off of a lot of the things out of that interview and what kept getting deeper and deeper in understanding, thinking that was going on, mental models and things of that sort. Tripp Babbitt: [00:08:52] The fourth interview that I really enjoyed was with Monta Akin, and Monacan is a, first of all, just a sweetheart of a person, but she shared the story. She worked at the Leander School District. I believe she's retired now. Tripp Babbitt: [00:09:09] But how she had listened to things that were happening with David Langford and Sitka, Alaska, and about how education was being applying the Deming method with some of the things that David Langford was doing. Tripp Babbitt: [00:09:28] And she was really the first person to really talk about education. As someone from a school district, I'd listen to the story of David Langford and had interviewed them, but just her grasping some concepts and, you know, waking up in the middle of the night while watching, you know, if Japan can, why can't we? And our interactions with David Langford all were really relevant to me. And I'm kind of a, I don't know, amateur history buff, not only about Dr. Deming, but but a number of other things and really enjoyed that history. Tripp Babbitt: [00:10:09] And the fifth person that I really became one of my favorite episodes is with Claire Crawford Mason and Bob Mason, her husband, and just a number of things that really stand out in my mind. I go back to all five of these quite often, actually. And Claire Crawford, Mason talks about how she first met Dr. Deming and and some of the things that were happening that led up to the white paper of Japan can why can't we, which you can watch at the Deming Institute website. I think it's also on YouTube, if I remember correctly. Tripp Babbitt: [00:10:45] But kind of the the what launched Dr. Deming back in this country, even though he was already famous over in Japan and just the history of how everything kind of degenerated into this white paper. And, you know, we didn't have a like today for some of you, we don't have a thousand.We didn't have a thousand channels back in 1980, basically ABC, NBC and CBS. Tripp Babbitt: [00:11:15] And that was it. I mean, really that that you would listen to. So they almost had those three stations had a virtual monopoly on as far as television goes or communication goes. But the history of that is really relevant to me. I enjoyed that type of history, again, the same type of thing with mine again. And, you know, there were different quotes out of there. You listen to how Dr. Deming loved the fact that Bob Mason went to Harvard. We went to the business school and how Dr. Deming thought they were teaching the wrong things in Harvard Business School. Tripp Babbitt: [00:11:56] And every time he would meet with Bob or see Bob, you would ask him about all the bad stuff that Harvard was teaching about business, which is not only funny, but it was interesting to me. So anyway, those are my top five. Tripp Babbitt: [00:12:12] I didn't mean to slight anybody. I've learned so much from working with all of these or interviewing all of these different people and some of the conversations that I've had with them and certainly the post conversations that I've had with a lot of these folks about things that maybe were more relevant to me or thought were relevant to me and not necessarily relevant to the broader audience. Tripp Babbitt: [00:12:35] But anyway, those are my top five. I will put links to those and this episode so people can can go and listen to them on their own. But that's what I wanted to cover this week. I hope this change would be a little bit different for you and learning about some other episodes and some of the things we've I don't know what the number is now of episodes that we've done, but it's a lot. So thank you for listening and we'll talk again in a month or so. Tripp Babbitt: [00:13:10] Thank you for listening to the Deming Institute podcast, stay updated on the latest blogs, podcasts, programs and other activities at Deming dot org.    

