Podcast appearances and mentions of lillian gilbreth

Today's guest is Amy Holmwood, founder of Holistic Spirits Co. Amy is a health and wellness entrepreneur and advocate of holistic health solutions. Holistic spirits combines science, nature, and artisanal distillation to create innovative spirits that elevate the palate and the planet.Inspired by personal experiences with health issues since her childhood, Amy began early on in her life to embrace healthy eating. When faced without an alternative drinking option that spoke to her health consciousness, Amy decided to create her own, and founded Origen Vodka, a gluten-free and non-GMO superfood vodka spirit. Amy comes by her passions honestly; her paternal Great Grandfather was a beer industry mogul who oversaw Canadian Breweries, Ltd, now under the Molson Coors umbrella, and her maternal Great Grandmother was the pioneering industrial engineer Lillian Gilbreth, who was known to say: “Be a genius at the art of living.”It's not surprising then that Amy has adopted a fervent interest in pushing limits and contributing to disruptive innovation. When faced without an alternative drinking option that spoke to her health consciousness, she decided to create her own.Amy earned a BBA in International Business from George Washington University. She holds a Nutrition Science Certification from the Stanford Center for Health Education, and a Master's Degree in Biotechnology Enterprise from John Hopkins University.Follow Holistic Spirits on social mediaWebsite: Holistic SpiritsInstagram: Origen Holistic SpiritsFacebook: Holistic Spirits CompanyYouTube: Holistic Spirits CompanySend us a textSupport the show

Learn about the life, work, struggles, and achievements of Lillian Gilbreth industrial engineer and innovative kitchen and product designer. For show notes and more information check out our website https://www.shebuildspodcast.com/episodes/lilliangilbreth

This Saturday on Vintage Classic Radio's "Saturday Matinee," listeners will be treated to a lineup of timeless radio shows beginning with "The Life of Riley" in the episode titled "Fish Story." Originally aired on June 4, 1944, this comedic episode features Chester A. Riley, played by William Bendix, who finds himself in a hilarious mix-up involving a borrowed rowboat and a supposed giant fish. The cast also includes Paula Winslowe as Peg Riley, John Brown as Digby "Digger" O'Dell, and Barbara Eiler as Babs Riley. Following "The Life of Riley," the airwaves will bring the laughter of "The Abbott and Costello Show" with the episode "Jack and the Beanstalk," which first delighted audiences on February 15, 1945. In this amusing adaptation of the classic fairy tale, Bud Abbott and Lou Costello add their unique comedic twist to the story of Jack, who trades the family cow for magic beans. The episode features Bud Abbott as Abbott, Lou Costello as Costello, and also includes notable voice performances from Mel Blanc and Iris Adrian. Concluding the matinee, "Lux Radio Theatre" presents "Cheaper by the Dozen," which was originally broadcast on May 7, 1951. This heartwarming episode stars Clifton Webb and Jeanne Crain, who portray Frank and Lillian Gilbreth, respectively, a couple managing the chaos and joy of raising twelve children. This radio adaptation captures the humorous and tender moments of family life, based on the biographical book by siblings Frank Bunker Gilbreth Jr. and Ernestine Gilbreth Carey. Each show in our lineup offers a distinct flavor of classic radio entertainment, from uproarious comedy to touching family tales, ensuring an engaging afternoon for all our listeners.

Welcome to Stories of -Esses, your go-to channel for captivating tales and thought-provoking discussions! In today's video, join hosts Gaby and Dani as we delve into the mesmerizing story of Lilian Gilbreth.And that's it for today's podcast! Thank you all for listening. We're excited to kick off season 2 with this episode. If you have any suggestions or inquiries, you can contact us at info@storiesofesses.com. Follow us on Facebook, Instagram, YouTube, TikTok, and Pinterest!RESOURCES:An article by The Architectural Review about Lillian Moller Gilbrethhttps://www.architectural-review.com/essays/reputations/lillian-moller-gilbreth-1878-1972A paper from Starbucks: Customizing Beverages at Starbucks® Storeshttps://stories.starbucks.com/uploads/2020/08/Starbucks-Beverage-Health-and-Wellness-Fact-Sheet-August-2020.pdf

In the late 1920s, Lillian Gilbreth enlisted her children — she had 11— in an experiment: bake a strawberry shortcake in record time. Kitchens at the time tended to have haphazard configurations—pots and pans could be at one end of the kitchen, the stove in another, and the utensils in another room altogether—but Lillian figured that with a well-designed kitchen, she could slash baking time dramatically and make cooks' lives easier. And if anyone was going to hack the kitchen, Lillian Gilbreth was the woman for the job. Lillian and her late husband, Frank, were absolute fiends for efficiency. They'd used the study of “time and motion” to dissect the activities of factory and office workers, and had made a business of optimizing efficiency in the workplace. Now widowed, Lillian Gilbreth, was set to tackle efficiency in the home when their clients would continue working with her and the business failed. Her innovations—she's widely credited with inventing the pedal trash can and refrigerator door shelves—live with us to this day.

Lillian Gilbreth should be remembered for any of her life accomplishments: psychologist, industrial engineer, author, inventor, and pioneer in the field of industrial psychology. From her collection of degrees to her equal partnership marriage to her work with Presidents and to the trailblazing example she set for us modern mothers...she should be remembered for a lot more than simply, "the mother on Cheaper by the Dozen".Let's do something about that.We selected this episode to replay today for a very important reason. Hear that reason when you hit PLAY.If you are going to be in either Paris or London early this fall, we would love to have dinner with you on our Seine or Thames River Dinner Cruises! For dates and to sign up, visit: LIKE MINDS TRAVEL LOCAL MEET-UPS See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Frank Gilbreth hat die Rationalisierung in die Arbeitswelt gebracht. Und auf manchmal kuriose Art auch in sein Privatleben, um seine 12 Kinder zu organisieren... Autorin: Kerstin Hilt Von Kerstin Hilt.

Nearly a hundred years ago it wasn't an induction cooktop that made your kitchen look bang up to date but a pedal bin. Invented by Lillian Gilbreth in the 1920s, it was the result of a new and very twentieth-century preoccupation – the study of time and motion. A pedal bin could save precious minutes in the kitchen. It was emblematic of the emerging interest in efficiency in the early twentieth century, a time when architects wanted houses to work like machines and Henry Ford introduced the production line to the factory floor.

