Podcasts about The Last Straw

“Diary Of A Wimpy Kid: The Last Straw” Coming Soon To Disney+ https://whatsondisneyplus.com/diary-of-a-wimpy-kid-the-last-straw-coming-soon-to-disney/   #DisneyPlus  VISIT ONLINE -  http://www.WhatsOnDisneyPlus.com If you enjoy our content, please consider supporting it via our Patreon or as a YouTube Channel Membership from as little as $2 a month and get access to exclusive content and much more.

“Diary Of A Wimpy Kid: The Last Straw” Coming Soon To Disney+ https://whatsondisneyplus.com/diary-of-a-wimpy-kid-the-last-straw-coming-soon-to-disney/   #DisneyPlus  VISIT ONLINE -  http://www.WhatsOnDisneyPlus.com If you enjoy our content, please consider supporting it via our Patreon or as a YouTube Channel Membership from as little as $2 a month and get access to exclusive content and much more.

“Diary Of A Wimpy Kid: The Last Straw” Coming Soon To Disney+ https://whatsondisneyplus.com/diary-of-a-wimpy-kid-the-last-straw-coming-soon-to-disney/   #DisneyPlus  VISIT ONLINE -  http://www.WhatsOnDisneyPlus.com If you enjoy our content, please consider supporting it via our Patreon or as a YouTube Channel Membership from as little as $2 a month and get access to exclusive content and much more.

Flav, Ricky and debutant Frostie dive into the anger, frustration and déjà vu of yet another missed opportunity, with Daniel Levy once again at the centre of the blame. The lads debate whether Tottenham can ever truly compete under his leadership, and how quickly things can turn from optimism into exasperation. Away from the misery, Frostie talks about his life as a superyacht chef, cooking for football royalty and why kale is a load of rubbish. Learn more about your ad choices. Visit podcastchoices.com/adchoices

8.7.25 Hour 3, Ben Standig from The Last Man Standig Podcast joins the Kevin Sheehan Show to recap the Commanders' joint practice with the Patriots and list positives and negatives he saw from the team. Kevin Sheehan asks Producer Max and callers what would be the last straw for Terry McLaurin in regards to his contract negotiations.

What's up Bros? We had to break this episode into 2 parts to make sure that we covered it all. In this episode, Jax has Danny in his crosshairs. The projection and deflection is almost comical. Brittany is finally completely done with Jax. Zack and Benji are settling in in their new life together in LA. Danny and Nia are fed up with Janet. Doute gets some troubling news about her fertility journey but DONT WORRY IT ALL WORKS OUT! Michelle and Jesse seem to reach an amicable place for now. All hell breaks loose at the zen party when Jax escalates, Janet and Jason run and Zack finally snaps. Learn more about your ad choices. Visit megaphone.fm/adchoices

What's up Bros? We had to break this episode into 2 parts to make sure that we covered it all. In this episode, Jax has Danny in his crosshairs. The projection and deflection is almost comical. Brittany is finally completely done with Jax. Zack and Benji are settling in in their new life together in LA. Danny and Nia are fed up with Janet. Doute gets some troubling news about her fertility journey but DONT WORRY IT ALL WORKS OUT! Michelle and Jesse seem to reach an amicable place for now. All hell breaks loose at the zen party when Jax escalates, Janet and Jason run and Zack finally snaps. Learn more about your ad choices. Visit megaphone.fm/adchoices

Email us at cdncomsense@gmail.com Could a DOGE be a thing in Canada? We sure do need one. We have 103 reasons that the Carney has to step out of the clown car, destitute judges, debt in BC, Parks Canada goes too far, your hidden gems, and more!

Good morning #CarterCrew! Thank you guys so much for joining us for another episodes of The Love & Victory Show with Val! We go live every Saturday from 8-10 AM CST. For today's show, hosts Val and Brother Carter will be having a #CandidConversation about cutting people off and what situations may trigger you. Joining us for this conversation is Alan Pruitt, Stephanie Burrel and Tierra Sade.Download the LVWITHVAL App! Apple: https://apps.apple.com/us/app/lvwithval/id1665733251 Google: https://play.google.com/store/apps/details?id=com.loveandvictoryCheck out our social media: @LVWITHVAL https://lvwithval.com/Inquiries: info@lvwithval.comOur non-profit L&V Enterprise Resources Inc.: https://lverinc.com/Bowling & Brunch Tickets: https://www.eventbrite.com/e/holiday-bowling-and-brunch-fundraiser-tickets-1021723601797?aff=erelexpmlt

CI & LISH explore various themes surrounding personal struggles, societal pressures, and the importance of empathy and community support, all inspired by Tyler Perry's STRAW. Listen along as they connect the dots and relate the plot to their own life experiences as millennial moms, and the world around them.*TRIGGER WARNING*THIS EPISODE CONTAINS CONVERSATION ABOUT MENTAL HEALTH, VIOLENCE AND SUICIDAL IDEATION.Follow us on social media!Instagram:https://www.instagram.com/breakthenarrativepod/Facebook:https://www.facebook.com/breakthenarrativeTikTok: https://www.tiktok.com/@breakthenarrativepodWRITE TO US( Send us the mess..LOL): breakthenarrativepod@gmail.com

Sports Reference (01:00)Fathers Day (03:42)Life lesson from a father (12:03)Are you a UNC ? (19:18)Tyler Perry Scandal (22:00)Is that fame more important (31:00)Where are the personas ? (32:50)Straw was Trash (45:32)A Niggin Moment (52:00)Socials Twitter@THDLongviewWoo@Deshawn_903TikTok @Deshawn__903@LakeportWooWordpress@woonation.wordpress.com

On this episode of The Def Show, hosts Tone and Fresh dive deep into the raw realities of relationships, black trauma, and entertainment. From discussing the emotional toll of Tyler Perry's movies to the complexities of infidelity, social media influences, and gender dynamics, this episode is a no-holds-barred look at the issues that resonate within the African-American community—and beyond. The guys also share laughs about everything from supporting black women in media to the wildest celebrity parties and the nuanced conversations about loyalty, trust, and healing. Get ready for uncensored insights, relatable stories, and thought-provoking dialogue that challenge the status quo. Tune in now!

In this episode, Shanti recovers from rained out expectations while Antoinette returns from vacation as a reigning Queen of Spades. For politics, Antoinette shares her research on the escalating tensions between Iran and Israel, particularly focusing on the implications of nuclear weapons and international relations. For pop culture, we discuss Tyler Perry's film 'Straw', and the broader implications of representation in media. Is Tyler Perry really the leadership and power we need for Black representation in art and entertainment? We weigh in on the Sabrina Carpenter controversy, and end with a listener's choice for a topic: biracial identity differences with a white mom versus a Black mom. Join us...Contact Us:Hotline: (215) 948-2780Email: aroundthewaycurls@gmail.comPatreon: www.patreon.com/aroundthewaycurls for exclusive videos & bonus episodesSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Whew! Y'all… I'm out here trying to date and let me just say: it's terrible. This week I went on two dates — yes, two. One man is ready for a monogamous relationship immediately… and has absolutely no friends (red flag?). The other sends me unsolicited prayer voice notes every single morning and follows up with "send me a pic" all day long. I'm exhausted, and it's only Monday.

ignoring 100 text messages...Kid Fury | Crissle  Thisistheread.com Patreon: patreon.com/theread Merch: shoptheread.com/ IG: @thisistheread

Wudupdoe! Man, Ananda Lewis left us way too early. Tyler Perry has black folks torn. ICE is foolin in L.A. and Trump is too. Why do the whites hate immigrants so much?

This week's episode celebrates Men's Mental Health Month and Pride Month, blending serious discussion with pop culture fun. We kick things off with a lively Fast Food Frenzy, reacting to Popeyes' new chicken wrap and the upcoming return of McDonald's Chicken Snack Wrap. Listeners are asked which McDonald's item they want back and which fast food joint they'd eat at forever. In Music Moves, the conversation shifts to DVSN's new deal with Jermaine Dupri's So So Def label and how it might affect their sound post-OVO. TV & Culture Talk dives into Tyler Perry's new film Straw starring Taraji P. Henson, Season 8 of The Chi (with the return of Reg), and the latest season of Love Island USA, including a recap of last year's winners. The Youth & Opportunity segment takes a serious turn, discussing the national shutdown of Job Corps locations and its impact on young people who depend on these programs. Looking ahead, we preview upcoming music and events, including Lil Wayne's new album and tour, plus the June 9 BET Awards, hosted by Kevin Hart. Highlights include performances from major artists and Kendrick Lamar leading the nominations. The episode also features fun host questions, like favorite 106 & Park memories and guilty-pleasure entertainers, followed by quick educational takes on hygiene topics like body odor and dental plaque. In the Listener Segment, social media reactions and hot takes are shared before we wrap up with final thoughts and tease the next episode.