Airborne Entrepreneur - Alex Podcast Interview with her guest Kim Epton. Kim is my very good friend and mentor who showed me how to start up when I moved to Australia five years ago. His life is full of challenges and one big adventure. He worked with high-level entrepreneurs and earned and lost millions of dollars. He visited more than 40 countries including Afganistan war zone KAF, lived in the US and Australia. He is running adventure trips and expeditions all around Australia always with a mission. Just a few things I would like to highlight: 1982 Darling Descent '82. Longest boat journey ever made in Australia. 1984 went to Kimberley. Drove a triple road train on the trip home. More people have climbed Mt Everest than have driven a road train. 1986 Capricorn Crossing. The first crossing of Australia along the Tropic of Capricorn. Broadcast on Channel 7 Australia wide plus regionals. 1990 Went on the first Variety Club Bash with Mario. Highest fundraisers. 1991 Second Bash in Fire Truck. 1999 Motorcycle trip and China 2002 Yacht trip from Brisbane round the top. 2003 Trip to Fitzroy Crossing. 2009 Drive across the US from Little Rock to Pawleys Beach. 2010 did a 35 day trip to Darwin. 64 Road Trips captured on his website: http://www.adventures.net.au/ 25 Power Dinghy Expeditions, 3 Motorcycle Expeditions, 2 Yacht Trips, 40 trips to more than 30 countries. He is a foundation member of Power Dinghy Racing Club. 2000 Started the Gascoyne Dash. 2007 Went to Baja 1000 in Mexico, Laughlin Desert Challenge in Nevada. Off-Road Racing. Ran Off-Road Oz website that became the de facto official site of the sport in WA. 2008 Australian Safari. 2008 Went to India for Desert Storm Rally, met Premier of Rajasthan.  AVON DESCENT - Kim has been involved every year since the second year Event in 1974. Filled many roles with AD including Promoter, Race Coordinator, Scrutineer, Starter, Deputy Race Director, Chairman. He became an Avon Descent Legend in 2013. His writing: Wrote C.C. Hunt's Koolyanobbing Expedition. 1990 Wrote Rivers of the Kimberley after about 5 years of research. Wrote Get it Write, a grammar handbook. Edited 100+ books for Hesperian Press. Series Editor of Western Australian Exploration, a Project to publish all explorers' diaries from 1826 to modern times. I started the Project in 2000 with Peter Bridge of Hesperian Press. 18 volumes so far. Founder Explorers Wells Project. 1988 Involved with Kevin Cahill and others in creating the Bicentennial Goldfields Heritage Trail. See wellsandtracks.com.au