Summary In this episode of The Value Stream Show, hosts Andrew Davis and Steve Pereira discuss what value stream mapping is and its function. They talk about the act of drawing out a value stream and how it helps with visualization, generates necessary conversations, and brings clarity to the work process. They share their personal experiences with the practice of value stream mapping, and how it can bring visibility to performance, and generate movement toward improving collective consciousness.  Host Bios Andrew Davis is a DevOps and Salesforce specialist and author of the book Mastering Salesforce DevOps. As Senior Director of Research and Innovation for Copado, he leads methodology and training for Copado's customers and partners. He's spent his life working at the intersection of technology, psychology, and culture change, including 15 years as a Buddhist monk. He's working towards a world in which we can all be at peace amidst constant change, and bring energy, creativity, and care to every part of our work. Steve Pereira is a veteran of software delivery and operations. He founded Visible Value Stream Consulting in 2018, and serves as a board advisor for the Value Stream Management Consortium, a contributor to the Value Stream Management Interoperability Technical Committee, and as a Value Stream Management strategist for Copado. He's always looking for ways to bring business and technology together by facilitating visual collaboration. What You'll Learn Using value stream mapping as a tool for clarity and communicationTime and MotionHow the process of mapping generates necessary conversationMoving from an unmapped space to a mapped space to create collective consciousness   Quotes “Value stream mapping is a technique for visualizing and measuring a value stream in an on demand way. The act of mapping a value stream is drawing out the activities that occur across a value stream. Traditionally it goes from raw materials or suppliers to customers.” -Steve [01:40]“Value stream mapping gives you the opportunity to step out of your current state and look at what you can actually do to achieve a higher level of performance. I've never seen a method that is as effective as value stream mapping for the purpose of stepping back and looking at what is happening, so we can break out of the status quo and get ourselves to a future state of higher performance.” -Steve [22:46]“Everything that we are working on is invisible. Value stream mapping is the activity of moving from an unmapped space to a mapped space, a space that is invisible until you take the time to record what is going on. It is a kind of reflection, of looking back and contemplating what is this process and how are we working together to move what is unconscious to being collectively conscious.” -Andrew [11:27]“When we talk about “knowledge work”, value stream mapping is a very powerful and focused kind of knowledge work. You bring a group of people together, pull their collective understanding and go see what is actually happening in the work space. You are generating new and valuable knowledge. You can take that knowledge and go back to making all these various process improvements.” -Andrew [20:35] Resources Inside Out: The Power of Value Stream ClarityBook: Scale: The Universal Laws of Growth, Innovation, Sustainability, and the Pace of Life in Organisms, Cities, Economies, and CompaniesVuvuzelas!Bain B2B Elements of ValueBain B2C Elements of ValueTime and Motion studieshttps://en.wikipedia.org/wiki/Time_and_motion_studyFrank and Lillian Gilbreth“A time and motion study (or time-motion study) is a business efficiency technique combining the Time Study work of Frederick Winslow Taylor with the Motion Study work of Frank and Lillian Gilbreth (the same couple as is best known through the biographical 1950 film and book Cheaper by the Dozen). It is a major part of scientific management (Taylorism).”

Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is Lean Manufacturing. Our guest is Michel Baudin (https://www.linkedin.com/in/michelbaudin/), author, and owner of Takt Times Group. In this conversation, we talk about how industrial engineering equals the engineering of human work and why manufacturing and industrial engineering education needs to change because it has drifted away from industrial work and a future where manufacturing is not going away. If you like this show, subscribe at augmentedpodcast.co (https://www.augmentedpodcast.co/). If you like this episode, you might also like Episode 84 on The Evolution of Lean with Professor Torbjørn Netland from ETH Zürich (https://www.augmentedpodcast.co/84). Augmented is a podcast for industry leaders, process engineers, and shop floor operators, hosted by futurist Trond Arne Undheim (https://trondundheim.com/) and presented by Tulip (https://tulip.co/). Follow the podcast on Twitter (https://twitter.com/AugmentedPod) or LinkedIn (https://www.linkedin.com/company/75424477/). Trond's Takeaway: Lean manufacturing might mean many things, but industrial work has largely been a consistent practice over several hundred years, which is not necessarily a bad thing. Having said that, if we want to go about improving it, we might want to stay pretty close to the workforce and not sit in statistics labs far removed from it. Efficiency is tied to work practices, and they cannot be optimized beyond what the workforce can handle or want to deal with. As we attempt to be lean, whatever we mean by that, we need to remember that work is a thoroughly human endeavor. Transcript TROND: Welcome to another episode of the Augmented Podcast. Augmented brings industrial conversations that matter, serving up the most relevant conversations on industrial tech. Our vision is a world where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is Lean Manufacturing. Our guest is Michel Baudin, author, and owner of Takt Times Group. In this conversation, we talk about how industrial engineering equals the engineering of human work and why manufacturing and industrial engineering education needs to change because it has drifted away from industrial work and a future where manufacturing is not going away. Augmented is a podcast for industrial leaders, process engineers, and shop floor operators hosted by futurist Trond Arne Undheim and presented by Tulip. Michel, welcome. How are you? MICHEL: Fine, thank you. How about yourself? TROND: Things are good. Things are looking up. I'm excited to talk about lean manufacturing with you, having had such a rich, professional background. Michel, you're French. You originally, I think, were thinking of becoming a probability researcher, or you were actually, and then you went to Japan and studied Toyota. You have had this career in English, German, Japanese sort of consulting all the way back from 1987 onwards on exciting topics, lean manufacturing, and especially implementing it, right? The real deal. You've authored at least four technical books that I know about. And I think you listed probably a while back, having written 900 blog posts. You've been very busy. You are the owner of the Takt Times Group, which is a consulting firm on lean manufacturing. And you love math, but you have this very interesting attitude, which we'll talk about, which is math is great, but it's not always the best communication tool. Tell me a little about that to start off. You're a probability researcher that doesn't use math; I think that's fascinating. MICHEL: I use it, but I don't brag about it with people that it turns off. So I have to be in the closet for this because people who work in manufacturing usually focus on concrete things, things that they can see and touch, and abstraction is not something that they respond well to. So whenever you explain a principle, my approach is to state this principle and then dig into some very specific examples right away; otherwise, I'm losing the people I'm talking to. But anyway, that's what I've had to do. TROND: So, did I capture your background okay? I mean, you've had a very international life so far. I hope it's been enjoyable and not just professional because you've spent your time in Germany, and Japan, and in the U.S., So you're really enjoying the different kinds of manufacturing environments. Or is it that you just want to be close to where it's all happening? MICHEL: I've enjoyed living in many different countries. And so you mentioned I'm French. I was born and raised in France, but I'm an American citizen, and I spent most of my life in the U.S. I think of myself as being part French, part American, part German, part Japanese. Because when I'm in a country, I tend to immerse myself in the culture; I don't stay aloof from it. TROND: Well, I'm curious about that because in the abstract... so if we are in the world of math, then you could maybe say that efficiency techniques are global; that was the idea. Some people have that idea, let's say, that efficiency is a global thing, and there's one thing called efficiency, and everybody should just learn it because then it's all better. It seems to me that because you spent a lot of time in three different places, it shows up differently. MICHEL: I don't use the word efficiency so much because it's limited. There are techniques to improve manufacturing performance in every aspect of it, efficiency only being one of them, and these techniques are pretty universal. Now, when you're trying to help people in different countries, it's a postulate. You have to postulate what works in one place will work in another. So far, I haven't found any reason to believe otherwise. I have encountered many people who are saying things like, "This is country X, and these techniques don't work because our people are from country X." It's one of the most common techniques to refuse to implement anything new. The fact is the Toyota Production System wasn't supposed to be applicable to American workers until Toyota applied it with American workers in its joint venture with GM in the early 1980s at NUMMI specifically. It became a showcase. Later, Toyota opened its own factory in the U.S. in Georgetown, Kentucky, and applied the system there. And then, a few years later, it opened its own factory in France, and it worked with French workers. So it's really the idea that this only works in certain cultures or this only works in Japan. It's just the reality is different. It works pretty much everywhere. TROND: Well, that's fascinating, though, because, like you said, you have immersed yourself in these different factory and industrial cultures, if you may, and you are implementing lean in all of them or advising on lean methods. Why don't we start with that, then, perhaps? Tell me a little bit, what is lean to you? MICHEL: Lean to me...and I use the term less and less because I think over the past 30 years, it's lost a lot of its meaning. When it first came out, it was the latest in a number of labels that have been applied to the same thing. In the early 1980s, you talked about just-in-time then there was world-class manufacturing. A number of different terms were used and never really caught on. This one caught on. And the way I took it, I took it to mean generic versions of the Toyota Production System. There are very good reasons why you can't call what you're proposing to a company that makes frozen foods a Toyota Production System. There are also very strong reasons why you can't even go to a car company and do this. It's very awkward for a car company to openly admit to be using a competitor's system. So you have to have a label that refers to the content but doesn't refer to where it's coming from. TROND: So for you, at the basic level, if you strip away everything, it still is essentially the Toyota Production System, and lean is just to you, I'm just paraphrasing, it's a convenient wrapping for a way to explain it in a way that's non-threatening. But it is essentially the lessons from the Toyota Production System from a while back. MICHEL: That's the way I took it. That's why I adopted this label in the early 1990s, but a lot of time has elapsed since then. Because it became popular, very many people started using that label. And the content they were putting under it was pretty much...they were attaching this label to whatever they were doing. It has lost a great deal of its meaning which is why at this point, I rarely refer to it. TROND: So you're saying a lot of people are attaching lean to whatever they're doing, I mean, understandably so, Michel, right? Because it's become a very successful term. It sells books. It sells consulting. It does refer back to something that you think is real. So can you understand why people would do this if you are in consulting, or even in teaching, or you work in an industry, and you're managing something, why people would resort to this label? MICHEL: First of all, consultants have to have a brand name for what they're selling. It was useful. As a brand name, you have to call what you're offering by a given name, and clients look for this. It's a keyword they look for, and that's how they find you. So it's really necessary. I'm not criticizing consultants for using that. TROND: No, no, I understand it. And, I mean, you're also a little bit in a glass box in the sense that you are within the general tent of lean yourself. So I understand that. I fully understand it. MICHEL: What happens when it's successful is that more and more people jump on this bandwagon and say, okay, I'm going to offer a lean. When you look at what they're saying, it does not reflect the original content. By about 2000s, it had evolved into...what most consultants were offering was drawing value stream maps and organizing Kaizen events. Those two keywords are absent from the Toyota Production System. TROND: Can you explain...so this is interesting. Because I was going to ask you exactly this, what are the types of elements that you react to the most that you feel is really...because one thing is to say it diverged from the original content, but if it is kind of a valuable extension of something...but you're saying value streams and the Kaizens, the Kaizen practices they have very little to do with the Toyota Production System in your reading. MICHEL: That's right. The value stream mapping is a new name for a technique that they call; I mean the translation of the original name is, Materials and Information Flow Analysis (MIFA), Mono to Joho no Nagare in Japanese, flow of materials and information. So that's one idea. And there is a particular graphic convention that has actually evolved from Toyota that became the value stream mapping graphic convention, but it never was in the Toyota context. Mike Rother's own admission (He wrote Learning to See, which promoted this technique.) said it was not an important topic at Toyota. It has some uses, but if you go on factory tours in Japan, you don't see a lot of value stream maps. And so it's been taken...it was a specific tool for a specific purpose like figuring out how to work with a particular supplier. And then it was made into this supposedly all-powerful analytical tool that is the first thing that you have to do when you go into a factory is map its value streams, so that's taking a very small part of what Toyota does and make it into this big thing. As for Kaizen Events, it's actually an American invention. It's something that came out of...in the early 1990s; there were a number of executives who were frustrated with the slow pace of lean implementation with other methods. So they came up with this format they called the Kaizen Blitz, that became the Kaizen events. It's also traced back to some Japanese consulting firms, which found this particular format as a convenient way to make good use of a trip from Japan to the U.S. They would organize one-week events at their clients because it was a good way to justify essentially the cost and the trouble of flying over. TROND: I'm going to go with your story here. So let's say these two are kind of examples for you of things diverting from the original content. Why don't we speak about what the original content then is for a minute? What is the core of the Toyota production method or of lean in its original form for you? MICHEL: Well, the Toyota Production System is something I'm very interested in and still studying. And it's not a static thing. It's something that, for example, the first publication about it was from the early 1970s, an internal document from Toyota with its suppliers. And then there have been many, many other publications about it through the decades. And it's changed in nature, and the concepts of manufacturing have evolved. By definition, the Toyota Production System is what Toyota does. They're very good at making cars. And so it's always important to try to keep up with what it is they're doing, knowing that there is a 5 to 10-year gap between the time they come up with new concepts and the time that the rest of the world gets to know about them. And so, in the early 1990s, there were essentially concepts of how to organize production lines, how to lay out production lines, how to design operator workstations. And there were concepts on how to regulate and manage the flow of materials and the flow of information between stations and lines and between suppliers and customers. And there was also an approach to the management of people and the whole human resource management aspect of hiring people for careers, having career plans for everybody, including shop floor operators, managing to improve the operations based on this infrastructure. So it's a very rich concept, and it encompasses every aspect of manufacturing, logistics, and production control, all the way to accountability. So it's compared with other things like the Theory of Constraints or TPM that are much more limited in scope. There is an approach to quality that Toyota has. The quality improvement is not all of the Toyota Production System. It's a complete system for making a product covering all the bases. TROND: Let me just pick up on one thing, so you're saying it's a complete system. So one thing you pointed out was the HR aspect, and hiring people for careers is one thing, but you also said the career plans for shop floor operators. So I took two things from that, and I was going to ask about this because this has been used as one example of why you cannot implement the Toyota Production System in the same way in different countries, namely because that is one aspect of society that a company doesn't fully control because it is regulated. So, for example, in Europe and in France, which you know, really well, and Germany, you know, employment is regulated in a different way. If a company was going to have the same HR policy in three different factories in three different countries, they would have to have, first of all, obviously, follow the national regulation. But then they would have to add things on top of that that would, you know, specific employee protections that are perhaps not part, for example, of U.S. work culture. So that's one thing I wanted to kind of point to. But the other thing is interesting. So you said career plans for shop floor operators meaning Toyota has a plan for even the basic level worker meaning the operators, the people who are on the floor. And that seems to me a little bit distinct. Because in the modern workplace, it is at least commonly thought that you spend more time both training and caring about people who are making career progression. And you don't always start at the bottom. You sort of hope that the smart people or whatever, the people who are doing the best job, are starting to advance, and then you invest in those people. But you're saying...is there something here in the Toyota Production