Elon Musk vs Trump: Feud or Fake Drama?

It's not that many Women don't relate to tragedy, but we relate to triumph too! Becoming unstuck isn't easy but when we see it enough it becomes believable. Send us a text

The FullyGeeked boys are back with episode 288 with their unique look at the world. We celebrated and took over #GarageBrunch. It was a MOVIE!!!! In Entertainment news we look at new trailers including Alien: Earth (#FX) 12th August 2025 and Wicked: For Good (#Universal) 21st Novemer 2025. Before we try to look at what's been hot this week in TV and Films: BMF S4E1 (⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#MGMPlus⁠) (⁠⁠⁠⁠⁠⁠⁠⁠26:13⁠⁠⁠⁠⁠⁠⁠⁠), Straw (⁠⁠⁠⁠⁠#Netflix⁠⁠⁠⁠⁠) (⁠⁠⁠⁠⁠41:05⁠⁠⁠⁠⁠), Predator: Killer of Killers (#DisneyPlus) (57:00), and From the World of John Wick: Ballerina (#LionsGate) (01:03:29) ⁠among so much more .....⁠⁠#Podcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#TheFullyGeekedPod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#Films⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#TV⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#Review⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#GuysThatPodcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#Like⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#Movies⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#Follow⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#Comment⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#Subscribe⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠#Youtube⁠

Don't forget to Like & Subscribe to GET SIMPLIFIED!In this podcast, we have guest Bryce "Thug Nasty" Mitchell— Thug Nasty is a top-ranked featherweight contender in the UFC known for his elite grappling, unorthodox fighting style, and outspoken personality. Hailing from Cabot, Arkansas, Bryce brings a blue-collar work ethic and country toughness into every fight, making him a fan favorite both in and out of the Octagon.With a black belt-level ground game and a highlight-reel twister submission on his record, Mitchell has carved out a reputation as one of the most dangerous grapplers in the division. But beyond the cage, Bryce is just as compelling—openly sharing his views on everything from farming and self-sufficiency to government mistrust and life off the grid.Whether he's hunting deer, raising chickens, or taking down top UFC talent, Bryce Mitchell brings raw authenticity and fierce intensity to everything he does. Tune in as we dive deep into the mindset, lifestyle, and mission of "Thug Nasty."Anaconda Fightwear:https://anacondafightwear.co/products/anacondakneebrace?gclid=CjwKCAiAlcyuBhBnEiwAOGZ2S6jy4e-hIsOD-_PV8qcvo-8N2YZ9YhZPMY80vCSfhdUT5APLzkcQRxoCnMhiQQAvD_BwEPromo code: https://anacondafightwear.co/SIMPLEMAN15MASF Supplementsuse promo code "SIMPLEMAN" at check out to receive a 15% discount "BE KIND OR ELSE!"https://masfsupplements.comhttps://www.instagram.com/masf_supplements/Pronoia:https://www.pronoiabjj.com/Use promocode SIMPLEMAN for 10% off your entire order at checkoutPronoia Instagram: @pronoiabjjSimpleman instagram:https://www.instagram.com/thesimplemanpodcast/Merch Store: https://www.alvafitness.com/collections/simple-man-podcastSimpleman Rashguard: https://bteamjj.shop/products/simple-man-podcast-rash-guardCarne Jerky:https://www.instagram.com/carnejerky_/ NEW TikTok:https://www.tiktok.com/@therealsimplemanpodcast?lang=enMarekhealth:

Welcome to another engaging episode of "That Don't Sound Right," where we dive into a lively discussion on our modern-day beverage habits. Join co-hosts Peter and Cecil as they explore the intriguing world of ice and straws in our everyday lives, and question if we've become too reliant on these conveniences. This episode brings a special appearance by Christy, adding her unique perspective on our so-called "over-culture". Together, they unravel the reasons behind our preference for lids and straws, the environmental implications of our choices, and humorous anecdotes that highlight the quirks of our habits. Tune in for a nostalgic conversation that challenges our perceptions, and reminds us of simpler times when we drank directly from a glass and did not kill the conversation with Google.  #tdsrpodcast #straws Join the conversation with us! Merchandise: https://that-dont-sound-right.creator-spring.com/ Website: thatdontsoundright.com Email: tdsrpodcast@gmail.com Instagram: @tdsrpodcast    Threads @tdsrpodcast Enjoy the episode!

See omnystudio.com/listener for privacy information.

Is it poor judgement, bad classroom management, a lack of oversight - or maybe all of the above? In this School Safety Free Period podcast Dr. Klinger examines how individual bad decisions impact school safety.

Slam Dunc from S4 Episode 70: C-Bomb Catastrophe: Is this the Last Straw for Journalism? Watch the full episode here: https://youtu.be/N6n3HOWnKgY PLUS… New episodes 7pm weekdays! Website: https://www.rova.nz/home/podcasts/duncan-garner---editor-in-chiefInstagram: @DuncanGarnerpodcast TikTok: @DuncanGarnerpodcast

Today on the show... The pay equity scrap is a mess that the national Government should have been able to avoid. It’s been shambles when the truth is, it’s easily defendable. The eyeballs are on Nicola Willis - but never in 30 years of journalism and political reporting have I resorted to using the C-word like Andrea Vance did in her stuff column. Not necessary and not defendable. And joining me to dive into all of it is National Party pollster, David Farrar Plus some Letters to the Editor! Website: https://www.rova.nz/home/podcasts/duncan-garner---editor-in-chiefInstagram: @DuncanGarnerpodcast TikTok: @DuncanGarnerpodcast

Got a question about this teaching or a teaching from this series? ⁠⁠⁠⁠⁠⁠⁠Submit it here!⁠⁠⁠⁠⁠⁠ What Jesus have in common with a mother hen and why we should never take his patience for granted? Tune in this week as we kick off a new series on Matthew 24-25, to hear the answers. This week, we will learn that Jesus wants you to come to him, but he will not force you to do so. About Music Track: Track: Inspirational Flight Artist: AShamaluevMusic Owner: Aleksandr Shamaluev.

Will US President Donald Trump be the tipping point for the dollar system? Even Western financial outlets now warn of the beginning of the end of dollar dominance. To discuss, host Radhika Desai is joined by economist Michael Hudson and economic geographer Mick Dunford. VIDEO: https://www.youtube.com/watch?v=bGZXDzmL10k This is part of the program Geopolitical Economy Hour. You can watch other episodes of the show here: https://youtube.com/playlist?list=PLDAi0NdlN8hMl9DkPLikDDGccibhYHnDP

Rick & Sue celebrate 40 years behind the desk, Maggie Dent talks parenting without over-parenting, and we ask - what was your last straw? From 20c coffee outrage to full-blown shutdowns.See omnystudio.com/listener for privacy information.

Another day, another police report involving Miami Dolphins wide receiver Tyreek Hill. Brandon and Tyler dive into an "assault in progress" report on the NFL star, and discuss if this will be the final domino that punches Hill's ticket out of Miami.

Dems were slammed for their behavior during Trump's speech. Eric Faddis and Gene discuss with Bianca the 4 sanctuary city mayors, as they try to defend their position with illegal migrants. Elizabeth Warren wants to keep the war going in Ukraine. She applauds Trump sarcastically as he continues to refer to her as 'Pocahontas'Last Straw of Democrat Political Antics In Plain View – Trump Remains on the High RoadGene Valentino on Newsmax's NewslineORIGINAL MEDIA SOURCE(S):Originally Recorded on March 5, 2025America Beyond the Noise: Season 5, Episode 573Image courtesy of: Newsmax➡️ Join the Conversation: https://GeneValentino.com➡️ WMXI Facebook Page: https://www.facebook.com/NewsRadio981➡️ More WMXI Interviews: https://genevalentino.com/wmxi-interviews/➡️ More GrassRoots TruthCast Episodes: https://genevalentino.com/grassroots-truthcast-with-gene-valentino/➡️ More Broadcasts with Gene as the Guest: https://genevalentino.com/america-beyond-the-noise/ ➡️ More About Gene Valentino: https://genevalentino.com/about-gene-valentino/