In our 29th "Deming Lens" episode, host Tripp Babbitt shares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. Show Notes [00:00:15] Deming Lens - Episode 29 [00:00:32] Point 14 - Take Action to Accomplish the Transformation [00:02:23] Two Takeaways - Top Management Leading the Transformation and Critical Mass [00:03:55] Top Management vs Individual Transformation [00:05:14] Critical Mass [00:08:40] Dr. Ed Baker - The Symphony of Profound Knowledge [00:11:17] Doug Hall - Innovation     Transcript Tripp: [00:00:15] In the twenty ninth episode of the Deming Lens, we go through the last of Dr. Demings 14 points. Point 14, take action to accomplish the transformation.   Tripp: [00:00:32] Hi, I'm Tripp Babbitt, host of the Deming Institute podcast, and I took a bit of a hiatus from Demings 14 points for a while because when I was researching all 14 points probably close to a year ago before I even started this Deming lens, focus on the 14 points of Dr. Deming. I really got sidetracked on what I believe Dr. Demings challenge to people using his philosophy, whether that's people within the Dumain community or from without the Deming community. And it actually helped me to launch a podcast that I'll talk about later because of point 14, which is accomplished the transformation. And I have some thoughts about that and some things that maybe we can all do moving forward. But as usual, I'd like to start with Dr. Deming talking about point 14,.   Dr. Deming: [00:01:43] Number 14. Let's get about it. How do you go about top management? I think we reconstituted that movement will have to come from top management. You must create a critical mass in the company that understands the job of top management is. Otherwise, they cannot do the work. There's critical mass. How do you go about seminars, teaching, providing fit material, classes? Anything. Do it.   Tripp: [00:02:23] Now, there's a few things that Dr. Deming actually two things that Dr. Deming talked about in this segment that we just listened to. He talked about top management and he talked about critical mass. And when you look at top management as the focus to make the transformation that seems to come into conflict with some of the things that the director of the Deming Institute, Dr. Demings grandson, Kevin Cahill, talks in terms of that you have to transform the individual. Now, how can you focus on top management versus the individual? Well, you have to start with somebody in a position within the organization. And top management in order to really begin the transformation. But the transformation does begin with that individual, someone, you know, within the existing hierarchy, because they haven't been enlightened by the Deming philosophy. So there has to be someone that sees some worth within the organization. Now, I'm not going to say that it's just top management, cause certainly I have seen and I am of the belief that you can start from other parts of the organization to begin to get the second item. Other than top management, which is a critical mass.   Tripp: [00:03:55] But going back to this kind of top management versus individual transformation in order to get resources, typically you're going to need to get top management involved to do you know whether it's education or console consulting or just allowing time resources to be able to work on the philosophy itself will involve someone that can.   Tripp: [00:04:22] Give you resources within an organization to do so. Now, that doesn't mean you can't do something on your own. I certainly started that way by reading Dr. Demings books and things of that sort. But it certainly is helpful to have someone in an executive position or a position of influence. Maybe you would be a better word to help get things kicked off. So I don't see Dr. Demings focus on top management and Kevin Cahill's talking about. You have to begin with the transformation by individual. Those two things, I believe, are. They work together. It's part of a part of the system. Now, let's talk about the critical mass.   Tripp: [00:05:14] The second component, which is something that I I had read many times and out of the crisis and the new economics and things of that sort. It wasn't till a conversation with David Langford that I started looking at this critical mass. And David Langford told me that Dr. Deming shared with him when he asked him about, you know, what is the what is a critical mass within an organization? And that Dr. Deming said that it was the square root of the number of people in the organization. So a critical mass for a hundred person organization would be 10 people.   Tripp: [00:05:54] And I thought, OK, so what in essence he's saying is if you can get a critical mass of people within the organization thinking in the ways of the Deming philosophy, then you can begin to make the transformation. And David Langford was a teacher, so he wasn't an administrator of the school, but he was able to get the the resources because he made a compelling argument associated with transforming, transforming a school in the Deming philosophy in Sitka, Alaska, because of.   Tripp: [00:06:35] His ability to work with Dr. Deming and then apply those principles to beginning that transformation. So it is possible. And I again, I've worked with organizations where I've started with people that were more middle management and beginning to see things differently and using different tools that got the interest of executives.   