System that cares about everybody? MICHEL: Yes. But let me be clear about something. The way Toyota manages HR is not something that there are a lot of publications about. There's probably a good reason for this is because they probably consider it to be their crown jewel, and they're not that keen to everybody knowing about it. A lot of the publications about it are quite old. But there's nothing in the regulations and labor laws of any country that prevent you from doing more for your employees than you're required to. TROND: That's a great point. That's a great point. MICHEL: So there are laws that forbid you from doing less than certain things, but they're not laws that prevent you from doing more. There is no rule that you have to offer career plans for production operators because there's nothing preventing you from doing it. In a completely different situation, a large company making personal products ranging from soap to frozen foods...I won't name what the company is, but they have a policy of not being committed to their workers. Essentially, if business is good, you hire people. If there's a downturn, you lay people off. They wanted to migrate from the situation where you have a lot of low-skilled employees that are essentially temps to a situation where they have higher level of qualification and fewer people. So the question is, how do you manage the transition? The way this company eventually did it in this particular plant was to define a new category of employee like, say, technical operator. And a technical operator will be recruited at higher a level of education than the general population of operators. They will be given more training in both hard skills and soft skills and the specific processes they're going to be running, and some additional training on how to manage the quality of these processes, that sort of thing. But at the level of a production operator, they will be put in charge of these processes. And this small group would be separate job categories than the others. And gradually, this evolves to a situation where you only hire into this group. You don't hire any more of the traditional operators. And then, you provide a transition path for the other operators to become members of that group so that over a period of time, gradually, the general population of less skilled, less stable operator shrinks. And you end up over a number of years with a situation where all of the operators that you have are these highly trained operators who are there for the duration. So that's one kind of pattern on how you can manage this kind of transition. TROND: Super interesting. Can I ask you a basic question? So you've been in this consulting part of this venture, you know, of this world for a long time. Where do you typically start? When do you get called, or when do you sign up to help a company, at what stage? What sort of challenge do they have? Do you visit them and tell them they do have a challenge? What is the typical problem a company might have that you can help with or that you choose to help with? MICHEL: There are a lot of different situations. One particular case was a company in defense electronics in the U.S. had a facility in Indiana, and they were migrating all this work to a new facility in Florida. What they told me...they called me in, and they told me that they wanted to take the opportunity of this move to change the way they were doing production. Generally, my answer to that would be, well, it's really difficult to combine a geographical change of facility with an improvement in the way you do the work. Normally, you improve first where you are. You don't try to combine transformation and migration. TROND: It's a funny thing, I would say. It seems like the opposite of what you should be doing to try to make one change at a time. MICHEL: But there were several circumstances that made it work. You can have general principles, and when you're in a real situation, it doesn't always apply. One is the circumstances under which they were doing this migration was such that the people in the old plant were in an environment where there was a labor shortage, so none of them had any problem finding jobs elsewhere if they didn't want to move to Florida. If they wanted to move to Florida, they could, if they didn't want to move to Florida, they had to leave the company, but there were plenty of other companies hiring around. And so there was not this kind of tension due to people losing their jobs and not having an alternative. And then, the transition was announced way ahead of time, so they had something like a 15-month period to plan for their transfer. And to my great surprise, the operators in the old plan were perfectly...were very helpful in figuring out the design for the new lines and contributed ideas. And there was no resentment of that situation. TROND: In this particular example and in other examples, to what extent is production, you know, process redesign a technology challenge, and to what extent is it a human workforce challenge? Or do you not separate the two? MICHEL: I try not to separate the two because you really have to consider them jointly. A technical solution that nobody wants to apply is not going to be helpful. And something everybody wants to apply but that doesn't work, is not going to be helpful either. So you have to consider both. And in this transition, by the way, between these two plants, most of the labor difficulties were in the new plant, not in the old one, because this plant became a section of the new plant. And none of the other lines in that new plant did anything similar, so it stood out as being very different from what all the other lines did. What all the other lines did is you had a structure that is common in electronics assembly where you have rows of benches at which people sat and did one operation, and then the parts were moved in batches between these rows of benches. And instead of that, we put cells where the parts moved one at a time between different operations. And it was also organized so that it could be expanded from the current volume of work to higher volume of work. And so a lot more went into the design. I was a consultant there, but I don't claim credit for the final design. It was the design of the people from the company. They actually got a prize within the company for having done something that was exceptionally good. And when I spoke with them a few years later, they had gone from having something like 20% of the space used for production in the new facility to having it completely full because they were able to expand this concept. MID-ROLL AD: In the new book from Wiley, Augmented Lean: A Human-Centric Framework for Managing Frontline Operations, serial startup founder Dr. Natan Linder and futurist podcaster Dr. Trond Arne Undheim deliver an urgent and incisive exploration of when, how, and why to augment your workforce with technology, and how to do it in a way that scales, maintains innovation, and allows the organization to thrive. The key thing is to prioritize humans over machines. Here's what Klaus Schwab, Executive Chairman of the World Economic Forum, says about the book: "Augmented Lean is an important puzzle piece in the fourth industrial revolution." Find out more on www.augmentedlean.com, and pick up the book in a bookstore near you. TROND: Michel, I know that you have a consulting life and a consulting hat, but you also have a teaching hat and a teaching passion. Why did you write this recent textbook which is coming out on Routledge this fall, I believe, with Torbjø Netland from ETH? It's an Introduction to Manufacturing but with a very specific kind of industrial engineering perspective. You told me when we talked earlier that there's a really specific reason why you wrote this textbook, and you have some very, I guess, strong views or worries about how manufacturing education, but perhaps the way it's taught really needs to change. And you feel like some schools are drifting away from the core. What's happening there? MICHEL: Well, industrial engineering as a discipline is about 100 years old, take or leave a decade or two. It started out as...the way I describe it is the engineering of human work in the manufacturing environment. And it expanded to fields other than manufacturing, even at the time of pioneers like Frank and Lillian Gilbreth. For example, we know the way operating rooms in hospitals work with the surgeon being assisted by nurses who hand all the tools to the surgeon; that particular form of organization is due to Frank and Lillian Gilbreth, industrial engineers who looked at the way operating rooms worked and figured that you really don't want to leave a patient with his belly open on the table while the surgeon goes to fetch the tool. You got to have some people giving the tools to the surgeon so that the surgeon can keep operating on the patient. It sounds obvious now, but it wasn't obvious in 1910. And so they were immediately some applications outside of manufacturing, but the bulk of the work was on manufacturing. And the way it's evolved, especially in the past few decades, is that it's gotten away from that focus on human work. And when you look at the research interests of the academics in this field, you find that it's completely dominated by operations research and math. TROND: So we're back to the math. [chuckles] So I find it fascinating that...well, you obviously have a deep insight into it, so you are sensitized to the challenges of overfocusing on one technical discipline as kind of the mantra and the fodder, I guess, the research data for all kinds of processes. I mean, why is math such a big problem, and what do you mean by human work in industrial manufacturing? Because to many people, the advanced work right now is about digitization, digitalization, and it has to do with machines and computers, and one would assume with big data or at least with data. Are you arguing against that trend? MICHEL: No. I mean, if you ask the question of what is human work? The classical answer that I would give is what happens when the guy picks up the wrench. That's one answer. But what happens when the operator sees an alarm message on the control screen of a machine, that's a different answer, a more modern answer. So you had people with the torque wrench applying the right torque to a bolt manually, and then the torque wrench would tell him when the torque was achieved. That's one form of human work. But monitoring and looking after multiple machines that are connected and have a central control system is also human work. You also have people doing it. And they have to feed these machines. They have to make sure that the machines have the right kinds of tools and dyes available to them. They have to maintain these machines. They have to program these machines, and they have to monitor them during production. And one particular problem with automatic systems is micro stoppages. Are you familiar with that term? TROND: Well, explain it to all of us, micro stoppages. I mean stoppages, obviously, anything that stops the production line, whether it's a minor, major, I mean, that would be what I think you are saying. MICHEL: Well, if it's a big problem, the operator doesn't solve it. The operator calls maintenance, and maintenance sends somebody to solve it. Micro stoppage is a problem that's small enough for the operator to deal with. And so, in daily life or in any office life, one very common micro stoppage problem is the copier, right? You tell the copier to print 20 collated copies of a document, and you walk away expecting to find these 20 copies ready when you come back. It doesn't happen because there are some paper jams and so you have to clear the paper jam and restart. You have a lot of things like that in production where parts jam and shoots and stop coming down in automatic system. You have all sorts of issues like this which cause production lines to stop in a way that the operator can resolve in half a minute or a minute and restart. What these things cause is that you have to have an operator there. And so if you really want to have an automatic system that are fire and forget...when you press a button, you move away to do something else while the machine goes through an automatic cycle. When that automatic cycle is finished, you come back. Micro stoppages prevent you from doing that. And they're very difficult to avoid, but they're a major problem, even today. TROND: Michel, I wanted to keep talking about the educational part. But before that, I just wanted to benefit from your experience here and ask you a much more basic question which is so you're writing this textbook about the future or introducing prospective students to industrial engineering and manufacturing. My question is, historically, factories were a very, very big part of manufacturing. Nowadays, meaning in the last few years after the pandemic and other things, a lot of us start to spend a lot more time on an issue, which I'm assuming you have spent a lifetime working on as well, which is supply chain which goes far beyond the factory because it's not located in any one factory, if anything, it's a system of many factories, and it's obviously the supplies of material flows into the factory. And the reason I'm asking you about this is in thinking about the future, which I'll ask you about in a second, a lot of people are sort of factory of the future, this and that. And there are visions about how this is going to change. But it strikes me that manufacturing is and has always been so much more than the factory. What are the components that you really worry about? So, humans, you worry about humans. And you worry about materials. And then you obviously have to worry about the physical infrastructures that are regulating these things. What else goes into it on the macro level? What is this book about, I guess? MICHEL: We're talking about supply chains as well because, as you mentioned, they're a very important part of manufacturing. And when you design a manufacturing system to make a product, you have to make decisions about your products, about components of your product, and what you make in-house, and what you buy from the outside. And there's a major difference between supply chain issues relating to customers, on one hand, the suppliers on the other. It's not just suppliers; it's both sides, incoming supply chain and the outgoing as well. One major difference with what happens in the factory is that you don't control what other people decide, what other organizations decide. So when you manage a supply chain, you have to manage a network of organizations that are independent businesses. How do you get this network of independent businesses to work with you, to cooperate with you, to make your manufacturing successful? That is a big challenge in supply chain management. Inside a factory, that's an environment you control. It's your organization. What management says is supposed to go; it doesn't always, but it's supposed to go. And you have a lot more control over what happens inside than over what happens in the supply chain. And how much control you have over what happens in the supply chain depends greatly on your size. For example, if you're a small customer of a special kind of alloy that only has one manufacturer in the world, you're a very small customer to a very large manufacturer, a metals company. You're not in a position of strength to get that supplier to work with you. If you're a car company making 10 million cars a year and you're dealing with a company that is making forgings for engine parts, you have a lot of control. You have a lot of influence. You represent a large part of their business. They can't afford to lose you. You can't afford to lose them. You can replace them if they don't perform. They can't afford