Podcasts about Quality control

China Plus One: Strategies for Global Supply Chains with Jeff GoldsteinWelcome to another episode of the Asia Business Podcast. Today, we are joined by Co-Host Chris DeAngelis are privileged to welcome Jeff Goldstein, a friend of the show and an expert in supply chain management, sourcing, and contracting in Asia. As the founder and president of Onward Global, Jeff offers invaluable insights into the intricate dynamics of Asian supply chains.Introducing Jeff GoldsteinVisit Onward GlobalJeff Goldstein is a seasoned professional with 15 years of experience in China, overseeing supply chains and founding Onward Global—a consulting and contracting partner specializing in sourcing and supply chain management across Asia. His experience spans multiple countries, including Cambodia, India, Bangladesh, Vietnam, and Indonesia, which provides him with a unique perspective on the evolving landscape of global supply chains.The Impact of COVID-19 and TariffsIn today's episode, Jeff delves into the challenges posed by recent global events, such as COVID-19 lockdowns and increasing tariffs, which have magnified the importance of effective supply chain management. These disruptions have underscored the need for businesses to diversify their supply chains to mitigate risks associated with over-dependence on China.Exploring the China Plus One StrategyJeff highlights the significance of the "China Plus One" strategy, where businesses look to expand their manufacturing and supply chains beyond China to other countries. This approach not only helps in risk management but also in leveraging the varied advantages offered by different regions in Asia. However, Jeff warns that this strategy requires substantial time, resources, and a strong alignment within the company to be successful.Country-Specific Opportunities and ChallengesDrawing from his extensive travel and work across Asia, Jeff shares insights into the specific opportunities and challenges faced by businesses in different countries. For instance, while India presents exciting opportunities due to its raw materials and English-speaking workforce, it also poses challenges related to regulatory barriers and a long-standing focus on the domestic market.The Role of Chinese Factories in Southeast AsiaIn an interesting turn, Jeff uncovers the industrious nature of Chinese businesses that have succeeded in establishing operations in Southeast Asia. These businesses demonstrate remarkable agility and a capacity to set up fully operational factories in countries like Indonesia within just one year, highlighting the dynamic nature of the Asian manufacturing landscape.Overcoming Quality Control ChallengesJeff emphasizes the importance of quality assurance and its critical role in ensuring the success of supply chain operations. He explains how recent economic pressures have increased the risk of corner-cutting in Chinese factories, which reinforces the need for stringent quality control measures and robust contract management.Building a Resilient Supply ChainFor businesses looking to optimize their supply chains, Jeff advises adopting a holistic approach that encompasses risk management, quality assurance, and strategic diversification. He advocates for businesses to be proactive, invest in building local teams, and develop strong relationships with suppliers to ensure sustainable growth.Final Thoughts and Contact InformationFor businesses striving to navigate the complex world of Asian supply chains, Jeff Goldstein stands out as a knowledgeable guide. To learn more about how Jeff and his team at Onward Global can support your business, please visit onwardglobal.com or reach out directly via email at jeffrey@onwardglobal.com.We thank Jeff for sharing his expertise with us, shedding light on strategies that can help businesses thrive in today's challenging environment. Stay tuned for more episodes of the Asia Business Podcast, where we continue to bring insights from leaders who are shaping the future of business in Asia.Timestamps00:00 Introduction and Guest Welcome00:43 Jeff Goldstein's Journey in China01:22 Current Trends in Supply Chain Management02:57 China Plus One Strategy03:59 Challenges and Opportunities in Diversifying Supply Chains13:27 Quality Control and Assurance in Manufacturing24:48 Customs Inspections and Transshipment Risks25:40 Verification and Trust in Supplier Relationships26:16 Challenges of Shifting Supply Chains to Southeast Asia27:00 Impact of US-China Tariffs on Factories30:14 Legal and Ethical Considerations in Supply Chain Management31:28 Client Pain Points and Supply Chain Solutions37:07 Cultural Differences in Factory Management43:31 Podcast Wrap-Up and Contact Information ProducerJacob ThomasFollow UsLinkedInApple Podcasts

Let's be real—every shop says they make quality parts. But doing it consistently? That's a whole different game. In this episode of the MakingChips Machine Shop MBA series, we break down what it actually takes to build—and sustain—excellence in quality control. From quoting parts you can actually make, to in-process inspections, to how your shipping paperwork could delay your cash flow, this episode covers the full spectrum. We dive into real-world strategies for building quality into every step of the process—from the first RFQ to the final shipment. We talk about ownership, team structure, risk-based IPC strategies, final inspections, and how a simple $100 reward created a culture of accountability on the shop floor. Whether you're building your first quality system or tightening up an already dialed-in process, this conversation will challenge you to think beyond just tolerances and calipers. You'll hear how quality isn't just about measuring—it's about quoting smarter, communicating across departments, and building a shop culture where excellence is everyone's job. This episode is packed with sharp insights and real-world stories from three shop leaders who know what it takes to deliver consistent, swit-level quality. Segments (0:50) Get excited for Top Shops 2025! (1:14) Why listening to MakingChips is SWIT (2:40) Why quality starts in quoting—before a chip is ever made (4:36) Aligning your manufacturing plan with your quality plan (6:35) Why you should track which tool cuts which feature (7:23) Probing vs. offline inspection: finding the right balance (8:27) Should quality report to operations? (Organizational insights) (11:41) Why balloon drawings still matter—and the tools to make it easier (14:30) Incoming and outgoing inspections for outside processing (16:48) When (and why) to keep quality in-house (17:41) First articles, first parts, and final inspection clarity (20:18) Grow your top and bottom line with CLA (20:57) Should machines sit idle during inspection? Risk vs. throughput (22:47) Calibration musts: Why you can't trust dropped tools (24:08) Catching bad tolerances before they hit the floor (26:00) Deviation requests: When it's worth asking (27:00) Rotating inspection plans and in-process strategies (29:53) Building inspection frequency around quantity and value (30:35) Peer checks and the $100 bill that changed everything (32:05) What “final inspection” really means at Hill Manufacturing (36:02) When paperwork mistakes delay payment—and damage quality ratings (37:37) Systematizing delivery to meet each customer's expectations (39:16) The bottom line? Quality is everyone's job (40:21) 3 reasons to check out Buy the Numbers Resources mentioned on this episode Get excited for Top Shops 2025! Grow your top and bottom line with CLA High QA Lights Out Automation Trap Series Connect With MakingChips www.MakingChips.com On Facebook On LinkedIn On Instagram On Twitter On YouTube