Tripp: [00:07:02] And then we start to pull them in. So there are ways to make the transformation happen. And to begin to get a critical mass of people.   Tripp: [00:07:12] Now, I always focus on people that are open to the message. So if there's someone within an organization that calls me up and they'll say, I'd like to get started in this, then I will give them a series of things to read. We'll have a few conversations and they can begin to not only transform themselves, but then they can also begin to transform other people by sharing what it is that they're learning. And I give them a variety of things to do. And I've done this for many years now, kind of a almost a personal coaching.   Tripp: [00:07:46] So there is a way to transform yourself nowhere where no matter where you sit within an organization with the aim of getting a new perspective, a new way of thinking within the organization, starting with yourself. So this is going to be part of the Deming Institute's focus is how do we transform the individual? Now, here is something that I think is the challenge.   Tripp: [00:08:21] If you go back to the interview I did with Ed Baker, he was asked by Dr. Deming or had a conversation with Dr. Deming, where Dr. Deming said to to Ed Baker that he needed to write a book because he had a different perspective than Dr. Deming had different education.   Tripp: [00:08:40] There are a lot of things that Ed Baker had that Dr. Deming said because of these things, because you have a different perspective that, you know, I'd like to see you write a book. Now, if he didn't do it properly for 30 years later. But but he wrote he you know, he wrote a very good book called The Symphony of Profound Knowledge. So here's the kicker. Basically, as I was going back through Dr. Demings 14 points, it came to mind to me that Dr. Deming was looking for a variety of perspectives on communicating the DMA, the Deming philosophy. Now, none of them are Korac. None of us are Dr. Deming. Some of us have studied Dr. Deming for a long period of time, especially within the Deming community. But we all have a perspective and we all have something to offer in the way of either a model or a blog, podcast or whatever. And so this is one of the reasons that I launched a podcast called Mind Your Noodles. So where I'm taking neuroscience and some of the findings in neuroscience that actually seem to be supporting a lot of what Dr. Demings message was and his philosophy and begin to build a model based on the Deming philosophy. Now, I'm not the only one out there doing this, but I think there ought to be more. I think Dr. Demings philosophy and if you listen to some of the things that he said, it was almost a challenge to all of us that were followers to what was to come up with a way to accomplish the transformation. Now, be the first one to say, I know he would quote, I believe from George Box that there is no perfect model. Some are useful. So we can have to take that. But I I believe there's more to be offered by people doing things to promote the philosophy, not necessarily as the forefront, but as a underlying base to the lot of the things that we're doing. So my attempt was coming up with a podcast and beginning to build, in essence, a model based on the dumbing philosophy. Now, others have done this.   Tripp: [00:11:17] There's Doug Hall, who does and uses the Deming philosophy in his innovation methods. So he's come up with a method for a system for doing. Innovation based in the Deming philosophy, is it flawed? Yeah.   Tripp: [00:11:40] So it was mine, by the way. And is it constantly being scrutinized and upgraded and updated and refined and all of that? Yes, because he has gone through middie iterations as I'm going through as I build my model.   Tripp: [00:11:59] And actually Doug's innovation piece fits into the model that I'm building. So, yeah, we've got this people. We have people out there that have ideas about how to do the Deming philosophy and we can can continue to learn. But I'd like the idea of learning from doing by virtue of a blog. By virtue of our podcast. Speaking of whatever it might be, where you can continue to refine your message as well as get the message out to people.   Tripp: [00:12:40] So my challenge to people that are interested in the dubbing philosophy. People from within the community is to do those things.   Tripp: [00:12:49] Go out and write a start a blog, do a podcast. You'll build a platform, a stage where the Deming philosophy can be communicated moving forward and refine it. Dr. Deming was the first one, in essence to say, you know, I make no apologies for learning and I think advancing the thinking associated with the Deming philosophy. For those of you who think that the Deming philosophy is the static thing, it can't be because Dr. Deming was hardly static. It's constantly adjusting his theories. He was constantly adjusting his philosophy from what he he saw. And things have changed. And I think that in order to keep up with the changes that are happening, we've got to find new platforms, new stages, books, podcasts, whatever it might be to be able to communicate the Deming philosophy in a way that we can continue the learning. So that's the last of the 14 points and my thoughts about some of the things, though, that I believe as a community we need to do moving forward to continue to refine it.   Tripp: [00:14:08] Thank you for listening to the Deming Institute podcast. Stay updated on the latest blogs, podcasts, programs and other activities at Deming dot org.  