to lose you. They might go out of business if they did. So it's a very different kind of position to be in. And so when you deal with that sort of thing, you have to think through, what is my position with respect to suppliers and customers? Where is it? Where's the driving influence? And it's not always...power in a supply chain is not always resident with the company that does the final assembly of consumer products. In electronics, for example, semiconductor manufacturers are much more key than people who assemble computers. TROND: I wanted to ask you a little bit about the trends and how these things are evolving in the next decade and beyond that. And one example you gave me earlier when we talked was pilots and jetliners because manufacturing in...well, the aviation industry is an example of an industry that, yes, it has an enormous amount of high tech. It's a very advanced science-based development that has produced air travel. But yet these pilots...and I experienced it this summer, a pilot strike stops everything. So the role of people changes as we move into more advanced manufacturing. But people don't always disappear. What do you see as the biggest challenge of manufacturing and the role of manufacturing in the emerging society? What is going to happen here? MICHEL: What I think is going to happen is that in many countries, the manufacturing sector will remain a large part of the economy, but as economies advance, it will have a shrinking share of the labor market. So it's a distant future, maybe like that of agriculture, where 2% of the population does the work necessary to feed everybody else. And manufacturing is now about 10% of GDP in the U.S., 20% in Germany and Japan, about 10% in England, France, Italy. In China, we don't really know because they don't separate manufacturing from industry. And industry is a broader category that includes mining, and it includes road construction, et cetera. They don't separate out manufacturing, but really, it's a big sector of the economy. And so it can remain a big sector, that's not a problem. But you have to think through a transition where the number of people that you employ doing this kind of work goes down, their level of qualifications go up, and the nature of the work they do evolves towards telling machines what to do and maintaining machines. So telling machines what to do can be programming machines when you develop processes, or it can be scheduling what work the machines do. TROND: Is that incidentally why you have gone into teaching in a kind of an academic setting or at least influencing curriculum in an academic setting so much that you see a role here in the future? Beyond what's happening in factories today, you're quite concerned about what might happen in factories ten years from now, 20 years from now when these students become, I guess, managers, right? Because that's what happens if you get education in management at a good school, reading your hopefully great textbook. It takes a little time because you trickle down and become a manager and a leader in industry. So I guess my question then is, what is it that you want these people to know ten years from now when they become leaders? What sort of manufacturing processes should they foster? It is something where humans still matter for sure, and machines will have a bigger part of it. But there's things we need to do differently, you think? MICHEL: The airline pilot metaphor, you know, you have this $300 million piece of equipment. And how much money you make from operating it depends on these two people who are in the pilot's cabin. You have to pay attention to the work of people. And in most factories, the work of people today is an afterthought. So you put in machines. You put in production lines without thinking how will people get from the entrance of the building to where they actually work? TROND: I was going to say it's a fascinating example you had with the airline industry in the sense that, I mean, honestly, even in the old industrial revolution, these machines were expensive, but I guess even more so. I don't know if you've done any research on this, but the amount of dollars invested per worker presumably has to go up in this future you are talking about here where we're increasingly monitoring machines, even these perhaps in the past viewed as low-skilled jobs or operator jobs. I mean, you are operating, maybe not airplanes, but you're operating industrial 3D printers that cost hundreds of thousands of dollars with presuming error rates that could be catastrophic, either for you, for the production line, or for the product you're making. MICHEL: Or photolithography machines that cost millions. TROND: Right. But then that begs the question for me, Michel, how on earth is it possible? If you are right about this that education has been somewhat neglected and skills has been neglected, how's that even explainable? If you are a responsible factory manager or executive of a large manufacturing firm, how could it have gotten...and I'm obviously paraphrasing here. I don't know if you think it's that bad. But how could it get this bad that you actually had to come out and say it's a massive problem? MICHEL: What happens is that you hear a lot about systems thinking, which, to me, it's pretty obvious there's more to a factory or more to a manufacturing system, to supply chain than the collection of its components; it's pretty obvious. And when you change the way a supplier delivers parts, it has an impact over what happens at the assembly workstations where these components are being used, for example. You have to think of the whole as a system. And you have to think about whenever you make any changes to it; you have to think through how these changes affect the whole. What's happening is that there has been a great deal of specialization of skills; I'm not talking about factory workers here. I'm talking about engineers and managers that have been put into silos where they run production control. They become production control manager in the factory. Their next career move is to become production control manager in the factory of a different company. TROND: So here's my open-ended question to you; you're sort of saying that industrial engineering, in one sense, needs to go back to its roots where it was. But the other side of the coin here is you're also talking about a world that's changing drastically. So my question is, the industrial engineer of the future, what kind of a person is this ideally, and what sort of skill sets and what sort of awareness does this person have? MICHEL: The skill sets that this person should have are both technical and managerial. It's management and technology considered together. So they may not be able to write code, or they may not be able to design how to cut a piece of metal, or how to tweak the electrical properties of a circuit, but they know the importance of these things. They've been exposed to them through their education and career. And they have an appreciation for what they are. So, for example, one particular task that has to be done in every manufacturing organization is technical data management. You have to manage the problem definition, the process definitions, which machines you use to do what, down to the process program that these machines run. All of this is data, technical data that has to be managed, put under revision control. And you'd expect someone with training in industrial engineering to understand the importance of revision control on this. If you change something to the cutting program of a milling machine, you may affect what happens elsewhere. You may affect the mechanical properties of the product and make it difficult to do a subsequent operation later. And that's why before you implement this change in production, you have to have a vetting process that results in revision management. So I would expect an industrial engineer to understand that. TROND: Well, you would expect an industrial engineer to understand that, but, I mean, some of the challenges that come from these observations that you're making here they impact all operators, not just engineers. And they certainly impact managers because they are about this whole system that you are explaining. So it sounds to me that you're mounting a pretty significant challenge to the future manufacturers, not just in skills development but in evolving the entire industrial system. Because if we're going to make this wonderful spacecraft, and solve the environmental crisis, and build these new, wonderful machines that everybody expects that are going to come churning out every decade, we certainly need an upskilled workforce, but we need a whole system that works differently, don't we? MICHEL: Yes. Can I give you a couple of examples? TROND: Yeah. MICHEL: One company outsourced the production of a particular component to a supplier then there were technical problems with actually producing this component with the supplier. So the customer company sent a couple of engineers to the supplier, and they found some problems with the drawing that had been provided to the supplier. And they made manual corrections to the drawings, the copies of the drawing in possession of the supplier. And it worked. It solved the immediate problem. But then, at the customer company, they didn't have the exact drawing. The only place with the exact drawings was at the suppliers. And a few years later, they wanted to terminate this supplier. TROND: Aha. MICHEL: You can see the situation. You want people to be able to understand that you just don't do that sort of thing. TROND: Right. So there are so many kinds of multiple dependencies that start to develop in a manufacturing production line, yeah. MICHEL: And then you find a company that's a subcontractor to the aircraft industry. And you find out they route parts through a process that has about 15 different operations. And the way they route these parts is they print a traveler that is 50 pages long, and it's on paper. And the measurements they make on the parts that they're required to make by their customer they actually record by hand on this paper. What's wrong with this picture? TROND: So yeah, multiple challenges here. MICHEL: Yes. TROND: Are you sensing that these things are fixable? Are you optimistic in terms of this awareness of all aspects of the systems changing both among managers and next-generation industrial engineers, and perhaps even among the operators themselves to realize they're getting a more and more central role in the production system? MICHEL: I won't try to prophesy what will happen to industry as a whole but what I'm confident about is that the companies that know how to address these problems will be dominant. Those are the sort of basic mistakes that really hurt you and hurt your competitive position. So there will be a selection over time that will eliminate people who do these kinds of mistakes. TROND: Michel, I don't want to put you on the spot here. And you have spent your career researching and tracking Toyota as an excellent, excellent manufacturer that has graciously taught other manufacturers a lot. And also, people have copied and tried to teach them Toyota methods, even if Toyota wasn't trying to teach everyone. Are there any other either individual companies or things that you would point to for the eager learner who is trying to stay on top of these things? I mean, so lean, obviously, and the Toyota Production System is still a reference point. But are there any other sources that in your career or as you're looking at the future where there is something to learn here? MICHEL: Oh yes. Toyota is a great source of information, but it's by far...it's not the only one. One of the key parts of Toyota's management system is Hoshin Planning. Hoshin Planning didn't come from Toyota; it came from Bridgestone tires. And so that's one case where a different company came up with a particular method. Honda is a remarkable company as well, so there are things to learn from Honda. HP was, under the leadership of its founders, a remarkable company. And they had their own way of doing things which they called The HP Way. Companies have recruited a lot of people...electronic companies have recruited a lot of people out of HP. And you feel when you meet the old timers who have experienced The HP Way, they feel nostalgia for it. And there were a lot of good things in The HP Way. They're worth learning about. So I also believe that it's worth learning about historical examples because history is still with us in a lot of ways. The Ford Model T plant of 100 years ago was a model for a lot of things at the time. It also had some pretty serious flaws, namely, its flexibility. And you still see people putting up the modern-day equivalent of a Model T plant with new products and new technology but without thinking about the need. That particular plant may have to be converted in the not-too-distant future into making a different product. So it's always worth looking at examples from 100 years ago, even today, not for the sake of history but because, in a lot of ways, history is still with us. TROND: Well, on that note, history is still with us; I thank you for this, Michel. And I shall remember to forget the right things, right? So history is still with us, but [laughs] you got to know what to remember and what to forget. Thank you so much. MICHEL: Culture is what remains once you've forgotten everything. TROND: [laughs] On that note, Michel, thank you so much for your time here and for sharing from your remarkable journey. Thank you. MICHEL: You're welcome. TROND: You have just listened to another episode of the Augmented Podcast with host Trond Arne Undheim. The topic was Lean Manufacturing. Our guest was Michel Baudin, author, and owner of The Takt Times Group. In this conversation, we talked about how industrial engineering equals the engineering of human work and why manufacturing and industrial engineering education needs to change because it has drifted away from industrial work. And indeed, we are looking at a future where manufacturing is not going away. My takeaway is that lean manufacturing might mean many things, but industrial work has largely been a consistent practice over several hundred years, which is not necessarily a bad thing. Having said that, if we want to go about improving it, we might want to stay pretty close to the workforce and not sit in statistics labs far removed from it. Efficiency is tied to work practices, and they cannot be optimized beyond what the workforce can handle or want to deal with. As we attempt to be lean, whatever we mean by that, we need to remember that work is a thoroughly human endeavor. Thanks for listening. If you liked the show, subscribe at augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. If you liked this episode, you might also like Episode 84 on The Evolution of Lean with Professor Torbjørn Netland from ETH Zürich. Hopefully, you'll find something awesome in these or in other episodes, and if so, do let us know by messaging us because we would love to share your thoughts with other listeners. The Augmented Podcast is created in association with Tulip, the frontline operation platform connecting people, machines, devices, and systems used in a production or logistics process in a physical location. Tulip is democratizing technology and empowering those closest to operations to solve problems. Tulip is also hiring, and you can find Tulip at tulip.co. Please share this show with colleagues who care about where industry and especially where industrial tech is heading. To find us on social media is easy; we are Augmented Pod on LinkedIn and Twitter and Augmented Podcast on Facebook and YouTube. Augmented — industrial conversations that matter. See you next time. Special Guest: Michel Baudin.