How do you bring AI into your agency — without losing the personal touch that made you successful in the first place? Kirstin Dunn started Semple Property Group from her dining room table back in 2013. Since then, she's grown the business to over $54 million, all through strong relationships and exceptional service. Now, she's taking things to the next level — integrating AI tools across every part of her operation. In this episode, Kirstin shares how she's saving hundreds of hours for her team while still delivering the standout service her clients love. In this episode, you'll learn: How one AI tool helped save 17+ hours per week The moment Kirstin realised AI could transform her workflows How to spot the right workflows for automation Which AI tools are powering her business today Her team-friendly for easy adoption Why she uses a one-in, one-out rule for AI subscriptions How she trains her team to get the most out of each new tool Chapters: [FLIGHTCAST_CHAPTERS] Resources Mentioned: ChatGPT: https://openai.com/ Fyxer AI: https://www.fyxer.com/ Go List: https://www.golist.com.au/ RiTA: https://www.cotality.com/au/products/rita Connect with Kirstin Dunn LinkedIn: https://www.linkedin.com/in/kirstin-dunn-7a92a631/ Semple Property Group: https://www.semplepg.com.au/ Discover More From Elite Agent & Samantha McLean Join the Spark Community for Innovation in Real Estate: https://spark.eliteagent.com Sign up for The Brief for Daily Real Estate News: https://thebrief.eliteagent.com Explore AI Tools, Prompts and Workflows for Real Estate: https://aipoweredagents.com Connect with Elite Agent on Socials Instagram: @eliteagentmag Twitter/X: https://x.com/eliteagentmag LinkedIn: https://www.linkedin.com/company/eliteagentmag/ #PropertyManagement #RealEstateAustralia #PropTech #RealEstateInvesting #PropertyManagers Chapters 00:00:00 Introduction & AI in Business 00:00:33 Meet Kirsten Dunn 00:02:13 Early Adoption: Embracing AI & Overcoming Fears 00:04:49 AI Tools in Action: From Reviews to Inbox Management 00:08:46 Building an AI-Ready Team 00:10:49 Experimenting with AI Tools 00:12:53 Deep Dive: Using Go List & RiTA 00:18:30 Training, Quality Control & AI Ethics 00:23:02 Client Reactions & The Human Touch 00:26:31 Advice for AI Adoption in Real Estate 00:29:08 Final Reflections & Kirstin's Recommendation To Take Action

Molly Jacobson talks to Dr. Robert Silver, a veterinarian and expert in medicinal mushrooms, about their potential benefits for dogs with cancer. Learn how mushrooms like turkey tail, reishi, and lion's mane boost immunity, support overall health, and even complement conventional treatments like chemotherapy and surgery.  Key Topics Covered:  Overview of the fungal kingdom and its diverse species  The role of beta-glucans and terpenes in mushrooms' medicinal effects  Why turkey tail is a must-have for dogs with cancer  Insights into mushroom cultivation and quality control for supplements  How mushrooms like reishi and lion's mane support the immune system and cognition  Your Voice Matters!   If you have a question for our team, or if you want to share your own hopeful dog cancer story, we want to hear from you! Go to https://www.dogcancer.com/ask to submit your question or story, or call our Listener Line at +1 808-868-3200 to leave a question.   Related Videos:  https://www.youtube.com/watch?v=iAgObIOhEMg  https://www.youtube.com/watch?v=y-eGlk1KhUg   Related Links:  Our article on Medicinal Mushrooms: https://www.dogcancer.com/articles/supplements/medicinal-mushrooms-for-dogs/   American College of Veterinary Botanical Medicine: https://www.acvbm.org/  Real Mushrooms: https://www.realmushrooms.com/  The Medicinal Magic of Functional Mushrooms continuing education webinar for veterinarians and vet techs: https://ce.dvm360.com/courses/the-medicinal-magic-of-functional-mushrooms-yijn  Chapters:  00:00 Introduction  00:30 - The Fascinating World of Mushrooms  01:15 - Medicinal Mushrooms vs. Toxic Mushrooms  02:30 - How Mushrooms Modulate Immune Responses  04:00 - The Role of Turkey Tail in Cancer Support  06:00 - Mushroom Cultivation and Quality Control  07:30 - Mycelium: The Hidden Network Beneath Forests  10:00 - Why Cooking Mushrooms Is Essential for Medicinal Use  13:00 - Beta-Glucans: The Secret Immune Boosters  15:30 - The Personality of Mushrooms: Matching Mushrooms to Needs  18:00 - Reishi: The Mushroom of Immortality  19:30 - Lion's Mane: Brain Support and More  21:00 - Tips for Choosing High-Quality Mushroom Supplements  23:00 - Mushrooms in Veterinary Cancer Care  25:30 - Turkey Tail and Maitake for Specific Cancers  27:45 - The Potential of Mushrooms in Post-Treatment Strategies  30:00 - Conclusion: Hope and Healing Through Mushrooms    Get to know Dr. Robert Silver: https://www.dogcancer.com/people/robert-silver-dvm/   For more details, articles, podcast episodes, and quality education, go to the episode page: https://www.dogcancer.com/podcast/   Learn more about your ad choices. Visit megaphone.fm/adchoices

In the world of home decor manufacturing, quality isn't optional—it's everything. At Mondoro, we understand that a beautiful product means nothing if it doesn't arrive at the customer in perfect condition. That's why quality control isn't just part of our process—it's built into our DNA. Listen now as Anita, host of the #GlobalTradeGal podcast, dives into how Mondoro builds trust with global brands by focusing on consistent, reliable, and uncompromised product quality—click here to read more.#manufacturing #qualitycontrol #homefurnishings #asiansourcing #interiordesign #productdevelopment #ethicalmanufacturing #globalsupplychainSupport the show