How does "quality" apply in all areas of an organization? In this final episode of the Misunderstanding Quality series, Bill Bellows and host Andrew Stotz discuss lessons from the first twelve episodes, and the big ah-ha moments that happen when we stop limiting our thinking. TRANSCRIPT 0:00:02.6 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Bill Bellows, who has spent 31 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. Today is episode 13 and the title is Quality Management: Don't be limited. Bill, take it away. 0:00:30.5 Bill Bellows: Hey, Andrew. So this is episode. What number did you say it was? 0:00:36.2 Andrew Stotz: 13. Lucky 13. 0:00:38.1 Bill Bellows: Lucky 13. So then for those who are concerned about the use of the number 13, this is episode 14. 0:00:51.0 Andrew Stotz: I thought you're gonna say episode 12A. 0:00:54.7 Bill Bellows: And for those who don't mind the number 13, this is episode 13. And as we talked earlier, if Dr. Deming was to title the episode it would be... It would not be "don't." It would be "do not", do not be limited. So at the start I wanted to go back to review the path we're on. We've been on episode one back in end of May, Quality, Back to the Start. All part of the Misunderstanding Quality series for The Deming Institute. Episode two, we got into the Eight Dimensions of Quality with David Garvin. One of those dimensions was acceptability. 0:01:49.8 Bill Bellows: Another was reliability. Another was I say dependability performance. Okay. And I think it's important in a series about misunderstanding quality to look at the work of David Garvin. Just realize I think it's fascinating to... You move out of the world of the American Society Quality and control charts and whatnot. And that's why I think Garvin's work paints a nice... Gives a nice perspective to not be limited.  And then we got into in the third episode Acceptability and Desirability. Episode four, Pay Attention to Choices and the choice of differentiating acceptability which is I'll take anything which meets requirements, and desirability. 0:02:42.3 Bill Bellows: I want that little doggy in the window. Not any doggy in the window. And then we followed that with episode five, the Red Bead Experiment which for many is their first exposure to Dr. Deming's work. I know when I worked for the Deming Institute for a few years the Red Bead Experiment website was one of one of the most popular pages. I believe another one was the 14 Points for Management. And, personally, I've presented the Red Bead Experiment think just once, just once. And I'm going to be doing it at the 2025 at, let me back up, the Bryce Canyon Deming... The Bryce Canyon...Bryce Canyon Forum. I can't remember the name. It's a partnership between Southern Utah University and The Deming Institute, and we're doing it at Southern Utah University. And on one of those days, I'll be doing the Red Bead Experiment, which takes a lot of time and then studying to present it a few years ago I was getting all the videos that I could find of it, many of them on The Deming Institute web page and none of them have the entire data collection. 0:04:18.5 Bill Bellows: They kind of fast forward through six people putting the... drawing the beads each four times and when you're up on stage trying to do that, I had four people that's, you gotta do a lot of work to make it that exciting. But the reason I present it, I say I present it for a number of reasons. One is to do the classic "The red beads are not caused by the workers are taken separately. They're caused by the system which includes the workers. It's an understanding of variation and introduction to control charts" and all of that is as exposed by Dr. Deming is classic. 0:05:00.7 Bill Bellows: But, I'd like to take it one step further, which is to go back into that desirability thinking and look at the concept that we've talked about of going through the doorway and going past the achievement of zero defects, zero red beads, and realize that there's further opportunities for improvement when you start to look at variation in the white beads. And, that then takes into account how the beads are used. And that gets us into the realm of looking at quality as a system.   Looking at quality with a systems view as opposed... That's good, that's good, that's good. With or without an appreciation on how the bead is used. So anyway, that was episode five. We explored that. Next we got into the differentiation of Category Thinking and Continuum Thinking. 0:05:55.5 Bill Bellows: And for those who haven't listened to it, maybe not in a while, the differentiation is category thinking. Putting things in categories such as red beads and white beads are the... It could be any categories, categories of fruit, categories of religion, categories of political systems. We have categories and then within a category we have variation. We have different. We have apples and oranges and then we have a given type of orange. And then there's variation in the juiciness, ripeness. That's called continuum thinking, which goes back to, if we go back to the red beads and the white beads is notion that the white beads are not uniformly white, not uniform in diameter or weight. 0:06:44.5 Bill Bellows: And, what are the implications there? Well, if we think in terms of categories, red beads and white beads, if all the beads are white have we stopped improving? And Dr. Deming and I believe it was Point 5 of the 14 Points stressed the need for continual improvement. And yes, you can continuously improve and reduce cost, you can continuously reduce cycle time, but can you continuously improve quality? Well, not if you're stuck in a category of good, then the role of that is to just to remind people that there's opportunities to go further when you begin to look at variation in white, which is the essence of looking at how what you're looking at is part of a system, which Dr. Deming was well, well aware of. 0:07:33.7 Bill Bellows: Next we got into the Paradigms of Variation and a big part there was differentiating acceptability. Well, going beyond acceptability was differentiating accuracy from precision. Precision is getting the same result shrinking the variation, otherwise known as getting achieving great piece-to-piece consistency. Metrics that begin with the letter C and sub P could be Cp, Cpk, are the two most popular. Those are measures of precision that we're getting small standard deviations that they are very, very close to each other. But in the paradigms of variation that was what I referred to as Paradigm B thinking we're looking for uniformity. Paradigm A thinking being acceptance, we'll take anything that meets requirements... Or academically called paradigm A. Paradigm C is what Dr. Taguchi was talking about with the desirability, where we're saying I want this value, I want uniformity around this specific value. 0:08:43.9 Bill Bellows: Here what we're looking at is uniformity around the target, around an ideal, otherwise known as piece-to-target variability. And, the idea there is that the closer we are to that ideal, the easier it is for others downstream to integrate what we're passing forward. Whether that's putting something into a hole or does this person we want to hire best integrate into our system. So, integration is not just a mechanical thing. In episode eight we then got into Beyond Looking Good which then shatters the Paradigm A acceptability thinking, going more deeply into the opportunities for continual improvement of quality. 0:09:29.1 Bill Bellows: If you shift to continuum thinking. Next, Worse than a thief coming from Dr. Taguchi. And that's the issue of achieving uniform. Part of what we looked at is the downside of looking at things in isolation and not looking at the greater system. Then episode 10 we look at Are you in favor of improvement of quality? 0:09:53.6 Andrew Stotz: I'm in favor. 0:09:55.7 Bill Bellows: To which he would always say, but of course. That was a reference back to chapter one of The New Economics. And he said everyone's got an answer. Improving quality computers and gadgets. And what we spoke about is Quality 4.0, which is gadgets of the 21st century, tools and techniques. And again, what we said is, there's nothing wrong with tools and techniques. Tools and techniques are about efficiency, doing things well, but they lack what Russ Ackoff would say in asking, are we doing the right things well. And then episode 11 delved into what I've...amongst the things I've learned from Dr. Taguchi, To improve quality, don't measure quality. 0:10:42.5 Bill Bellows: If we have a problem with, we want to reduce scrap, we want to reduce rework, we want to eliminate the problems that the customer has experienced or that someone downstream is experiencing. And what Dr. Taguchi emphasized was start asking, what is the function of the thing we're trying to do? And the idea is that if you improve the function, then you're likely to improve the quality as measured by what the customer is looking for. If you focus on what the... If you focus your efforts on reducing what the customer is complaining about, you're likely to get something else the customer is complaining about. And for more on that, go to episode 11. 0:11:19.0 Bill Bellows: And then episode 12, Do specification limits limit improvement? Which again goes back to what I experienced on a regular basis is in my university courses with people I interact with and consulting is a very heavy emphasis on meeting requirements and moving on. And not a lot of thought of going beyond that or even that there's anything more to do, that's alive and well. And that's reinforced by Six Sigma Quality is filled with that mindset. If you pay attention closely to Lean Manufacturing, you'll see that mindset again, alive and well. So, what I wanted to get to tonight in episode 13, Quality. 0:12:04.3 Andrew Stotz: That was quite a review, by the way. 0:12:06.7 Bill Bellows: Yeah, Quality Management: don't be limited, as and I'm teaching for the sixth time a class in quality management at Cal State Northridge. The title used to be Seminar in Quality Management. The title this year is Engineering Quality Management and Analytics. One of the assignments I give them, essays, the quizzes, attending the lectures. 0:12:34.9 Bill Bellows: Learning Capacity Matrix that I learned about from David Langford. But what I was sharing with you earlier, Andrew, is one of the first things I thought about and designed in this course, back in 2019 was I could just imagine students going through the course. And, what I'm going to hear is, what I've heard before is professor, these are very, very interesting ideas, but I'm not sure how I would apply them where I work. Because where I work is different. It's different. And to avoid that question, I came up with an assignment I called the Application Proposal. And there's four parts to it. But part one is: imagine upon completion of this course. And I let them know about this in the first lecture and I say, imagine upon completion of the course, your boss, someone you work with, challenges you to find three things you can do within three to six months of the of the completion of the course. 0:13:34.6 Bill Bellows: And it must include something you learned in this course. I don't say what thing, I don't say two things, I don't say three things. I leave it to them. But all it comes down to is I'd like you to contemplate and within three to six months of the completion of the course, what could you do? And I call that the near-term application. Well, subtask one is come up with three. They have to meet your job, your role, not your boss's role, not another department's role. They have to fit your role because only you know then the method by which you would go about that. And, so for that near-term, I ask them to let me know what is the present state of that near term, the before, the current condition and what is the after. What is the future state of that near-term? So I assign that before the course begins, I give them until week five to submit and give me those three things. The reason I asked for three is if one, if the first one they give me, if they only asked for one and one didn't quite fit, then I say, well, okay, Andrew, go back and give me another one that same time. 0:14:49.7 Bill Bellows: So I said, give me three. And most often all three are fantastic. In which case I say they're all great. Which one would you like to do? But again, it has to fit their role because in Sub-Task 2, the next thing I want them to do is not so much tell me about the present state, tell me more about the future state. And again, the future state is how much can you accomplish within that three-to-six month period? And that's subtask two. Then they come back to me and tell me the plan. What is the plan by which you go from the near-term present state to the near-term future state, tell me about the plan. Tell me what some of the obstacles might be and how you plan to deal with the obstacles. And then I say now what I want you to do is imagine that is wildly successful, jump ahead a year and a half to two years and tell me what you would do next. How would you build upon this? And in that mid-term time frame, what is the present? What is the future of the mid-term? And then go a few years out and tell me how you're going to further expand on what you've learned. 0:16:03.4 Bill Bellows: I call that the far-term. And for the far-term, what's the present, what's the future? So when they submit that to me, then I come back with - it could be questions about some of the terminology.  