Kevin Cahill and Lisa Cahill, CPA discuss the right mindsets for achieving more equity in real estate... part 2 of 2, the Buyer's Perspective.

Kevin Cahill and Lisa Cahill, CPA discuss the right mindsets for achieving more equity in real estate... part 1 of 2, the Seller's Perspective.

Truth in Real Estate helps you get better info and make smarter decisions about buying your home, selling your home, or investing in residential real estate. Kevin Cahill and Lisa Cahill, CPA, are the founders of national real estate franchise REALean.

This week, in La Voz en Breve, journalists Mariel Fiori y Antonio Flores-Lobos are sending you an interview that Antonio did in Louisville, Kentucky, while traveling with the Grannies Respond Caravan to the border. You will hear the emotional conversation with an Honduran immigrant mother... Read More ›

In our latest podcast for October 2018, Tripp interviewed Southern Utah University Professor Ravi Roy and Department of Aviation Director, Michael ("Mike") Mower, following their presentation at The Deming Institute's 2018 Conference. Highlights include: Changing aviation training through the Deming Philosophy Mike meets Kevin Cahill during a visit to SUU to deliver a convocation lecture Not always a fun message of valuing collaboration Shifting away from a conflicting public / private partnership in the Department of Aviation A management style of using carrots and sticks Moving away from management by fear, with zero creativity A feeling of being entrenched in the prevailing system of management Applications beyond Department of Aviation Reaching graduate students from the public sector with the Deming Philosophy The reaction of staff members to the adoption of the Deming Philosophy The world of aviation is dynamic, while university environments are more static The impact of short memories; Deming – Now More Than Ever! The mindset for embracing the Deming Philosophy Support from SUU President Scott Wyatt while facing eminent failure Investing in the future The Deming Institute's incubator at SUU The 3rd annual Bryce Canyon Society Forum, April 4th, 2019 Leading by example, spreading the Deming Philosophy beyond SUU Seeking change with a march on Washington, DC Success in having the Senate and Congress pass a Maintenance Training Modernization Bill inspired by SUU, with details at this link With this new bill, SUU will be the first in the US to change 60-year old aircraft maintenance training and practices Moving from fear of the future to hope in the future

This week in La Voz en breve, journalists Mariel Fiori and Antonio Flores-Lobos interview New York State Assemblyman, Kevin Cahill, who represents District 103, which includes parts of Dutchess and Ulster Counties. He speaks of his support to the Green Light campaign, and his campaign... Read More ›

In our May 2018 interview podcast, his 4th session with Tripp, Kevin Cahill, Executive Director, reflects on the 25th anniversary of The Deming Institute.. Highlights include: Latest news from The Deming Institute Creating the future of the Institute Use of ED software, from Acquate 2018 Deming Institute Conference at Bryce Canyon National Park Southern Utah University's W. Edwards Deming Incubator for Public Affairs (WEDIPA), under the direction of Professor Ravi Roy, has become the Quality, Innovation & Leadership Incubator Recent visit to Ingenium Schools The Deming Institute's 25th Anniversary Conference, October 5-6, 2018, Manhattan Beach, California (4 miles south of LAX) 3rd Edition of The New Economics, including a new chapter (#11), set for release in the fall of 2018 Ongoing partnership with Aileron A new initiative to create greater access to the Deming philosophy

In this episode I speak with best-selling author Kevin Cahill. We discuss issues ranging from being bullied, to leaving a multiple 6 figure career just days before getting married. Kevin has dealt with severe depression, suicidal thoughts, concussions, cancer and more. He has taken ownership of these struggles in order to grow into the individual he is today rather than letting them define him.

Dana finds Kevin Cahill to be a, personally, inspirational person and has asked him to share about where he’s come from before giving us an inspirational nugget.  Kevin shares how he feels about judgements  and public shaming. See acast.com/privacy for privacy and opt-out information.

In our November 2017 podcast, his 3rd session with Tripp, Kevin Cahill, Executive Director, reflects on the first 24 years of operation of The Deming Institute, founded by Dr. Deming before his passing in 1993. Highlights include: A brief history of The Deming Institute The restated aim, "Enriching society through the Deming philosophy" 46 interview podcasts and an ever-growing reach Plans ahead for The Deming Institute Resource development Moving from an internal focus to better serving constituents Partnerships and engagements Presentation at TEDxSUN New workshop - Shifting from "Me" to "We" Thinking and Action Jim "Mattress Mack" McIngvale and Hurricane Harvey Moving from crisis to cooperation Future of The Deming Institute Biggest challenges Expanding reach 25th Anniversary - 2018 Operating as a 501(c)(3) non-profit, not a foundation Amazon Smiles New website - expanded capability How to donate Legacy  