On Episode #173 of the PricePlow Podcast, Mike and Ben dive deep into the world's most researched supplement with Mirko Holzmüller and Stefan Schweyer from Creapure, the premium creatine monohydrate brand manufactured by AlzChem in Germany. This comprehensive conversation explores everything from the unique German manufacturing process that delivers 99.99% purity to the expanding research showing creatine's benefits far beyond athletic performance. As creatine experiences a renaissance with growing interest from women, elderly populations, and health-conscious consumers, Mirko and Stefan provide insider insights into what sets Creapure apart from generic alternatives. From the coal-and-lime production process in Bavaria to the rigorous testing protocols that ensure every batch meets pharmaceutical-grade standards, this episode reveals why leading brands like Nutristat choose Creapure as their exclusive creatine source. The discussion covers optimal dosing strategies, debunks common myths about loading phases, and explores emerging research on post-viral fatigue, cognitive function, and healthy aging. Whether you're a supplement industry professional or someone curious about creatine's expanding applications, this conversation offers unprecedented access to the science and manufacturing expertise behind the world's most trusted creatine brand. https://blog.priceplow.com/podcast/creapure-173 Video: Inside Creapure - The Science of Premium Creatine Manufacturing https://www.youtube.com/watch?v=rJe2nesRtkw Detailed Show Notes: Creapure's Manufacturing Excellence and Scientific Leadership (0:00) – Introduction: Meeting the Creapure Team (5:00) – AlzChem's Foundation: More Than Just Creatine (10:00) – Creatine Fundamentals: Energy Currency for Body and Brain (15:00) – Personal Dosing Strategies: Beyond the Standard Five Grams (20:00) – Understanding Creatine's Unique Energy Profile (25:00) – Manufacturing Excellence: The German Advantage (30:00) – Purity Standards: 99.99% Excellence (35:00) – Quality Control and Contamination Prevention (40:00) – Market Trends and Consumer Education (45:00) – Research Partnerships and Scientific Leadership (50:00) – Creatine Forms and Research Evidence (55:00) – Practical Use and Dosing Strategies (60:00) – Product Forms and Delivery Methods (65:00) – Quality Assurance and Brand Protection (70:00) – Regulatory Compliance and Health Claims (75:00) – Future Directions and Consumer Access Where to Follow Creapure and Learn More Creapure Website: Creapure.com Instagram: @Creapure Email: info@creapure.com Mirko Holzmüller: LinkedIn Stefan Schweyer: LinkedIn Educational Resources: Creapure Manufacturing Process AlzChem Company Overview ... Read more on the PricePlow Blog

- Fundraising Effort for Texas Flood Victims (0:10) - Acknowledgment of Donors and Distribution Plans (3:24) - Addressing Donation Scammers and Personal Reflections (6:20) - Global Humanitarian Issues and US Foreign Policy (15:30) - Economic Policies and Tariffs (25:21) - BRICS Penalty and Global Trade Shifts (49:37) - The Role of Quality Control and Education (58:39) - The Future of the US Dollar and Global Trade (1:00:24) - The Impact of Medical Freedom and Big Pharma (1:12:16) - Interview with Dr. Peter Glidden on Naturopathic Medicine (1:22:41) - Supporting the Body's Healing Abilities (1:23:56) - Critique of Medical Insurance and Allopathic Medicine (1:28:36) - Challenges of Teaching Health and the Role of Media (1:31:34) - The Impact of Mineral Deficiencies and Modern Agriculture (1:37:17) - The Role of Naturopathic Medicine and the Medical Cartel (1:39:59) - The Impact of COVID-19 and the Role of Media (1:40:29) - The Importance of Health Education and Public Awareness (1:43:38) - The Role of AI in Health and the Future of Medicine (1:50:26) - The Role of Naturopathic Medicine in Health Recovery (1:53:00) - The Importance of Patient Responsibility and Self-Healing (2:00:48) For more updates, visit: http://www.brighteon.com/channel/hrreport NaturalNews videos would not be possible without you, as always we remain passionately dedicated to our mission of educating people all over the world on the subject of natural healing remedies and personal liberty (food freedom, medical freedom, the freedom of speech, etc.). Together, we're helping create a better world, with more honest food labeling, reduced chemical contamination, the avoidance of toxic heavy metals and vastly increased scientific transparency. ▶️ Every dollar you spend at the Health Ranger Store goes toward helping us achieve important science and content goals for humanity: https://www.healthrangerstore.com/ ▶️ Sign Up For Our Newsletter: https://www.naturalnews.com/Readerregistration.html ▶️ Brighteon: https://www.brighteon.com/channels/hrreport ▶️ Join Our Social Network: https://brighteon.social/@HealthRanger ▶️ Check In Stock Products at: https://PrepWithMike.com

I have no idea what Calder and Theresa said in this episode. Hopefully nothing defamatory? I'm gonna listen to it along with you.

Jeff Taylor, SCADA System Supervisor for the City of Riverside's regional water quality control plant, to understand his role, daily responsibilities, and career path. Jeff Taylor described his work as maintaining the automation system of the wastewater plant, which includes servers, PLCs, communication infrastructure, and various devices, with a 50/50 split between office and field work. He also shared insights on essential skills, a major system outage experience, continuous upskilling, leadership, and cybersecurity in the SCADA field. Give the show a listen and remember to thank your local Public Works Professionals. 

Ever clicked on a broken link and felt that pang of frustration, like biting into a cookie expecting chocolate chips and getting raisins instead? (Sorry, raisin fans!) Or did you spot a glaring typo on an otherwise awesome website and wonder if anyone else noticed? Your school's website visitors feel the same way. That's why quality checks on your school website are as essential as morning coffee on a Monday—trust us, you don't want to skip it!For more information or help with your school website, contact School Webmasters at 888.750.4556 or visit www.SchoolWebmasters.com and request a quote!

Thanks to our Partners, NAPA TRACS, and Today's Class Explore the concept of “active delivery” in automotive customer service, an intentional and consistent approach to communication that spans the entire customer journey, from the initial contact to the final vehicle handoff. The discussion highlights how thoughtful interactions can create a powerful and lasting impression, especially in the closing moments. Discover how clear communication, genuine rapport-building, and proactive expectation setting help cultivate trust and long-term loyalty. More than just completing a transaction, active delivery is positioned as a key driver of customer satisfaction, repeat business, and word-of-mouth referrals, making it essential for shops focused on sustainable success. Carlo Sabucco, Sil's Complete Auto Care Centre, Ontario, Carlo's previous episodes HERE. Dave Schedin, CompuTrek Automotive Management Systems. Dave's previous episodes HERE Show Notes: Watch Full Video Episode Introduction (00:00:00) The Importance of Active Delivery (00:02:31) Setting Relationship Expectations from the Start (00:04:10) Systematizing Customer Interactions (00:07:14) Building Rapport and Mirroring Customers (00:09:18) Consistency Across All Touchpoints (00:12:47) Managing Digital and In-Person Experiences (00:22:34) Using Tools to Support Consistency (00:25:25) Adding Human Touch to Digital Interactions (00:26:58) Explaining Value and Quality Control (00:28:07) Never End on the Dollar Amount (00:32:23) Training New Staff in Active Delivery (00:33:29) Evaluating and Developing Staff (00:35:05) Differentiating Your Shop & Consistent Messaging (00:36:50) Love, Grace, and Emotional...