It could be a suggestion that they look at something with the use of Production Viewed as a System. Or, I ask them to think about operational definitions or perhaps suggest a control chart and, or a book. So, part of the reason I wanted to bring that up is few of the title, few of the topics we are looking at are specifically quality related. They're all about improving how the organization operates. Which goes back to what Dr. Deming stressed is the importance of continual improvement. 0:16:50.9 Andrew Stotz: Can you explain that just for a second? Because that was interesting about quality versus improving the organization. What did you mean by that? 0:17:00.4 Bill Bellows: Well, I, they didn't come to me with this process I have, has lots, has a very high defect rate and I thought that's where I need to focus. Or this process has a lot of scrap and rework. That's where I want to focus. What I was excited by is that they were looking at how to take a bunch of things they already do and better integrate them. Just fundamentally what I found them thinking about is how can I spend time to organize these activities as a system and as a result spend a whole lot less time on this and move on to the next thing. And, what I found fascinating about that is if we keep our thinking to quality and quality's about good parts and bad parts, good things and bad things, and having less bad things and more good things, that could be a really narrow view of what Dr. Deming was proposing. Now another aspect of the assignment was not only do I want them to give me three ideas, we down-select to one. It could be they're writing a new piece of software. One of the applications has to do with a really fascinating use of artificial intelligence. 0:18:27.0 Bill Bellows: And what's that got to do with quality? Well, what's interesting is it has a lot to do with improving the functionality of a product or a service, having it be more reliable, more consistent, easier to integrate. But, the other thing I want to point out is not only do I ask them to come up with three things and then assuming all three things fit well with their job, their responsibilities, their experience.  What I'm also interested in is what from the course are you going to use in this application? And, two things came up that fit again and again.  One is the value proposition of a feedback loop. 0:19:12.9 Bill Bellows: And they would ask me, what do you mean by feedback? I said, well, you're going to come along and you're going to tie these things together based on a theory that's going to work better. Yes. Well, how will you know it's doing that? How will you know how well this is performing? And, I said when I see this is what people refer to as Plan-Do, but there's no Study. It's just... And, I saw that Rocketdyne, then people would come along and say, oh, I know what to do, I'm just gonna go off and change the requirements and do this. 0:19:44.6 Bill Bellows: But, there was no feedback loop. In fact, it was even hard to say that I saw it implemented. It just saw the planning and the doing. But, no study, no acting. 0:19:57.3 Andrew Stotz: Is that the Do-Do style? 0:20:01.3 Bill Bellows: Yes. But what was really exciting to share with them is I said in a non-Deming company, which we have referred to as a Red Pen Company or, or a Me Organization or a Last Straw. And I don't think we covered those terms all that much in this episode, in this series, we definitely covered it in our first series. But what I found is in a Deming or in a non -Deming company, there's not a lot of feedback. And even if I deliver to you something which barely meets requirements and we spoke about this, that in the world of acceptability, a D- letter grade is acceptable. Why is it acceptable? Because it's not enough. It's good parts and bad parts. And so even if I deliver to you, Andrew, something which barely met requirements, and you said to me, Bill, this barely meets requirements. And I say, Andrew, did you say barely meets requirements? And you say, yes. So, Andrew, it did meet requirements and you say, yes. So I say, "Why are you calling me Andrew?" 0:21:12.1 Andrew Stotz: By the way that just made me think about the difference between a pass fail course structure and a gradient course structure. 0:21:20.7 Bill Bellows: Exactly. 0:21:21.5 Andrew Stotz: Yeah. Okay. 0:21:22.5 Bill Bellows: Yeah. So even if you give me that feedback. I reject it. I'm just going to say, Andrew, move on. But I said, in a Deming organization, feedback is everything. The students were giving me feedback on the quizzes and some things that caused me to go off and modify some things I'm doing. And I told them, if I don't have that feedback, I cannot improve the course. So, I met with each of them last week for an hour, and the feedback I was getting is instrumental in improving the course for the remainder of the semester as well as for next year. And, so that's what I found is what really differentiates a Deming approach to improving a process or a service or a product is feedback, which goes then to watching how it's used. It is, I think I mentioned to you Gipsie Ranney, who was the first president of The Deming Institute, a Professor of Statistics at University of Tennessee, when she met Dr. Deming and later became a senior consultant, maybe advisor to General Motors Powertrain. And once she told me, she said to Dr. Deming "You know, Dr. Deming, what do people get out of your seminars?" And. he said, "I know what I told them. 0:22:42.0 Bill Bellows: I don't know what they heard." And, the challenge is without knowing what they heard, because we would also say, and I'm pretty sure we brought this up in one of our this series or the prior series, Deming would say the questions are more important than the answers because the questions provide them with feedback as to what is going on. So anyway, part of what I wanted to bring out today in this quality management, don't be limited, is whether or not you're focusing on quality per se, minimizing scrap, minimizing work. If you're trying to improve a process, again, you're not improving it necessarily because there's more I want to have less scrap. But if your improvement is, I want it to take less time, I want it to be easier to do. I want it to be cheaper to do. Well, while you're at it, think about a feedback loop.  And the role of the feedback is to give you a sense of is it achieving what you're hoping it would achieve? It would allow you over time to maybe find out it's getting better.  Maybe there's a special cause you want to take advantage of or a special cause you want to avoid.  But, without that feedback, how do you know how it's working and then beyond that? 0:23:55.7 Andrew Stotz: And where is the origin of the information coming from for the feedback loop? Is it a feedback loop within your area or is it feedback loop from the next process or what do you. 0:24:08.3 Bill Bellows: All of that. That's what I told her. I said one is, I said, when you're developing the process. I told them, I said, when you're. If in Sub-Ttask 1, your idea is to flowchart a process, come up with a template, a prototype. Part of the feedback is showing that to people. And part of the feedback is, does it make sense to them?  Do they have suggestions for improvement? Do they... Is there an issue with operational definitions?  There would be better clarity based on the words you're using.  You may say in there clean this thing, or early in the semester, one of the assignments I gave the students was to explain some aspect of the course within their organization. And then I thought, well, then now it will explain to who. And I thought, well, unless I say if I felt that without giving clarity to who they're explaining it to, they're going to get lost in the assignment. Am I explaining it to a co-worker? Am I explaining it to someone in management? Am I explaining it to the CEO? And, finally I just thought, well, that's kind of crazy. 0:25:18.3 Bill Bellows: I just said, well, as if you're explaining it to a classmate. But, my concern was if I didn't provide clarity on who they're explaining it to, then they're going to be all over the place in terms of what I'm looking for versus what they're trying to do. And that being feedback and that also being what I told them is part of collecting, part of feedback is looking for how can I improve the operation, how can I improve? Or, what are the opportunities for paying closer attention to operational definitions, which means the words or the processes that we're asking people to follow. 0:25:58.3 Bill Bellows: But, I found in in joining Rocketdyne, I was in the TQM Office and then I began to see what engineering does. Oh, I had a sense of that when I worked in Connecticut, paid more attention to what manufacturing does. Well, then when I moved into a project management office. Well, project management is just like quality management. It's breaking things into parts, managing the parts in isolation. And, so when I talk about quality management, don't be limited. There's a lot Dr. Deming's offering that could be applied to project management, which is again, looking at how the efforts integrate, not looking at the actions taken separately. 0:26:45.4 Andrew Stotz: And, so how would you wrap up what you want to take away. What you want people to take away from this discussion? You went over a very great review of what we talked about, which was kind of the first half of this discussion. And what did you want people to get from that review? 0:27:05.2 Bill Bellows: The big thing, the big aha has been: this is so much more than quality. And, I've always felt that way, that when people look at Dr. Deming's work and talk about Dr. Deming is improving quality, and then when I work for The Deming Institute, the inquiries I would get it was part of my job to respond to people. And they want to know I work for a non-profit, do Dr. Deming's ideas apply. And, so for our target audience of people wanting to bring Dr. Deming's ideas to their respective organizations, even though the focus here is quality, we call this series Misunderstanding Quality. At this point, I'd like you to think more broadly that this is far more than how to improve quality.  This is improving management of resources, management of our time, management of our energy.  So this is a universal phenomenon. Not again, you can look at it as good parts and bad parts, and that's looking at things in isolation. That's what project managers do. That's what program managers do. That's what organizations do relentlessly. And this is what Ackoff would call the characteristic way of management. Break it into parts and manage the parts as well as possible. 0:28:21.5 Bill Bellows: So, I just wanted to bring that back as a reminder of this quality, quality, quality focuses. There's a lot more to this than improving quality when it comes to applying these ideas. 0:28:34.7 Andrew Stotz: And, I would just reiterate that from my first interactions with Dr. Deming when I was 24, and then I moved to Thailand and I did finance business and all that. So I wasn't, applying statistical tools in my business at the time. That just wasn't where I was at. But the message that I got from him about understanding variation and understanding to not be misled by variation, to see things as part of a system. Also to understand that if we really wanted to improve something, we had to go back to the beginning and think about how have we designed this? 0:29:20.3 Andrew Stotz: How do we reduce the final variability of it? And, so, it was those core principles that really turned me on. Where I could imagine, if I was an engineer or a statistician, that I would have latched on maybe more to the tools, but from where I was at, I was really excited about the message. And, I also really resonated with that message that stop blaming the worker. And, I saw that at Pepsi, that the worker just had very little control. I mean, we're told to take control, but the fact is that if we're not given the resources, we can only get to a certain level. 0:29:58.3 Andrew Stotz: Plus, also the thinking of senior management, you are shaped by their thinking. And, I always tell the story of the accumulation tables in between processes at a Pepsi production facility. And that basically allows two operators of these two different machines to, when one goes down, let's say the latest, the farthest along in the production process, let's say the bottling goes down, the bottle cleaning process behind it can keep cranking and build up that accumulation table until it's absolutely full. And, that gives time for the maintenance guys to go fix the bottling problem that you have and not stop the guy behind. And, that was a very natural thing from management perspective and from my perspective. But, when I came to Thailand, I did learn a lot more about the Japanese and the way they were doing thing at Toyota. 0:30:51.4 Andrew Stotz: I went out and looked at some factories here and I started realizing they don't do that. They have their string on the production line, that they stop the whole thing. But the point is the thing, if a worker can't go beyond that, you know what the senior management believe about it. So, that was another thing that I would say it goes way beyond just some tools and other things. So, I'll wrap it up there. And 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 that is people are entitled to joy in work. 