In this episode, we learn to count to 12...or wait...was it 9? Is that the same kid? Ugh. Whatever. Just get in the car already. We're late! This week we're bringing you another threeboot (patent pending) with Cheaper by the Dozen. Originally released in 1950, this movie tells the true story of efficiency experts Frank and Lillian Gilbreth and their 12 children. Then, somewhere between 1950 and 2022, Disney dropped just about everything (including three whole children) and delivered a disappointing reboot that really only shares a title with the original. Honestly. This would have made a whole lot more sense with a title of Yours Mine and Ours, but now we're just splitting hairs. Where were we? What? Steve Martin? Right, right. Poor middle child. We'll get to that. We promise. This podcast was produced by Andak Media. Andak is dedicated to helping creatives find community and support for their creative passions. You can find more info about Andak Media at andak.us. If you've enjoyed our content, you can offer support on Patreon at patreon.com/andak. We offer perks for all of our patrons, including excuslive podcast episodes, podcast episode polls, monthly AMAs, and exclusive patron-only merchandise.Support the showRebooted is produced by Andak Media, a community of creatives creating community. Your support helps us offset hosting and caffeine costs, to learn more and see our Patreon exclusive merchandise, visit our Patreon.You can find us online on our Facebook Group and Twitter (@PodcastRebooted).