TakeawaysQuality assurance is crucial in coffee roasting.Cupping is essential for coffee quality.You need to taste your own coffee.Cupping should be a priority in your business.Learn to cup, then cup to learn.Make cupping enjoyable and accessible.Invest in basic quality control tools.Cupping with peers enhances learning.Practice is key to improving your cupping skills.Production brewing can be more effective than cupping.   Visit and Explore Covoya! TAKE OUR LISTENER SURVEY

Dave delves into health influencer Brian Johnson's Blueprint brand to see how well this entrepreneur turned influencer business is performing on Amazon. We take a look at their revenue numbers, their quality control issues and overall brand strategy to see if influencer-led brands are actually killing it on Amazon or not.  Get mystery shopped for your brand and 2 competitors of your choice FOR FREE! Stord will provide a detailed report that outlines the specific areas you are out performing your competitors and where your competitors are outperforming you. Learn how your consumers truly experience your brand today! The Big Takeaway Brian Johnson's brand generated an annual revenue of approximately $4.5 million. Quality control issues have affected customer satisfaction according to recent reviews. Their average review rating for their top product is declining due to quality control issues. Pricing on Amazon is significantly lower than on the brand's website. Brian Johnson hasn't really been pushing the brands' presence in his socials. Blueprint's performance is not as impressive as their competitors. Timestamps 00:00 - Introduction to Brian Johnson and Blueprint 03:03 - Blueprint's Performance on Amazon 05:45 - Revenue Analysis and Keyword Analysis  08:58 - Quality Control Issues and Customer Feedback 11:48 - Brand Strategy and Pricing Dynamics 15:06 - Conclusion: The Future of Blueprint As always, if you have any questions or anything that you need help with, leave a comment down below if you're interested. Don't forget to leave us a review on iTunes if you enjoy our content. Thanks for listening! Until next time, happy selling!

Subscribe, like, and leave us a comment!Rhett, Zach and Addison discuss the Hate that exists for the big guitar brands and wether or not most boutique guitar brands are worth the price and hype. Check out our new site & merch https://www.dippedintone.com/Support us on Patreon https://www.patreon.com/dippedintoneFollow us on Instagram: https://instagram.com/dippedintoneDipped in Tone is:Rhett Shull https://www.rhettshull.com/Zach Broyles / Mythos Pedals https://mythospedals.com & https://highvoltageguitars.com/Edited by Addison! https://www.instagram.com/addisonsauvan/Chapter Markers:00:00 – Intro00:22 – Stillwater Adventures and Bike Racing03:02 – Zach's New Dog: Meet Pippin05:56 – Dipped in Tone Merch Launch09:31 – Top Jacks Suck? A Hot Take13:01 – Pedalboard Layout Opinions17:00 – Cable and Plug Preferences20:47 – Can Big Guitar Brands Ever Be Good Again?25:25 – Quality Control in Big Box Stores29:17 – Boutique vs. Big Brands: What's Worth It?34:00 – Boutique Builders and Business Realities41:50 – Factory Tours and the Magic of Mass Production46:04 – Are Modern Guitars Better Than Vintage?50:07 – PRS, Yamaha, Gretsch: Who's Doing It Best?54:55 – Small Builders Crushing It (Frank Brothers, Collings)57:30 – Listener Rig Rundown: Harrison T. Bow01:00:08 – Rhett's Premier Guitar Controversy01:01:00 – Final Thoughts

"E-commerce isn't complex." A bold statement – especially coming from the Vice President Marketplace at MediaMarktSaturn. But Christian Kollesch means it. In this episode, he explains what's behind it: the strategic repositioning of the MediaMarktSaturn marketplace, the expansion into new verticals like DIY and Baby & Kids, and the ambitious goal to become Europe's leading platform for refurbished electronics. He also shares how this transformation is being executed – with hands-on seller support, access to first-party data, and unique services such as Space-as-a-Service. Last but not least, he talks about the marketplace's international rollout, which is recently live in Belgium and Poland and will soon expand to Turkey and Hungary, all while tripling GMV within just one year. For more Information: https://faq.mediamarkt.de/app/answers/detail/a_id/17006/~/was-ist-der-mediamarkt-marketplace%3F Chapters00:00 Introduction to MediaMarkt's Marketplace Expansion05:50 The Shift in Marketplace Strategy10:06 Marketplace Growth and Performance Metrics14:00 Seller Dynamics and Quality Management17:01 Competitive Pricing and Seller Advantages21:19 Marketplace Strategy and Seller Support25:06 Expanding into New Vertical Categories28:24 Brand Integrity and Customer Expectations30:00 Onboarding Process for Sellers32:46 Quality Control and Seller Performance35:34 Vision for Refurbished Products Market

You were just trying to have a good time — celebrating Pride, vibing with your crew, and getting on with your fabulous business. But then she tried it. In this episode, you'll relive the highs of a wild Pride weekend and hear what really went down at the lounge when someone got bold.Because let's be clear: you never let a bitch play with you — not today, not during Pride, not ever.So plug in, pour up, and prepare to feel seen, heard, and ready to stand your ground.— Don't forget to subscribe, like, and give me my 10s in the comments! X: @LNwithSylvester

Got a story idea for Bloodworks 101? Send us a text message When something at a Blood Center needs maintenance, you can't just slap some duct tape on it and call it good — the FDA does not like that. That's where Cassy Alaire comes in. Cassy and the Quality Control team at Bloodworks ensure that all of our equipment meets the rigorous standards needed to collect blood for local patients. 