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Have you ever felt like stress is draining your energy, focus, and resilience—no matter how much you try to manage it? What if stress isn't just about what's happening around you, but about how your brain and body process it behind the scenes?   In this episode, Dr. Greg Kelly joins Dr. Aimie to dive into the hidden biology of stress and uncover how it consumes your mental bandwidth, disrupts your brain's energy supply, and impacts your ability to think clearly and recover from challenges. You'll discover how your brain's prediction systems influence your stress response—and, more importantly, how to work with them to prevent burnout and build lasting resilience.   Dr. Kelly is an expert in integrative and functional medicine with years of experience researching how the brain and body handle stress. He has worked extensively on strategies to enhance resilience, combining his deep knowledge of neurobiology, nutrition, and the body's natural stress-response mechanisms.   If you're ready to stop feeling like stress is always one step ahead of you, this conversation will give you the tools to take back control and create more space for clarity, focus, and well-being in your life.   In this episode, we will be talking about  "The last straw" concept as it relates to stress  The 2 biggest contributors to feeling stress overload (hint: it's not physical) Why predictability is key to managing stress levels How building resilience starts with addressing the brain's energy needs and reducing oxidative stress. How the right supplements, like Ashwagandha, can support resilience and reduce stress And more!   For more information and show notes, please visit our website: https://biologyoftrauma.com/biology-of-trauma-podcast/