Dr. Susan Blum, who wrote The Immune System Recovery Plan, knows the ins and outs of the immune system, and is intimately familiar with the types of choices and behaviors that negatively impact it. We’re constantly bombarded by pathogens and toxins, but fortunately the immune system offers a defense against them. However, most of us are compromising our own immune systems through poor lifestyle choices, often without even realizing we’re doing it. If you’re ready to make the changes necessary to protect your immune system and help it protect you, listen in to learn how. And if you’re not ready now, after listening to this conversation, you will be! Find Out More About Susan Here: blumhealthmd.com@susanblum on Facebook@SusanBlumMD on Twitter@drsusanblum on Instagram In This Episode: [01:45] - Susan explains what preventive medicine is and how it relates to conventional medicine. She also explains that the root cause of disease is based in lifestyle, and clarifies what lifestyle medicine is. Finally, she discusses functional medicine. [04:40] - Stephan steps in to explain preventive medicine and functional medicine in basic terms. Susan then clarifies Stephan’s explanation. [08:01] - What are some of the things that Susan has learned that may help a general listener avoid diabetes, cardiovascular disease, and similar issues? She recommends “knowing your number” by asking your doctor for simple lab tests. [10:23] - Susan takes a deep dive into the role of food and diet in health. She offers basic recommendations such as getting rid of sugar and white flour, and eating whole foods. [13:31] - A moment ago, as she talked about knowing your numbers, Susan mentioned the size of lipoprotein particles. She and Stephan return to that topic. Susan does an NMR panel on every new patient who comes to her. She then offers an analogy to explain why the size of your lipoprotein particles matters. [19:46] - Susan shares her thoughts on statins. They’re really important for certain people, she says, and explains the factor that differentiates people who do and don’t need a statin. [23:15] - We return to the topic of inflammation, which is the source that drives diseases. Susan gives some recommendations for what listeners should know about what inflammation is and how to reduce it. [27:36] - Does Susan recommend a particular stool test? She uses one from Genova Diagnostics. She then clarifies that we’re still in our infancy for these tests, and that the tests have limitations. [31:14] - Susan offers her recommendations for herbal gut cleanses to reboot your flora. She then talks about how to do an elimination diet to figure out your triggers. [36:49] - Stephan asks whether you can test your blood for food allergies and sensitivities instead of going through the process of an elimination diet. Susan explains why the test is limited in the information it can provide. She then recommends that certain people include tomatoes, potatoes, eggplants, and peppers on the list of excluded foods in their elimination diet test. [40:36] - Stephan has seen firsthand the importance of doing this test on nightshades. Susan then points out that the problem isn’t that tomatoes are fattening, but rather that they’re triggering inflammation. [42:46] - How long does it take to go through the entire elimination and reduction diet process? It takes three weeks to do all the elimination, and then takes another three weeks or so for reintroduction. After explaining this, Susan points out that you don’t actually need to eliminate a food you’re sensitive to forever. She talks about what to do once you’ve found a food you’re sensitive to. [46:54] - Susan is entertained by the rumor that eating popcorn is bad for you, because it pokes holes in your gut and creates leaky gut. She explains that this isn’t true, but then goes on to discuss why there are problems with corn. She then discusses GMOs. [50:45] - We learn what fecal transplants are, and Susan shares her thoughts on them. [53:12] - What does Susan think of colonics? She explains that the jury is still out on them, and says that it’s possible to become dependent on them. [55:02] - Susan doesn’t think parasite cleanses are bad, but suggests doing them maybe once a year, not too often. [56:05] - We hear more about stool testing for parasites. Susan mentions a New York doctor named Kevin Cahill who tests for parasites. [58:11] - We shift to the topic of heavy metals. Susan explains some common types of metals in the body, and talks about ways of testing for them. She mentions her book, The Immune System Recovery Plan. [63:57] - Should we be concerned about Fukushima exposure in terms of radioactivity in our fish and seafood? [65:32] - Susan doesn’t eat tilapia, for example. She then shares that she is involved in a food business called Organic Pharmer, which has been vegan but may branch out into fish. [68:12] - To learn more about a liver tune-up, people can go to Susan’s site at blumhealthmd.com. Other than that, she suggests Googling “functional medicine detox.” She then provides some advice on how to care for your liver. [72:18] - Susan lists some things you can find when you go to her her website. She explains that she also does a Facebook Live session every Tuesday at 1 PM Eastern. Links and Resources: blumhealthmd.com@susanblum on Facebook@SusanBlumMD on Twitter@drsusanblum on InstagramThe Immune System Recovery PlanIcahn School of Medicine at Mount SinaiThe Dr. Oz ShowCardio CRPHemoglobin A1cLipoprotein (a)Ketogenic dietLow glycemic dietPaleo dietThe Environmental Working GroupThe Clean 15The Dirty DozenNMR LabCorpLDL StatinsJUPITER trialMicrobiomeSIBO DysbiosisuBiomeEnterol Labsimmunolabs.com Genova Diagnostics Doctor’s Data Diagnos-Techs Designs for HealthGI Microb-XAdvaClearApex EnergeticsGI SynergyCandiBactin-BR from MetagenicsTricycline from Allergy Research Group BiocidinIgG testVisceral adipose tissueGlutamine GMOsMonsantoRoundup Kevin CahillClostridium DifficilePeristalsisArtemisiaEosinophils Fukushima Organic PharmerThe Omnivore’s Dilemma by Michael PollanMetagenicsUltraClear PlusAcetylcysteine  