Today, we're diving into one of the most referenced startup strategy books of the last decade: The Cold Start Problem by Andrew Chen. This isn't just a theory-based discussion — we're unpacking the real frameworks that early-stage founders and growth-minded entrepreneurs need to understand to go from “just launched” to sustainable scale.From user acquisition to building community momentum, this episode gives you a roadmap to activate network effects, build retention-first business models, and avoid the trap of chasing growth without a foundation.Whether you're pre-launch, post-revenue, or somewhere in the messy middle — this is essential listening.Key Insights from the Episode:What Network Effects Actually Mean → Learn how to intentionally increase the value of your offer as more users join — and why growth isn't just a numbers game, it's a user behavior game.The Allele Effect & Community Safety → Explore why startups often fail because they don't hit critical mass early — and what you can do to create a feeling of safety, trust, and traction inside your user base.The Bandwagon Effect in Modern Acquisition → Social proof isn't just vanity — it's conversion fuel. We dig into how companies like Facebook and Slack leveraged the fear of missing out to drive exponential adoption.The Cold Start Framework for Staged Growth → From seeding your network to scaling your flywheel, we walk through Chen's five-stage growth map and how to apply it across different business models.The Flywheel Effect That Keeps Users Coming Back → Discover how compounding value — not just onboarding — creates long-term retention. (Spoiler: it's not about more features.)Curation & Quality Control in Communities → Learn why tighter access and stronger community standards can actually accelerate your growth — not slow it down.Retention Over Acquisition (Always) → We'll talk about the growth trap most founders fall into — and how focusing on lifetime value over top-of-funnel traffic changes everything.How to Future-Proof Your Growth Strategy for 2025 → It's not enough to grow fast. You have to grow right. We'll cover how to align product, people, and community for long-term success.Actionable Takeaways:Map your user experience from entry to loyalty — then ask: where are you losing people?Design your offers and onboarding around network activation, not just conversion.Start user curation now. Build for value and community — not just volume.Shift 30% of your time and content efforts toward retention. That's where scale happens.Invest in sales and messaging that speak to community and credibility.Resources Mentioned:

"We don't want this data to exist because if the owner knows it exists, they'll be all over us."This shocking confession from a contractor reveals the massive information gap plaguing the $2 trillion construction industry.In today's episode of Bricks & Bytes, we had Ardalan Khosrowpour, CEO of OnsiteIQ, and we got to learn about why contractors intentionally hide project data from owners, how 95% of construction projects don't even use their BIM models, and the brutal reality of 3% profit margins that force underbidding... and many more!Tune in to find out about:✅ Why the construction industry suffers from deliberate information asymmetry✅ How network effects can create monopolies in vertical markets✅ The stark difference between contractor mindset ($1.5M profit) vs owner mindset ($150M asset)✅ Why selling to capital allocators beats selling to contractors every timeListen now on Spotify to discover how one founder is revolutionizing construction oversight by working with owners instead of contractors.-------------------------Chapters00:00 Intro01:45 The Power of Network Effects in Real Estate04:47 Understanding the Construction Intelligence Platform07:38 Data Capture and Its Impact on Project Management10:40 Misalignment of Incentives in Construction13:46 The Role of Transparency in Construction Projects16:44 Challenges in Selling Technology to Owners19:52 Monitoring and Analyzing Construction Progress22:45 Quality Control and Data Comparison in Construction34:14 Building a Data-Driven Construction Model39:45 Challenges in Selling to Owners43:13 Outbound Sales Strategies and Market Dynamics48:59 Generating Demand Through Product Value54:25 Defensibility and Competition in the Market

Let's continue the Control Series! My first episode was "You Must Let Go of Your Control", where I shared a few major breakthroughs in my recent ability to let go and trust others. It was an important therapy session. I continued this recently with another breakthrough about your business is not you and viewing trust and control like a rope. Check out part 2 of the series called "The Trust Rope". This is the 3rd part that goes the complete opposite direction! Are you ready?I shared a Facebook post in early January that got a lot of comments and it wasn't because I did a good job. It was because I did a bad job and owned it. One of our largest customers dropped us. They accounted for 10% of our monthly revenue. It was painful. Their reason for dropping us was quality. Apparently, one of their bathrooms developed an orange film on the sink and our company left it there for weeks. There are so many angles I could take this. I could tell you about the onion principle, but I'll save that for another time. Instead, I want to take their reason at face value. They cancelled service because we didn't meet the quality specifications they required.In the first 2 episodes of this series, I honed in on breaking the control and perfectionism I had over me for years. It didn't bother me when I was a solo cleaner, but it reared its ugly head when we tried to grow a team. I had to change and I did! I gave some rope and then some more and then some more. I was checking the quality of each of our locations each month to maintain quality and keep our customers happy. But something happened that is scary. I got careless and allowed some buildings to go unchecked for more than a month because I had other things  I had to do. Somehow, I pulled a total one-eighty going from an obsessive need to check every building every time to not checking at all. This wasn't true for all of our buildings, but it was for this one. After getting fired, I realized that it had been 3 months since I inspected the quality. 3 months! I could have seen the orange film if I simply would have done 1 measly inspection. 45 minutes of my time could have prevented the loss of 10% of our income. This was a tough pill to swallow. I gave away all of the rope and it cost me.Let's talk about two words. Quality and control.  Quality is simply the level of performance or service that meets spec. It's not perfect, but it does meet expectations. That's quality. Control is the process or system of maintaining something. Put these two words together and you get a vital component of running a successful cleaning company. Quality control is the active feedback loop that maintains the expectations of the customer and keeps them happy. I used to be obsessive on QC, ensuring 100% compliance to every detail, every time. This was unscalable. In late 2022, I went to the other side where I nearly stopped all forms of QC, which is a slow death to any company. Here's the simple lesson. Don't operate on the extremes. Define quality in your organization. Train it. Inspect it. Maintain and work to exceed it. This will give you the balance to keep your rope light, burden-free, so your cleaning business can grow.I offer free coaching calls to listeners of this podcast. Do you struggle with quality control or perfectionism? Book a free coaching call on the Smart Cleaning School website at www.smartcleaningschool.com to talk about it! You can also check out the many free & paid resources available on the website as well. I look forward to helping you! 