Once upon a time... the first PhD in I/O Psyc was awarded at Brown University to Lillian Gilbreth - who wore almost as many hats as she had children, as an engineer, researcher, teacher, psychologist, consultant, mother, and then some. Let's Check-In! --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/biascheckin/message Support this podcast: https://anchor.fm/biascheckin/support

In this episode, we discuss three remarkable women in STEM: their lives and their accomplishments. These three women are Florence Nightingale, Edith Clarke, and Lillian Gilbreth. We hope you enjoy!

Eric and Daya are joined by writer and novelist Tom McCarthy, author of the contemporary classic, Remainder, as well as the novels C and Satin Island, both of which were shortlisted for the Man Booker Prize. He is also the author of a collection of essays, called Typewriters, Bombs, and Jellyfish as well as the literary study Tintin and the Secret of Literature. He is also 'General Secretary' of the 'semi-fictitious organisation', the International Necronautical Society (INS) which has exhibited art around the world. Tom McCarthy's latest book is called The Making of Incarnation, a novel which follows a hunt for a box that has gone missing from the archives of a time-and motion pioneer named Lillian Gilbreth. Gilbreth's studies in movement helped birth the era of mass observation and big data, but did she also discover the “perfect” movement, one that would “change everything”? Also, Natalie Diaz, author of Postcolnial Love Poem, returns to recommend poet Desiree C Bailey's What Noise Against the Cain.

Episode: 2686 The Story of Frank and Lillian Moller Gilbreth.  Today, cheaper by the dozen.

In this episode, host Scott W. Luton delves into the story of Dr. Lillian Gilbreth, whom many refer to as "the Mother of Modern Management" and "America's First Lady of Engineering". Scott shares how she defied the societal norms of the day to not only earn advanced degrees & respect - - but also impact industry & management philosophy in ways that few in history have ever done. Additional Links & Resources: Learn more about This Week in Business History: https://supplychainnow.com/program/business-history/ Subscribe to This Week in Business History and other Supply Chain Now programs: https://supplychainnow.com/subscribe This episode was hosted by Scott Luton. For additional information, please visit our dedicated show page at: https://supplychainnow.com/business-history-50. lH8AXctbxMrZjZuZTQ7w

Story time with Katie & Allie. Grab a glass and pour a drink. Let’s talk Belle Gunness and Lillian Gilbreth

In this week's episode, historian April Holm talks with co-hosts Nichols and Newman about Cheaper by the Dozen, a 1948 bestseller whose air of wholesome family fun has gradually shifted it into the children's literature category. Written by Frank Gilbreth Jr. and Ernestine Gilbreth Carey, it's a comedy memoir of being raised by Frank and Lillian Gilbreth, pioneering time-motion study experts who also had twelve children, whom they subjected to a regime of time-motion optimization. Historian April Holm (author of A Kingdom Divided: Evangelicals, Loyalty, and Sectionalism in the Civil War Era) considers the experience of rereading the book as an adult and finding jaw-droppingly dark overtones (animal torture and child exploitation, just to name two). What does the book—and other examples of the fun-despotic-dad genre, like Life With Father (1936) and Mr Blandings Builds His Dream House (1946)—have to tell us about the (somewhat rickety) construction of American nostalgia?

In this week's episode, historian April Holm talks with co-hosts Nichols and Newman about Cheaper by the Dozen, a 1948 bestseller whose air of wholesome family fun has gradually shifted it into the children's literature category. Written by Frank Gilbreth Jr. and Ernestine Gilbreth Carey, it's a comedy memoir of being raised by Frank and Lillian Gilbreth, pioneering time-motion study experts who also had twelve children, whom they subjected to a regime of time-motion optimization. Historian April Holm (author of A Kingdom Divided: Evangelicals, Loyalty, and Sectionalism in the Civil War Era) considers the experience of rereading the book as an adult and finding jaw-droppingly dark overtones (animal torture and child exploitation, just to name two). What does the book—and other examples of the fun-despotic-dad genre, like Life With Father (1936) and Mr Blandings Builds His Dream House (1946)—have to tell us about the (somewhat rickety) construction of American nostalgia?

For July 2020, we are featuring research from across Environmental and Ecological Engineering (known as EEE at Purdue) in three episodes.  This second episode hosted by John Sutherland, the Fehsenfeld Family Head of Environmental and Ecological Engineering and features an interview with EEE's Caitlin Proctor and Andrew Whelton about their NSF Rapid Response grant to study the water systems in buildings that were closed or shutdown during the COVID-19 pandemic. Dr. Caitlin Proctor is a Lillian Gilbreth postdoctoral fellow currently working with three advisors across four schools: Dr. John Howarter, Associate Professor of Materials Engineering and Environmental and Ecological Engineering, Dr. Andrew Whelton, Associate Professor of Civil Engineering and Environmental and Ecological Engineering, and Dr. Paul Robinson, Professor of Biomedical Engineering. She came to Purdue University after completing her Ph.D. in Life Sciences at the Swiss Federal Institute of Aquatic Science and Technology at Eidgenossische Technische Hochschule (ETH), Zurich, Switzerland. Andrew J Whelton, is an associate professor of Civil Engineering and Environmental and Ecological Engineering and his team investigates and solves problems that affect our natural and built environments. His expertise focusses on environmental chemistry and engineering, disasters, polymer science and engineering, water quality, infrastructure, and public health. For more information about Purdue's Plumbing Safety research visit:  plumbingsafety.org  Related News:  NY Times: After Coronavirus, Office Workers Might Face Unexpected Health Threats The Conversation: The coronavirus pandemic might make buildings sick, too Purdue News: Water quality could change in buildings closed down during COVID-19 pandemic, engineers say For more podcasts, visit the Purdue Engineering podcast website. 