In this week's podcast, Kevin Cahill, Executive Director of The W. Edwards Deming Institute® and David Langford, CEO of Langford Learning, Inc., introduce The Deming in Education Initiative.  Kevin and David share how The Deming in Education Initiative was conceived, the impact of the Deming Philosophy on education, and where the Initiative is going in the future. The initiative first began many years ago when David joined the Deming Institute Advisory Council to help with their efforts to apply the Deming philosophy in education. But the roots of Deming in Education go even further back.  As David explains, improving education was “a great love” of Dr. Deming, as an educator who taught at NY University for 40 years.  Many of Dr. Deming's theories and teachings are directly focused on the education system.  After working with Dr. Deming from 1986 to 1993, David began implementing the concepts in his own education system, finding that students easily took to the new approach. Over the last 25 years, David has seen the Deming teachings make a profound and lasting impact on improving school culture and the learning process in the US and around the world.  It is the only philosophy that improves all aspects of the education system.  That impact has inspired Kevin, David and The Deming Institute to commit a deeper focus on developing a long term, sustainable, systems approach to improving education for all students, through The Deming in Education Initiative. For more information about David's current work, with Ingenium Schools, please visit ingeniumfoundation.org  

Episode #238 is a conversation with somebody I've wanted to talk with for a long time, Kevin Cahill. He is the executive director of the W. Edwards Deming Institute. He's also a grandson of Dr. Deming! Kevin played an instrumental role in getting NBC to publicly release the 1980 documentary, "If Japan Can, Why Can't We?" that featured Dr. Deming (see my blog posts about it). We talk about that in the podcast, along with his other recollections of Dr. Deming and how he watched the original NBC airing with him. We also discuss his reflections on learning the Deming philosophy and his attempts to utilize the ideas in his career (and how challenging that can be when it flies in the face of the prevailing business culture). It was a really fun discussion and I hope you enjoy it. If you have follow up questions for Kevin, please post a comment, as I'm sure we can do another podcast in the near future.

Kevin Cahill, author, Certified Financial Planner and founder of Canadian Legacy Builder, takes a new twist on estate planning with Heather Wagenhals, personal finance expert and the executive producer of the UnlockYourWealthRadio.com. Learn more about Kevin's estate planning strategies on how to ask the right questions to leave the right legacy, along with thoughts from his book, Success to Significance: How to Be a Great Ancestor.  In this interview Kevin shares his thoughts on how you should be asking the right questions, outside the ordinary, "we all have intuition and it's so easy to ask the status quo questions, but if you listen to your intuition you will generally be lead along the right path to pass your sleep test." Learn what the sleep test is and how you can pass this at the end of each day, securing a legacy you want out of life. Kevin is known as being in the top 1% of Financial Planners around the world by qualifying for the Million Dollar Round table since his first year in the business. He continues to build his legacy and help others build their legacy with his financial planning expertise and twist on estate planning. Join us this Friday, August 22nd at 9:00AM PST as Kevin shares his financial thoughts and estate planning expertise with host of UnlockYourWealthRadio.com, Heather Wagenhals. This week's key trivia is based on last week's key, Break the Budget. Plus Minutes on your Money and more during Declare Your Financial Independence 2014.   Learn more about This Week's Key in the Keys to Riches Financial Wellness Series: No Seasonal Exception 