Dr. Beckett delves into the recent hiatus and return of Hobby News Daily. He discusses the challenges and importance of consistent content creation, especially in the sports card industry. Dr. Beckett reflects on his own experience in publishing, provides feedback to Hobby News Daily, and touches upon various industry topics including controversies, quality control, and the secondary market. hobby media.   03:16 Controversies and Conspiracies in the Hobby 03:49 Challenges of Daily Media Production 10:43 Quality Control in Card Production 13:03 Pricing Strategies and Market Dynamics  

A photo that looks like the surface of the moon—but it's a warehouse slab. In this episode, Dr. Jon Belkowitz and Seth Tandett break down what went wrong, how these concrete disasters spiral into lawsuits, and why bad finishing techniques can cost $200 per square foot in repairs.Contractors, RMX suppliers, engineers, and specifiers—this is your crash course in concrete accountability, moisture failures, and job site reality.What You'll Learn in this episode:What can a flashlight reveal about a slab finish that traditional testing can't?How can a $5/sqft floor repair balloon into a $200/sqft lawsuit?Why are skilled finishers vanishing—and what's replacing them?What happens when the wrong concrete is used under vinyl tile?Who usually gets blamed (and pays) when slab issues surface after the pour?What role do insurance companies play when concrete jobs go sideways?Is petrography necessary before deciding to grind or rip out a slab?Why is concrete such a bad substrate for resilient flooring?When does grinding a floor become worse than ripping it out?What legal landmines are hidden in the flooring section of your specs?CHAPTERS:00:00 Exploring the Lunar Surface: A Unique Perspective02:51 Concrete Insights: Understanding Surface Finishing Techniques06:04 The Labor Crisis in Construction: A Growing Concern08:59 Accountability in Construction: Who's Responsible?12:01 Built-in Obsolescence: The Cycle of Repairs14:57 Insurance Claims and Legal Implications in Construction17:58 Cost Considerations: The Price of Remedial Work19:44 Understanding Liquidated Damages20:38 Quality Control in Construction23:08 Communication Between Contractors and GCs25:51 Addressing Concrete Issues Promptly27:41 Evaluating Repair Options30:34 Long-Term Implications of Concrete Repairs32:58 Image Analysis in Construction DiscussionsLISTEN NOW – Every concrete contractor, architect, engineer and ready-mix concrete producer needs to hear this one! Guest: Dr. Jon BelkowitzEmail: jon@intelligent-concrete.comCompany: Intelligent ConcreteWebsite: intelligent-concrete.com=============================Take Your Knowledge Further – Join Concrete Logic Academy!Gain exclusive access to expert video courses, live Q&A, and cutting-edge industry insights. Earn Professional Development Hours (PDHs) and elevate your expertise!Learn More: https://www.concretelogicacademy.comSupport the Podcast – Be Part of the Concrete Revolution!Donate: https://www.concretelogicpodcast.comBecome a producer & get recognized on our next episode!=============================Producer: Jodi TandettMusic by: Mike DuntonInstagram: @Mike_DuntonStay Connected & Watch More!Host: Seth TandettEmail: seth@concretelogicpodcast.comLinkedIn: https://www.linkedin.com/in/seth-tandett/YouTube Channel: https://www.youtube.com/@concretelogicpodcastPodcast Website: https://www.concretelogicpodcast.comLIKE, SUBSCRIBE, COMMENT & SHARE for more expert concrete insights!

Struggling with excess inventory? In this episode, we sit down with Melodie van der Baan, founder of Max Retail, to explore how boutique owners can turn unsold merchandise into serious revenue. Listen in as Melodie shares her journey from sales rep to tech entrepreneur and reveals how Max Retail helps over 2,000 retailers move past-season inventory through top third-party marketplaces like eBay and Poshmark—all while staying anonymous and skipping returns. If cash flow, profit margins, and smart inventory management are on your radar, this episode is for you! Resources: Melodie van der Baan: Instagram | YouTube | LinkedIn Max Retail: Website | LinkedIn Get Your Ticket To Boutique Summit 2025 Join The Boutique Hub   Ashley Alderson: Instagram   The Boutique Hub: Website | Facebook | Instagram | Pinterest | TikTok | YouTube 

Coy Limon of 3D Infotech explains the cutting-edge innovations that transform quality control inspection processes. From metrology automation to machine learning-driven defect detection, we will explore how these high-end technologies reshape manufacturing standards. One major trend? Augmented reality (AR) enhances inspection accuracy, and smarter defect detection, while automation is accelerating processes without sacrificing precision. But that's just the beginning. Here we break down the latest advancements driving efficiency, accuracy and Industry 4.0 integration in modern quality control processes.Watch the video podcast

Come join us at the Jensen Dental (https://jensendental.com/) booth during the FDLA Southern States Symposium & Expo (https://www.fdla.net/attendee-information) - June 13-14 at Signia by Hilton Orlando Bonnet Creek in Orlando, FL Register today at: FDLA.NET Dr. Andrew Turchin knew he wanted to be a dentist as soon as he shadowed one many years ago. After spending years in New York, he moved to Aspen, Colorado and opened his own practice where he created the Ageless Smile (https://andrewturchin.com/). To do this, he created a simple mathematical equation that works on almost every patient. Simple and always keeping the end in mind, he wanted to teach other doctors this method and opened Cosmetic Confidence Coaching (https://www.cosmeticcoaching.com/). He comes on to talk about how the formula works, working with in-office technicians, and how occlusion goes beyond just the teeth. Take it from Laura Prosser, the digital marketing manager for Ivoclar North America (https://www.ivoclar.com/en_us). She would like to invite you to start following them on Instagram. It's your chance to obtain exclusive updates on product announcements, industry news, upcoming educational events, and heartwarming stories about our local team and industry professionals. Let's get social together. Simply start following us on Instagram @Ivoclar.na (https://www.instagram.com/ivoclar.na/). We'll see you there. Special Guest: Dr. Andrew Turchin.

In this episode of Grow a Small Business, host Troy Trewin interviews Jaemin Frazer, founder of The Insecurity Project, He shares his 15-year journey of turning personal and professional setbacks into success. Starting in 2010, he scaled to 5 full-time equivalents and 30 contractors but faced a $250,000 debt when the model failed. By restructuring, Jaemin now works just 24 hours weekly with his wife, from anywhere in the world, generating impactful results globally. His approach treats personal insecurity as a solvable problem, supported by six books and his innovative coaching framework, empowering ambitious midlifers to eradicate self limiting beliefs so they can show up to life at their best where it matters most. Other Resources: Leverage: How to change the people you love for all the right reasons and get the relationships you deserve Unhindered: The seven essential practices for overcoming insecurity Elegantly simple solutions to complex people problems The Self-Permission Method: How to succeed at life without using self-discipline The One Minute Coach. 356 Thought-provoking insights to start your day 12 Coaching Conversations Every Disciple Must Have Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here.   Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice.   And a snapshot of the final five Grow A Small Business Questions: What do you think is the hardest thing in growing a small business? According to Jaemin Frazer, the hardest part is backing yourself. It requires resilience, resourcefulness, and staying true to your vision, even when faced with doubts or challenges. What's your favorite business book that has helped you the most? According to Jaemin Frazer, his favorite business book is "Key Person of Influence" by Daniel Priestley. He highlights its transformative impact on understanding business systems and structure. He also mentions other influential reads like "Awaken the Giant Within" by Tony Robbins and "The 4-Hour Workweek" by Tim Ferriss. Are there any great podcasts or online learning resources you'd recommend to help grow a small business? According to Jaemin Frazer, he highly recommends the Tim Ferriss podcast and the Key Person of Influence podcast by Glenn Carlson for professional development. What tool or resource would you recommend to grow a small business? According to Jaemin Frazer, ScoreApp is a powerful tool for growing a small business. This quiz-based lead generation platform effectively gathers data and engages prospects while converting leads more efficiently. What advice would you give yourself on day one of starting out in business? According to Jaemin Frazer, he would give no advice to his past self. He believes in the importance of learning from struggles without shortcuts, as those experiences add meaning and depth to the journey. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.     Quotable quotes from our special Grow A Small Business podcast guest: Success is a lifestyle built on purpose, not a race to exhaustion – Jaemin Frazer You can't build something meaningful without first backing yourself – Jaemin Frazer Insecurity is solvable, but it demands you confront what you've long avoided – Jaemin Frazer  