Trapped in a Diner with masked killers blocking you in sound like a good time? Come dine in with us in this weeks episode!

In this episode of Misunderstanding Quality, host Andrew Stotz and Bill Bellows discuss what not to measure when it comes to quality. Bill offers some great examples to show how organizations get it wrong, and how to get it right. TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Bill Bellows, we're gonna have a lot of fun, who has spent 31 plus years now that it's 2025, helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities in the episode, today is episode 11, and the title is "To Improve Quality, Don't Measure Quality". Bill, take it away.   0:00:35.6 Bill Bellows: Thank you, Andrew. And, so the title of episode 10, came from chapter 10... Chapter 1 of The New Economics, and I used a quote from Dr. Deming, which was, "Are you in favor of the improvement of quality?" Which Dr. Deming says, "Are you in favor of the improvement of quality? We can have a national referendum, yes or no?" Everyone says yes. Then he says... Then he say, "We could have a secret ballot." And... But I... At the beginning of the podcast, I had said, "Are you in favor of quality?" And it's... No, it's, "Are you in favor of the improvement of quality?" And so today I wanna, in episode 11, share it with our listeners and viewers, more of the profound insights from Genichi Taguchi. But I think, what I was just thinking is saying, "Are you in favor of quality?" And I've used that quote, which now I now realize it's a misquote. It's not, "Are you in favor of quality?" It's "Are you in favor of improvement of quality?" But in seminars, what I've done is used the quote, the misquote, I would say Dr. Deming would ask, "Are you in favor of quality?" And he would say, "We're gonna have a secret ballot. Is everyone in favor of ballot?" In quality, everyone says yes. So I would go through that.   0:02:16.3 Bill Bellows: And then I would go to the next question, and I would say to the audience, I'd say, "Okay. Dr. Deming made reference to secret ballot. So I wanna do a secret ballot. I want you to close your eyes, and I'm gonna ask you a question, and if your answer is yes, raise your hand. But I want you to close your eyes when you raise your hand, 'cause I don't want you to raise your hand 'cause everybody else does. Okay, so close your eyes." And I say, "Are you in favor of teamwork?" And all the hands go up. [laughter] And it's not so much "Are you in favor of improvement of teamwork?" But it's the idea that, acceptability saying this part is acceptable, as we've shared in prior episodes, is the essence of looking at that part, my task, my effort in isolation. And what that has to do with teamwork, I question. Now, with a few of us at Rocketdyne years ago used to talk about, we would say, you give out a term paper assignment, the term paper must be between 10 and 20 pages long. And what happens? They're close to 10 pages. Then I would share, we'd tell Allison, our daughter, I'd say when she was in high school, "Be home by between 8:00 and 10 o'clock," and she shows up around 10 o'clock.   0:03:51.6 Bill Bellows: And I would show a distribution over there. Then I would say, "What about a machinist? The machinist is given a hole to machine. And what does machinist do is machine the hole on the low side, and then a machinist is machining the outer diameter of a shaft or a tube. And what does machinist do? Machines to the high side." And so I would show those four distributions either on the low side or the high side, and say, "What do they all have in common?" And people would say, "Each of those people's looking out for themself. They're focusing on their work in isolation." Then I would say, "So what do you call that in a non-Deming company or in a... " In the first podcast there is a, called it a Red Pen Company or a ME organization, or a Last Straw companies... What do you call that behavior where people look at the requirements and say, "What's best for me?" What do you call that? What do you call, people scratch their head? We say... You ready? "Teamwork."   [laughter]   0:05:00.6 Bill Bellows: And everybody laughs. And then I turn to somebody in class and I say, "So Andrew, are you a team player?" And Andrew says, "Yes." And I say, "Andrew, if you machine the holes to the low side, are you a team player?" And you might say, "I'm not sure." And I would say, "Say yes." And you'd say, "Okay. I say yes." And I say, "Okay, Andrew, who's on your team?" And you say, "Me." "So, oh, you are a team player, man."   0:05:24.2 Andrew Stotz: I'm a team player. Team Andrew always wins.   0:05:28.2 Bill Bellows: Yeah. And I would say, so I say, "In a non-Deming company, everyone's a team player. All right. But who's on the team?" So I would say to people, "You'd be a fool not to be on your own team. The only question is, who else is on your team?" All right. Back to Dr. Taguchi to improve quality, don't measure quality. And I was, got into this in an explanation with some others recently, and somebody was showing me a bunch of defect rate data involving some process. And the question was, how to apply this occurrence of defect rate data to Dr. Taguchi's loss function. And so, again, reminder to our listeners, acceptability is everything that meets requirements is okay. Either I am unaware of differences or the differences don't matter, any parking spot, any professor any Thermo 2, any doctor and desirability is "I want this doctor, this parking spot, this, this, this, this, this." And so not just anything that meets requirements.   0:06:50.3 Bill Bellows: And Dr. Taguchi's work has a lot to do with that thinking. And Andrew, yeah, I'm on a month, on a regular basis, meeting more and more people that are listening to the podcast and reaching out to me on LinkedIn. And one shared with me recently then, and he started to listen to this series, and he said, he never thought about desirability. He says everything he knows, everything he sees every day, is acceptability. And he's like, "You mean, there's more than that?" And it's like, "Hello. That's what our series is trying to do." So...   0:07:26.6 Andrew Stotz: And let me introduce you to door number three, which opens you up into this whole 'nother world of...   0:07:35.6 Bill Bellows: Yes.   0:07:35.7 Andrew Stotz: The interconnectedness and understanding quality from the impact on all the different parts of the organization, not just the one thing and the one area. Yep.   0:07:46.6 Bill Bellows: Yes. Yeah, yeah, yeah. Exactly.   0:07:48.9 Andrew Stotz: But that's door number three. Now, we don't wanna go through that right off the bat, but when you go through it, unfortunately door number three disappears as you walk through it, and it's a wall...   [laughter]   0:08:00.4 Andrew Stotz: And you can't go back because now you understand that what is a system, what is the interconnectedness of everything, and once you see that, you can't unsee it.   0:08:09.6 Bill Bellows: That's right. Now, it's like, it's a holistic view in which... And a from a holistic perspective, parts don't exist, parts of exist, but everything is connected.   0:08:27.4 Andrew Stotz: Right.   0:08:28.2 Bill Bellows: And what does that mean? So anyway...   0:08:30.1 Andrew Stotz: And just to put that into context, let's just take a car. A customer never buys a part. And they don't buy a jumble of parts, they buy the car. So to the customer's perspective, it's even more meaningless, the independent parts of that.   0:08:50.3 Bill Bellows: When I would go to Seattle and do training when Rocketdyne was owned by Boeing, and I'd be doing training for people working on commercial airplanes or 737s, 47s and whatnot. And one of the jokes I would use is that, "Hey, 747... " People went, "What's a 747?" How about 787? If I was today, I'd say "a 787 is not a bunch of parts that fly in close formation." But that is, the mindset is that... But anyway, so acceptability is looking at the parts in isolation, looking at things in isolation, it's assigning a grade to a student, it's performance appraisals, that's all about isolation, it's thinking, "I won the game, I get an award. I lost the game." All of that thinking, from engineering to, how we look at human resources, the idea that the savings add additional only works when the activities are independent. So that's all acceptability, looking at things in isolation. Desirability in this idea of a preferred value, I don't know that anyone contributed to that, besides Dr. Taguchi. In fact, this morning, I was talking with some friends overseas about Joseph Juran's work. And, do you remember last time you and I worked, I was sharing with them that our last podcast followed the last meeting I had with these friends in Europe. And I said that conversation led to our podcast conversation about Quality 4.0, and it's all acceptability, acceptability, acceptability, meet, meet, meet requirements.   0:10:35.6 Bill Bellows: This very conversation. And I said, I went back and did some research on what Joseph Juran... How Juran defined quality. 'Cause I looked at the ASQs definition of quality and it gave two definitions of quality, one attributed to Juran talking about quality as fitness for use, and then Philip Crosby's definition is, meeting requirements. But you may recall, I said, there is no explanation of how Dr. Deming defined quality. Yeah, maybe that will come. But, so I was sharing that with them, and also shared with them a model I've used. And it might have come up in our first series, but I think the classic model within organizations is, I work, I follow a bunch of steps to make a part, a thing, a module, something. And if all the requirements are met, I hand off to you, you're downstream. And then likewise, there's others in parallel with me that hand off good parts, good things to you. Because they're good, we can hand off to you. And then the model is you take the parts that are good and put them together, and because they are good, they fit. And then you pass that integrated component downstream where other integrated components come together. And we progressively go from, it could be that we're putting together the fuselage, somebody else is putting together the wings, and it's all coming together. And at the other end, it's an airplane.   0:12:22.5 Bill Bellows: And on every handoff we hand off what is, so the parts that are good fit, the components that are good fit together with other, then we turn the whole thing on, it works. And I show this flow to people and I say, "So what do you see going on in there?" And what eventually they start to see is that all the thinking is black and white, because they're good, they fit, because they fit, they fit, and when you turn it on, it works. There's nothing relative about that. And so I was sharing that with these folks this morning, and I said, after you and I spoke last time, went back and looked, and Juran talks about fitness for use, and the question was, is Juran's definition of fitness, absolute fitness or relative fitness? Meaning that there's a degree of good in the parts associated with desirability thinking, and if we've got degrees of good in the parts, then there's degrees of fit. And, well, it turns out there's plenty of reason to believe that Juran had a model of acceptability that the parts are good, then they fit. All to come back to what Dr. Taguchi is talking about in terms of improving quality, is improving quality from a variable perspective that there's degrees of good. And so now we go back to, to improve quality, don't measure quality. And I remember when he said that and we were dumbfounded, "Well, what do you mean by that?"   0:13:52.5 Bill Bellows: And then he would go on to explain, that traditionally, we look at the quality... The lack of quality of something. An inspector says, "There's a scratch on the door. There's a ding here. There's a crack there. There's a, the weld has a drop in it. The weld has porosity." You know what that means is that's not a... The quality inspector is looking for the absence of a crack, the absence of porosity and things like that. And it also parallels with what I learned from Ackoff, Russ would say, [chuckle] "Getting less of what you want doesn't get you what you want." So you could say, "I want less waste, less defects." Well, what is it you want? Again, the clarification is, Russ would say, "Getting less of what you don't want doesn't get you what you want." And likewise, Dr. Taguchi talked about, what is the function of the process? So if you're talking about, imagine on a washing machine, when you have a... Or a dryer, and you have a motor that's spinning, and around the motor is a belt that's spinning the drum. Well, the quality problem, classic quality problem could be that the belt slips, or the belt cracks, or the belt is vibrating.   0:15:28.3 Bill Bellows: Well, then you say, "Well, okay, what's the function of the belt?" Well, it's not about cracking. The function of the belt is to transmit energy from the motor to the drum. And if it does that really well over sustained periods of time, then that suggests there's probably less cracking going on and less slipping going on. But if you don't look at it from a function perspective and ask, "What's the function of the belt?" And move away from, "Well, I don't want it to crack and I don't want it to slip." Well, then tell me what you want it to do. What is it you want it to do? Now, let's get into more of what we do want. And then, and this is what's neat listening to Dr. Taguchi as an engineer, you say, "Well, okay, so what is the belt trying to do? It's trying to transmit energy." So if I can design the belt, and by changing the materials of the belt to transmit energy, under wide-ranging temperatures, wide-ranging usage conditions, if I do a good job of that, then I should see less cracking problems. Absent that, if I try to reduce the number of cracks, I may end up with a belt slipping more often. So then what happens is you end up trading one problem for another, which is not uncommon.   