Kevin Cahill, author, Certified Financial Planner and founder of Canadian Legacy Builder, takes a new twist on estate planning with Heather Wagenhals, personal finance expert and the executive producer of the UnlockYourWealthRadio.com. Learn more about Kevin's estate planning strategies on how to ask the right questions to leave the right legacy, along with thoughts from his book, Success to Significance: How to Be a Great Ancestor.  In this interview Kevin shares his thoughts on how you should be asking the right questions, outside the ordinary, "we all have intuition and it's so easy to ask the status quo questions, but if you listen to your intuition you will generally be lead along the right path to pass your sleep test." Learn what the sleep test is and how you can pass this at the end of each day, securing a legacy you want out of life. Kevin is known as being in the top 1% of Financial Planners around the world by qualifying for the Million Dollar Round table since his first year in the business. He continues to build his legacy and help others build their legacy with his financial planning expertise and twist on estate planning.   

The W. Edwards Deming Institute® is pleased to announce the Deming Podcast.  We have created a new Twitter account specifically for the podcasts @DemingPodcast, maintaining @DemingInstitute as our primary Twitter account). Deming podcast episode number one starts off our series with moderator Tripp Babbitt interviewing Kevin Cahill, the President of The W. Edwards Deming Institute® and the grandson of Dr. Deming. Kevin talks about growing up with Dr. Deming and Kevin's current work with The W. Edwards Deming Institute®.

On Sunday, voters in Venezuela reelected Hugo Chavez to a fourth term as the president of the oil-rich South American country. Joshua Landis, the Director of the Center for Middle East Studies at the University of Oklahoma, said there's a lot of questions about voter intimidation. "There's new mechanics [to the polling process]. It's a touch screen." Landis said. "The worry is, if you vote against the president, there could be repercussions. So I think people were intimidated. We have a lot of anecdotal evidence that people said, 'I'm not going to vote against the guy. I want my job.'" Political scientist and global security expert Rebecca Cruise said Chavez's 2011 colon cancer diagnosis raises questions about whether or not Chavez would even live to the end of his six-year term in 2019. "It's pretty amazing to me that we have an election with a man that has cancer," Cruise said. "It's hard to think about in this country, a presidential candidate, let alone a president, having an illness and that no being an issue in the election." The United Nations estimates thousands of innocent people die each year due to land mines - some that have been in the ground for decades. A new photography exhibit at the University of Oklahoma Health Sciences Center artistically represents the suffereing, and the hope of the diplomatic and humanitarian efforts to end the epidemic. Kevin Cahill donated to the Fred Jones Jr. Museum of Art the fifty photographs that make up Silent Witnesses. Cahill is the Senior Medical Consultant to the UN Health Service, and also serves as a Clinical Professor of Tropical Medicine at New York University. "I started taking care of photographers, and I have an inordinate number of photographers as patients," Cahill said. "I set up a project where I said we would give each photographer two prostheses, five days, and that they would be asked, "What do you as artists see when I tell you there 100 million mines in the earth, and mostly women and children blowing up?" And that's how the exhibit began." Cahill has spent more than 50 years working in refugee camps in roughly 65 countries. "I found myself as the only physician in this vast area," Cahill said. "At first, I tried to act like a physician, and you realized you couldn't act like a physician. There were certain things that necessitated you working with the local, what you'd call a witch doctor, or an indigenous healer, because he had a lock on the community." The exhibit Silent Witnesses is on display on the second floor of the Robert M. Bird Health Sciences Library in Oklahoma City through January 2, 2013.

On WFUV's Fordham Conversations we hear from Dr. Kevin Cahill, Director of the Institute of International Humanitarian Affairs at Fordham University. Dr. Cahill recently moderated an expert panel discussion on the Haiti Earthquake crisis and humanitarian action.  Listen to Fordham Conversations Saturday mornings at 7am on 90.7 WFUV-FM