On March 28, 2024, at about 12:18 am, the American Mariner was traveling up the St. Marys River about 25 miles south of Sault Ste. Marie, Michigan, when a steering failure caused the bulk carrier to strike the Munuscong Channel Junction Light, a 31-foot-diameter cylindrical fixed concrete structure with a giant light on top. The vessel took on water, but the crew stabilized it using pumps, and none of the 18 aboard were injured. Still, the American Mariner sustained more than $800,000 in damage, and the light suffered an estimated $1.25 million in damage.

P.J. is joined by Rebecca Spinks our new client Relation Specialist and Quality Control where it's literally anything goes. What begins as an introductory conversation quickly turns into a comprehensive look into the Mandela Effect, the Marvel Cinematic Universe, Disney's intellectual properties, and so much more. It's jam packed with Nerdom. Great Law. Less Legal. Law Done Lite!

This episode is all about quality control in the local flower supply chain.  To share some insight on this topic, Katy Beene, market manager for the Seattle Wholesale Growers Market joins us. Founded in 2011, the Seattle Wholesale Growers Market is really a frontrunner in the local wholesale cooperative model that has inspired so many flower collectives like the Philadelphia Floral Guild.  With 18 growers, thousands of florist customers, and an annual sales volume topping 2.5 million, the SWGM is moving a lot of stems!  To help educate their growers and foster consistent quality across all their products, they compiled and published a Floral Standards book.  You can purchase that book here from SWGM or we have it for sale at the Philadelphia Floral Guild.  Right now there's lots of buzz in the industry about tariffs.  Florists may be wondering if they can really trust local growers to provide the quality and the volume they are used to with imports. We feel strongly that product from the Philadelphia Floral Guild is higher quality than most imports. And, as you'll hear in this conversation with Katy, local farmers are working hard to meet demand for more volume.  Local is growing and we are excited to serve you! -- This podcast is brought to you by the Philadelphia Floral Guild, a collective of flower farms in the mid-Atlantic region selling together to florist and other wholesale buyers. We help you elevate your design work and manifest a better tomorrow with locally-grown stems.  Visit philadelphiafloralguild.com to learn more and follow us on Instagram @phillyfloralguild for regular inspiration.  Sign up for our newsletter to stay up to date on what's in season, tips and tricks for design, and the latest episodes.  Not near Philadelphia but would like to source local flowers for your business?  Check out localflowers.org and rootedfarmers.com to find a flower farm near you.   What Can Locally Grown Stems Do For Your Floral Business? Less Shrink: Without the stress of a long ride in the global supply chain, our stems are superior in quality with much less breakage and far better hydration. Less Labor: Our growers do all the work of a studio assistant, stripping stems and making fresh cuts on stems that go directly into water and never leave a water source. This means you do not have to process anything! Less Trash: There are no boxes, packing paper, bubble wrap, box straps, plastic sleeves, and all the other usual trash that comes with a flower delivery from the traditional wholesaler. More Inspiration:  Designing with the seasons sparks creativity.  No two weeks are the same.  More Community:  Workign with local growers is a very personal connection.  You'll grow your community every time you buy local. 

Andrew Jones didn't set out to make wine. Instead, he spent decades planting vines for other people — some of the biggest names in California (e.g., Beckstoffer). But along the way, Andrew started stockpiling stories — and grapes — and what began as a side project turned into Field Recordings, a brand known for bending rules and bottling attitude.The brand has since been featured in Wine Enthusiast, on Vinepair, and in the New York Times, growing into one of the most talked-about labels in the country. In this episode, Andrew talks with Eli Brown and Jonathan Ellsworth about nursery hustle, breaking the rules, and why wine should be fun, not fussy. We also talk about boxed wine, baseball card philosophy, and Andrew fires off some of the sharpest wine one-liners we've ever heard.RELATED LINKS:Blister Craft CollectiveBecome a BLISTER+ MemberField Recordings WineryField Recordings InstagramTOPICS & TIMES:Intro to California Winemaking (2:26)From Football to Farming (4:44)Transition from Nursery to Winemaking (6:22)The Birth of Field Recordings (12:50)Terroir & Storytelling (14:12)Nurseries & Vines (22:21)Economics of Wine Pricing (26:07)Field Recordings: Quality & Accessibility (27:24)Finding Unique Properties for Winemaking (29:44)Making Wine Enjoyable for Everyone (42:12)Understanding Wine Pricing (47:31)Navigating the Wine Aisle: Tips for Beginners (48:11)Quality Control, Ingredients, & Additives (51:45)The Natural Wine Movement (58:27)Future Trends? (58:32)Andrew's Recommendations: New Varietals (1:04:35)“Topped-Up” Wines (1:14:31)SEE OUR OTHER PODCASTS:Blister CinematicBikes & Big IdeasGEAR:30Blister Podcast Hosted on Acast. See acast.com/privacy for more information.