0:16:57.7 Bill Bellows: You go from, the cookies being undercooked to overcooked as opposed to saying, "What's the role of the baking process?" And he would say, "To transmit energy to the cookie in the precise amount. And if we have the precise amount and distribution, then that should work out." Now, relative to welding. Welding, there is, there may be a dozen different weld anomalies that inspectors are looking for, with X-rays, they see porosity, they see, what's called drop-through with the material and the weld, drops a little bit, which could result in a fatigue problem leading to cracking. Well, here Dr. Taguchi would say, "Well, what's the function of a weld?" Say, well, to join two pieces of material together with a given strength. And so you join them together. And then once they're joined together, now you run tests and you say, "I wanna... " It could be, "I wanna heat and cool the weld to see how it does with that. I wanna introduce vibration to the weld." And if you can show that under vibration, under wide-ranging changes in the environment, that the strength holds up, then by focusing on the strength, which is what you want, you end up with fewer quality problems. But it's turning things around and saying, "Not what I don't want, what do I want?"   0:18:35.3 Andrew Stotz: And...   0:18:36.4 Bill Bellows: And that's what... Go ahead. Go ahead. Andrew.   0:18:37.6 Andrew Stotz: There's two things. The more I think about this quote that you're talking about, to improve quality, don't measure quality, sometimes I think I got it, but sometimes I don't. I just wanna think about a couple of parallels. One of them is sometimes we say in the field of sales and marketing, we may say, "Fill your pipeline and your sales will happen." So focus on the beginning of the process. If you don't have a pipeline of people coming in to your company, into your sales team, there's nobody to sell. So that's an example. We also say sometimes, focus on the inputs and the outputs will take care of themselves. That's another way that we would use something similar. But I'm just curious, what does it mean by "Don't measure quality"?   0:19:25.0 Bill Bellows: Yeah. And that's a good question. I'd say, Taguchi's used to quality being the absence of defects. And quality is what the customer's complaining about. So he's saying, quality problems in terms of don't measure quality, he's saying, "So what are the quality problems?" "Oh, let me tell you, we've got porosity, we've got cracks, we've got drop-through, we've got cracking, cracking of the belt and slipping and the... " This is what people are complaining about. And what he's saying is, the customer's not articulating, "Hey, Andrew, improve the function." They're complaining about the... You just have to interpret that what they're saying is, you have to take where they are. They don't want it to crack. They want it to last longer. They want all these things and say... And the idea is, don't get sucked into what they don't want. Turn it around to, well then, I'm the engineer, and this is what Dr. Taguchi would say, "As an engineer, don't be dumbed down into the complaint world. Turn it around and say, what could you improve? What is the function of that thing you're selling?" And if you improve the function, because again, the beauty of talking about function, if you focus on problems, you eliminate one problem, create another problem, then another problem. Now you're just... And what...   0:21:00.8 Andrew Stotz: So it's whack-a-mole...   0:21:02.3 Bill Bellows: Exactly.   0:21:03.6 Andrew Stotz: It's whack-a-mole in the back end of the process without the awareness of, "What are the customer's needs and how do we understand whether we're hitting the mark?" And...   0:21:12.7 Bill Bellows: Oh, and this is what Dr. Taguchi used to call as whack-a-mole engineering. It's what Ackoff would say, "Today's problems come from yesterday's solutions."   0:21:24.6 Andrew Stotz: So just just to visualize that, can imagine going into a factory and saying, "Look at all these charts and how we reduce the defects of this and that. And this is... " We've reduced all these defects, but in fact, that could be out of touch with what the customer really needs at the end of that production.   0:21:44.1 Bill Bellows: Yes, it is... The beauty is, it is saying... And he would get really angry with people who got sucked into the rabbit hole of eliminating defects, scrap and rework and things like that. And just say... What he's trying to say is, "I want you to be smarter than that. I want you to start to think about what is the function of the machining process? What is the function of the welding process? What is the... " And what was neat was, I spent... On three different occasions, I spent a week with him, watching him engage every day with four teams. A team would come in for two hours, and he would discuss with them whatever the hardware was. I'm not at liberty to say what company it was. [laughter] But it was a really cool company.   0:22:56.9 Bill Bellows: And the people there invited me in because I learned at Dr. Deming's... I attended Dr. Deming's very last four-day seminar, and there met some people that were very close to him. And one of them shared that, there were people for many years, traveled with Dr. Deming. They found out where he was gonna be a given week, maybe called up his secretary Ceilia Kilian and, once he became, bonded when... And somehow Dr. Deming liked you. And then you would say, "Dr. Deming, I'm gonna take a week's vacation next summer. Where are you gonna be in June?" And he'd say, "Well, I'm gonna be at GM corporate headquarters." And what these people told me is that, they would be with him that week, whether he is doing a four-day seminar in Ohio. Now, I don't know who paid for it.   0:23:50.8 Andrew Stotz: No.   0:23:50.9 Bill Bellows: But he gave them access to be with him wherever he was. And one guy told me he was at some high-level GM meetings that week, and he said, "Dr. Deming is there and he and some others." And I think they may have been called "Deming Scholars". I know that term was used. But anyway, this guy was telling me they were there, and this GM executive comes over to him and it says to him, "So, who are you again?" And you say, "Andrew Stotz." And he says something like, "So what might I ask are your qualifications for being here?" And he says, "If Deming overheard that, Deming would turn to the executive, snap at him and say, 'These are my people. What are your qualifications?'" So anyway, inspired by that, I walked out of Dr. Deming's four-day seminar, called up a friend of mine who worked for Dr. Taguchi's company and said, "Deming had people travel with him. I wanna travel with Dr. Taguchi. I don't wanna go to a seminar. I wanna see him in action."   0:24:56.1 Andrew Stotz: Yep.   0:24:56.4 Bill Bellows: And I said, "Can we make that happen?" And it happened, and I got to go inside a company. The lawyers didn't know I was there. And I asked him, I said, to the lawyer, "Do I have to sign anything?" He said, "No. If we let the lawyers know you were here, you wouldn't be here. So, here are the rules. You can't tell anybody what happened, blah, blah, blah, blah, blah." So I get to be a fly on the wall watching him. So, a team would come in and say, "Here's this stuff we're working on." And he would... And they had an approach, which would be, reducing defects or scrap rework. And then he would turn it around for the next hour and a half and get them thinking about function. And after the first week of doing this four times a day for five days, I walked out of there thinking, "There's five basic functions." I started to notice the patterns. And then the second time I did this, a team would come in and I'm thinking, "I know what he's gonna do. He's gonna... He has in mind a function model. And all these things relative to how things come together." And so I did that three times. But, it was neat to get my brain adapted to, "Okay, what's the function? Where's he gonna come? Where's he gonna come?"   0:26:16.0 Bill Bellows: And then I would... The people would present it, and I'm thinking, "I think it's gonna go for function five. Yep. Bingo." So that's what I just wanted to share with the audience tonight. Again, there's a lot of depth. I taught two 40-hour courses at Rocketdyne in Taguchi Methods. So, a 40-hour intro and a 40-hour more advanced. So all I wanted to cover tonight, is that wisdom of not being defect-focused, but for our audience to start thinking about, start to think about the function. In fact, when I was having this conversation with a colleague recently and, 'cause he's talking about turning defect rate, he was thinking turning defect rate data into a loss function. I said, "No, defect rate thinking is acceptability thinking, the loss function is desirability thinking. They don't go together." I said, "What I wanna know is what's causing the defects." And we start diving into what's causing the defects, we can turn it into a variable data as opposed to a discontinuous data. Anyway. And I just wanted to throw out... Go ahead, Andrew.   0:27:34.4 Andrew Stotz: To wrap this up, I'm thinking about, I like what you just said, "Stop being defect-focused." Replace that with...   0:27:44.5 Bill Bellows: What is it we're trying to accomplish?   0:27:47.8 Andrew Stotz: Yeah.   0:27:48.2 Bill Bellows: If you say, "Well, we don't want defects." I know we don't want defects. But what do we want?   0:27:52.9 Andrew Stotz: Do we say replace it with outcome focus, customer focus? What would you say?   0:27:58.1 Bill Bellows: Yeah, well, absolutely it's customer focus. The idea is that, now you start to think in terms of, is what is the greater system in which this is used.   0:28:11.0 Andrew Stotz: Okay. So...   0:28:11.1 Bill Bellows: The defect thinking is just saying it doesn't fit, it doesn't meet requirements. But that doesn't tell me what you're trying to do.   0:28:17.0 Andrew Stotz: Okay. So I think I know what you're saying. Stop being defect-focused, and please walk through door number three.   0:28:25.3 Bill Bellows: Yes! Stop...   0:28:27.7 Andrew Stotz: And in door number three, you're gonna be aware of the customer, the next process, the next flow, the customer of your area and the ultimate customer, and start focusing on the needs and the desires of them, and bring that back in the chain of your process. And you'll be improving, you'll stop being focused on "Fix this, stop this. Don't do that." Let's not have any more of that, and you'll be more into, "Let's do this because this is going to drive a much better outcome, or the exact outcome that our customer wants."   0:29:05.2 Bill Bellows: Yeah, it is, which changes the hat. That may not be the purview of people in the quality organization. So, they're out there counting defects. This is not to say it's their job. Not that they're not in the loop, but it's turning to the people that are more aware... That are more in tune with functionality, which is likely gonna be that people designing the thing, thinking about what's the role of the windshield wiper? Is it to skip across the windshield? Is it to, which is, that chatter. No, we don't want the chatter. So what is it we do want? We want the windshield wiper to move smoothly. And what does that mean? It means at a given second, we want it to be... And this is where the smoothness functionality comes in that I saw Dr. Taguchi many times is, is saying at a given interval of seconds, it should be here, here, here, here, here. And if it does match those positions, then what have we done? We have improved the smoothness of the flow of the wiper blade, or whatever it is that thing.   0:30:21.5 Bill Bellows: And that's the type of thing I'm trying to introduce, in this short episode, people thinking about function, not the lack of quality, but what is it we're trying to achieve? Now, otherwise, we can also say, Ackoff would say, and Dr. Deming would agree with him, is that organizations aren't in business to make a profit. They're in business to do something really well. That's the function of the organization. And then profit is the result of that. As opposed to being profit focus, in which case you start to... You run it as a finance company and misunderstand the focus and you start believing in addition and you end up with a mess.   0:31:04.2 Andrew Stotz: So, let's end it with a cartoon that I saw in The Wall Street Journal. And in that cartoon, it was a couple of guys, young guys wearing suits, and they were talking to each other, and they were either, it was either in an MBA class or they were in a factory or something, and it said, "Things? I don't wanna make things. I wanna make money." [laughter] And the whole point is, money is the result of making great things.   0:31:38.3 Bill Bellows: Exactly. Exactly. Exactly. And that's why... And this is why I so enjoyed about listening to Ackoff, conversations with Russ... Conversations with Dr. Taguchi. And then reading Deming. I don't have any conversation with Dr. Deming and thinking of that there. They, each were astute enough to see the process, the means leading to the result. Tom Johnson would say, "The means are the ends in the making." So you have organizations that are either means-focused, which is process focus, versus, "Did you deliver the report? Did you deliver the thing?" And Dr. Deming's big thing is, by what method? Tom would say, "By what means?" So...   0:32:25.2 Andrew Stotz: All right. Well...   0:32:25.2 Bill Bellows: Anyway, that's what I wanted to expose our audience to tonight.   0:32:29.4 Andrew Stotz: There it is. They've been exposed. Ladies and gentlemen, the exposure has happened. Bill, on behalf of everyone at The Deming Institute, I wanna thank you again for this discussion. And for listeners, remember to go to deming.org to continue your journey. And if you wanna keep in touch with Bill, just find him on LinkedIn. And this is your host, Andrew Stotz. And I'll leave you with one of my favorite quotes from Dr. Deming. And you know this one, you can say it along with me 'cause I say it all the time. People are entitled to joy in work.