Retour sur la famille très nombreuse de Franck et Lillian Gilbreth, deux ingénieurs américains férus de l'étude des mouvements et soucieux de proposer une alternative plus humaine au taylorisme.

Bienvenid@s un programa más. En esta ocasión, tenemos el estreno de Olga y Desiré que nos llevarán por los mares del mundo contándonos cosas muy interesantes sobre exploración oceanográfica. En este episodio nos hablan desde el buque Ángeles Alvariño en algún punto del Mediterráneo. Después vuelve África para hablarnos de Lillian Gilbreth, una psicóloga estadounidense, cuyos trabajos se desarrollaron principalmente en el área de ingeniería industrial. Hasta la próxima.

Episode 509 of “Cool Things Entrepreneurs Do” is co-produced in partnership with the Austin Technology Council, the largest tech industry organization in Central Texas. ATC empowers members by using insights, resources, and connections so their members can succeed and thrive. This conversation is with ATC member Jason Ragolli – People Analytics Consultant with Your6. In this episode Jason talks to Cool Things host, Thom Singer, about business, the Austin Tech scene, and the importance of working for a company that matters to the world. He shares his story and that of the company where he is proud to work. Founded on the goal of helping Veterans, YOUR6 has built a cloud-based system to enhance Talent Management performance and Organizational Effectiveness. The YOUR6 system is named Lillian, after Lillian Gilbreth, the mother of industrial/ organizational psychology. Lillian is a dual-purpose system designed to support both the Military and Non-Military Talent infrastructures. Lillian provides the user with ground-breaking insights into the Competency, Character and Chemistry of people by harnessing the power of Artificial Intelligence, Psychometric Assessments, and Machine Learning. The current version of Lillian contains a Hiring module and a Team Analysis module with other modules coming online over the coming months. Lillian is being used for the US Air Force to support career progression and to enhance training and development. Lillian’s Hiring module is being used with Veterans to provide the user with ground-breaking insights into the Competency, Character and Chemistry of Veterans by analyzing their DD-214s, resumes, and job requirements. Lillian is being used with several Non-Military entities to increase hiring accuracy, decrease hiring time, increase team performance, and to enhance 1-on-1 coaching (to name a few). About Jason Rigolli During his time as a People Analytics expert, Jason partners with organizations to align their Human Capital with their business priorities, fueled by business intelligence. Jason leverages data and analytics to drive value, improve performance, and increase competitive advantage. Throughout his career, Jason has leveraged his ability to navigate fast-paced, ambiguous environments, and focus on solutions. He has been accountable and results-focused with the ability to plan at the executive level and ensure precise execution. Jason is a dynamic leader who is excited to build not only the organization but also a team around him. He understands what it takes to attract, nurture and retain top talent. https://www.thomsinger.com/podcast/your6

In this episode we jump in to the Soft Skill of Work Ethic. I’ll cover what constitutes a good and poor work ethic, give some practical tips about how to instill work ethic in your kids and talk about some of my favorite people, including George Washington, Lillian Gilbreth and Frank Braun. Modern Hebrew  Biblical […] The post The Soft Skill of Work Ethic appeared first on Ultimate Homeschool Podcast Network.

In this episode of the Cold Star Project we dig into the fascinating lives of the Gilbreths. Together with Taylor they are the "parents" of scientific management and time & motion studies. If you're going to enhance your knowledge of operations improvement, ergonomics, and productivity, you need to know about Frank and Lillian Gilbreth.

Emlyn tells Emma about the lady engineer who inspired "Cheaper by the Dozen," Lillian Moller Gilbreth, and Emma tells Emlyn about self-medicating orangutans and the winner of the NSF Waterman Award!     Sources Main Story - Lillian Moller Gilbreth The Economist; Gurus; Frank and Lillian Gilbreth https://www.economist.com/node/12060343 The management theory of Frank and Lillian Gilbreth. https://www.business.com/articles/management-theory-of-frank-and-lillian-gilbreth/ Remembering the Contributions of Engineer Lillian Gilbreth. http://alltogether.swe.org/2017/08/remembering-contributions-engineer-lillian-gilbreth/ Feminist Voices, Profile: Lillian Gilbreth. https://www.feministvoices.com/lillian-gilbreth/ Lillian Moller Gilbreth Pressed for Inclusion. https://womensenews.org/2009/09/lillian-moller-gilbreth-pressed-inclusion/ Episode 59: Lillian Gilbreth. http://thehistorychicks.com/episode-59-lillian-gilbreth/ Pictures from Frank and Lillian Gilbreth papers, MSP 7, Box 114, Folder 6, Courtesy Archives and Special Collections, Purdue University Libraries Women who werk Orangutans use plant extracts to treat pain: https://www.scientificamerican.com/article/orangutans-use-plant-extracts-to-treat-pain1/ Kristina Olson wins NSF Waterman Award: https://www.washington.edu/news/2018/04/12/uws-kristina-olson-wins-nsf-waterman-award-for-studies-of-how-children-see-themselves-and-the-world/ Trivia (no sources this week)

Listen in on our first episode where we chat about perceptions of scientists, read about Lillian Gilbreth (a psychologist and industrial engineer) and interview Cordon about her experience, research and motivation as a Music Therapist. Enjoy! Remember to follow us on social media: Twitter: https://twitter.com/SuperwomenSci Facebook: https://www.facebook.com/SuperwomenSci/ Website: https://superwomeninscience.wordpress.com/ We will be posting a new episode every other Wednesday for #WomenInSciWed Thanks for listening! Shownotes: Suzanne B. Hanser's book: The New Music Therapist's Handbook https://books.google.ca/books/about/The_New_Music_Therapist_s_Handbook.html?id=sW4SAQAAQBAJ&redir_esc=y The statistic Cordon couldn't remember: "In 1999 28% of program directors were male compared to 13% of the general membership in US." American Music Therapy Association. (1999). AMTA member sourcebook. Silversprings, MD: Author The Canadian Music Therapy Trust Fund http://www.musictherapytrust.net/

Lillian Gilbreth inspired us. After talking about her life and accomplishments, we thought it was high time to introduce you to four more problem-solving women whose inventions we use every day: Josephine Cochrane, Melitta Bentz, Mary Phelps Jacobs and Hedy Lamarr.

Lillian Gilbreth should be remembered for any of her life accomplishments: psychologist, industrial engineer, author, inventor, and pioneer in the field of industrial psychology. From her collection of degrees to her equal partnership marriage to her work with Presidents and to the trailblazing example she set for us modern mothers...she should be remembered for a lot more than simply, "the mother on Cheaper by the Dozen". Let's do something about that.