Continuamos con reseñas de los primeros estrenos del 2025, y otras que tenemos pendientes del 2024! Preparen sus libretas porque hablaremos de: Flight Risk, The Colors Within, Grafted y The Last Straw

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The couples head to the desert for a group therapy called "Compromise Canyon." They carry rocks that represent their issues and need to lighten their loads by hashing it out. When Gino and Jasmine get into a huge fight, Jasmine calls a friend for support. --- ⚠️ SPOILER ALERT ⚠️

Wherein the couples head to the desert for a group therapy called "Compromise Canyon." They carry rocks that represent their issues and need to lighten their loads by hashing it out. When Gino and Jasmine get into a huge fight, Jasmine calls a friend for support. — Please support us by giving us a 5-star review on Apple Podcast, Spotify, Amazon Music or any podcast app of your choice. Patron supporters get EXCLUSIVE content such us a live every first Monday of the month. Follow us! Instagram, X and TikTok:  @docusweeties  @justcallmewah  @Chrislfarah Patreon.com/docusweeties (http://Patreon.com/docusweeties) Join us on our Facebook group!  https://www.facebook.com/groups/6702616296426962 --- Support this podcast: https://podcasters.spotify.com/pod/show/docusweeties/support

Amye is joined by Shabnam to discuss 90 Day: The Last Resort S2:EP2 The Last StrawThe couples head to the desert for a group therapy called Compromise Canyon; they carry rocks that represent their issues and need to lighten their loads by hashing it out; Gino and Jasmine get into a huge fight; Jasmine calls a friend for support.Support the show: If you like what you hear, please sign up for BONUS reality and true crime content (including Sister Wives) and AD FREE episodes at one of these places:PATREON—>https://www.patreon.com/littlemissrecapSUPERCAST—->https://littlemissrecap.supercast.com/***SPONSORS:You can support the show by checking out this month's sponsors!Save 15% off your entire first order of Hormone Harmony!https://store.happymammoth.com code: RECAPCheck out Earth Breeze laundry sheets. They save the environment and are free of all harsh chemicals! Use code: RECAP to save 40% off when you subscribe!https://earthbreeze.com/pages/recap and use code: RECAP***Get in touch with us:Facebook: https://www.facebook.com/groups/littlemissrecapFacebook group: https://www.facebook.com/groups/littlemissrecapInstagram: @littlemissrecap Voicemail: www.littlemissrecap.comEmail: amye@littlemissrecap.comGet some merch! https://littlemissrecapmerch.myshopify.com/Little Miss Recap is part of the Acast Creator Network. To advertise with us, please contact amye@littlemissrecap.com Hosted on Acast. See acast.com/privacy for more information.

Episode 248: The Substance (2024), Milk & Serial (2024). Plus, Last Straw, Winnie the Pooh: Blood and Honey, The Case of the Scorpion's Tail and more. Time stamps below.  15:00min - The Substance  46:00min - Milk & Serial  

This ain't no hula, either. This week Nando, DJ, and Diggins book a difficult passport to the Aloha State and watch Diggins' pick, a movie where all the credits are printed on crates, Hard Ticket to Hawaii. They nitpick the guns, the snakes, and of course the tossing! Recommendations DJ - Arcane Season Two Part One (series), CarJitsu (sport?) Diggins - Carnival of Souls (movie), The Keep (movie) Nando - The Penguin (series), Teacup (series), Iron Man 2024 (comic), Psylocke 2024 (comic), Love is Blind (series), Last Straw (movie)   Plugs Mostly Nitpicking on Twitter The Nando v Movies Discord Roses and Rejections Diggins' Substack - A Little Perspective All of Nando's Links   Mostly Nitpicking theme by Nick Porcaro Logo by Michelle Chapman

We review movies that are coming out on Friday, September 20, 2024. They are "Last Straw," "In The Summers," "The Unlikely Pilgrimage of Harold Fry," and "The Featherweight." Timestamps: (0:00) - Intro (2:22) - Eric Holmes has a toothache, and Greg Srisavasdi freaks out! (9:07) - The Featherweight. Photo/poster courtesy of Pep Films, LLC. (22:54) - The Unlikely Pilgrimage of Harold Fry (Jim Broadbent, Penelope Wilton)- photos/poster courtesy of Quiver Distributioin. (28:21) - Last Straw (Jessica Belkin) - photos/poster courtesy of Shout! Studios. Rent/purchase on Amazon. (42:40) - Quick review of Little Brother (Daniel Diemer, Philip Ettinger). Rent/purchase on Amazon. (47:23) - The CinemAttic reviews begin with Bruce Purkey! (48:50) - Last Straw (54:40) - The Unlikely Pilgrimage of Harold Fry (62:17) - In The Summers (Sasha Calle, Lio Mehiel, Residente) **We receive a slight commission when you purchase items using our SiteStripe and/or our movie links. Thanks for your support! 1. Help us get to 1,000 Subscribers by joining our CinemAddicts YouTube Channel: 2. Like Our CinemAddicts Facebook Page  3. Join our CinemAddicts Facebook Group for daily movie recommendations. 4. Questions/comments on CinemAddicts email Greg Srisavasdi at info@findyourfilms.com. 5. Our website is Find Your Film. 6. Shop our CinemAddicts Merch store (shirts, hoodies, mugs, shower curtains). 7. We do a bonus episode each month and early access spoilers for our CinemAddicts Patreon Members: 8. Check out Anderson Cowan's new documentary project Loaded For Bear. CinemAddicts hosts: Bruce Purkey, Eric Holmes, Greg Srisavasdi Thanks to our Patreon Community 1. Ryan Smith 2. Stephen Schrock 3. Susan 4. Charles Peterson 5. Nelson B. McClintock 6. Diana Van De Kamp 7. Pete Abeyta 8. Tyler Andula 9. Stephen Mand 10. Edmund Mendez 11. Abbie Schmidt 12. Jeff Tait 13. Superfan Giovanni 14. Robert Prakash 15. Kristen 16. Chris M 17. Jeremy Chappell 18. Lewis Longshadow 19. Iver 20. Alex Clayton 21. Daniel Hulbert 22. Andrew Martin 23. Angela Clark 24. Myron Freeman 25. Kayn Kalmbach 26. Aaron Fordham 27. Tracy Peters 28. Grant Boston 29. Ken Cunningham