The definition of connoisseur smoke often includes “indoor cultivation,” but what if we told you many of your favorite players have bagged up a particular brand's mixed light and sold it as indoor? You're about to find out why this was a blessing in disguise.Blackleaf sits down in the FSOTD studio with recurring guest and certified legend, Dave of Preferred Gardens, along with his core team, Alex, Mike, Blaine, and Nikki (also Dave's wife,) to discuss turning a legacy brand into a thriving MSO, winning the $60k Proper Doinks Z Challenge, raising kids and building a brand with your significant other, breeding in-house genetics, and the intricate and mythical nature of Preferred's methods for Quality Control.​David Polley founded Preferred Gardens in 2015 in Sacramento, California. The company is renowned for its mixed light growing methods, and cultivating over 260 unique strains, including Sherbanger, Lazer Gun, Znackz, and more. Initially prominent in the medical market, Preferred Gardens now operates in California, Florida, Arizona, and New York, with more new states coming online in the future. They're even dipping into international markets, as you'll hear Dave discuss on this episode.With over two decades of experience in the game, Dave will shed light on how crucial being a cultivator and lowkey breeder has been to his success as a brand owner, allowing him to fully understand quality control, as well as set up his same facilities in different states and be able to make minor adjustments and thrive. He'll also discuss how he and his team are the sole barrier of quality control in terms of what they'll put out, and how to develop relationships with retailers and partners where their word is bond and that trust is maintained.Aside from Dave and his constant game-dropping, the rest of his team that's in-studio shed tremendous light on how they're each able to make this global operation work without ever giving into the big investors and corporate hellscape structure. Hustling is an understatement when you get to hear from Preferred's sales and management team, Mike, Blaine, and Chris, as well as their resident mom and powerhouse accounting, programming, and back-of-house champ, Nikki.Again, bringing up quality control, Blackleaf rattles off tons of bubbling questions surrounding how they define a keeper, what Dave deems as the proper cure time, if white ash really matters and how they breed for it these days, how important unique genetics are in the legal game, how to establish trustworthy relationships with buyers, their internal voting system for picking fire cuts, how they've been able to keep crops A-1 with The Flowery in Florida, and if you really need to be a passionate smoker to run a top-tier flower brand.Find out more by visiting preferredgardens.com and check back on any of our previous episodes with Dave and Preferred Gardens to learn more about his journey and imminent rise to the top.Subscribe to our channel and the FSOTD.com site to keep up with other key players and enjoy conversations with trailblazers from the culture you can't find anywhere else. Hosted on Acast. See acast.com/privacy for more information.

Dr. Narda Robinson, a human doctor AND a veterinarian, discusses the history and medicinal applications of CBD and THC, particularly in veterinary medicine. Focusing on her pioneering work at Colorado State University, she shares insights into the challenges and benefits of researching cannabis for canine health.    Topics covered:   The endocannabinoid system  The differences between THC and CBD  Quality control issues  The broader implications of using cannabis derivatives for conditions like epilepsy and pain management in dogs.   The potential of integrating cannabinoids into veterinary practices   Common misconceptions and safety concerns  Your Voice Matters!   If you have a question for our team, or if you want to share your own hopeful dog cancer story, we want to hear from you! Go to https://www.dogcancer.com/ask to submit your question or story, or call our Listener Line at +1 808-868-3200 to leave a question.  Related Links:  Our CBD article: https://www.dogcancer.com/articles/supplements/cbd-for-dogs-with-cancer/  Check out our knowledgebase of supplements! https://www.dogcancer.com/supplements/   Chapters:  00:00 Introduction  00:21 Guest Introduction: Dr. Narda Robinson  00:30 The Rise of CBD in Veterinary Medicine  00:51 Early Research and Challenges  05:04 Quality Control and Safety Concerns  09:58 Understanding Cannabis and Its Components  19:41 The Endocannabinoid System  23:01 CBD vs. THC: Effects and Applications  31:52 Current Research and Future Directions  40:00 Conclusion and Final Thoughts    Get to know Dr. Narda Robinson: https://www.dogcancer.com/people/narda-g-robinson-do-dvm-ms-faama/   For more details, articles, podcast episodes, and quality education, go to the episode page: https://www.dogcancer.com/podcast/   Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of The Refresh, AdTechGod interviews Per Sandell, VP of Product at Spotify, discussing the launch of Spotify's ad exchange and its implications for advertisers and creators. They explore the importance of owning ad tech, the rise of generative AI in advertising, and how Spotify is building a strong user culture. The conversation also touches on quality control in advertising inventory and the shift towards performance advertising, highlighting Spotify's innovative approaches to meet the needs of advertisers. Takeaways Spotify launched its ad exchange to meet customer demand for programmatic buying. Owning ad tech allows for better control and relevance in advertising. Generative AI is rapidly being adopted in Spotify's advertising solutions. Spotify's user base is highly engaged and loyal, creating a unique advertising environment. Quality control in advertising inventory is crucial for maintaining advertiser trust. Spotify is transitioning towards performance advertising while maintaining brand focus. The emotional connection to music enhances advertising effectiveness. Spotify's logged-in user platform provides valuable data for advertisers. Innovative ad formats are being developed to enhance user engagement. Feedback from the industry is welcomed to improve Spotify's advertising solutions. Chapters 00:00 Introduction to The Refresh Podcast 01:30 Spotify's Programmatic Advertising Launch 04:58 The Importance of Owning Ad Tech 07:49 Generative AI in Advertising 09:34 Building a Strong User Culture 12:01 Quality Control in Advertising Inventory 15:08 Shifting Focus to Performance Advertising Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, Pat and Tevo discuss the recent market trends, emphasizing the importance of a long-term investment mindset. They explore the impact of tariffs on the stock market and the significance of rational thinking in investing. The conversation shifts to quick business updates, including the merger of UFC and WWE, Tesla's performance, Chick-fil-A's new menu item, and Airbnb's evolving business model. The hosts provide insights into the current state of various industries and the strategies companies are employing to adapt and grow. They also explore consumer perceptions of ghost kitchens and the future of this trend in the restaurant industry.Chapters00:00 Market Insights and Investor Mindset10:29 Quick Hitters: Business Updates and Trends24:10 The Airbnb vs. Uber Debate26:27 The Rise of Ghost Kitchens32:18 Quality Control in Ghost Kitchens40:20 Will Ghost Kitchens Survive?YouTube and Socialshttps://mtr.bio/sorry-were-closed-Pod

Hello to you listening in Chiclana de la Frontera, Spain!Coming to you from Whidbey Island, Washington this is Stories From Women Who Walk with 60 Seconds for Story Prompt Friday and your host, Diane Wyzga.Recently, I was told to stop using a script for my podcast. I was told to take off the training wheels. I was told to fly free. I said “No!” Ever wonder why top speakers and broadcasters often use scripts? It's not a crutch—it's a tool for excellence. 10 ways your script serves you:✓ Precision: Scripts ensure every word counts, especially in time-constrained formats.✓ Clarity: Writing helps organize thoughts, resulting in a more coherent message.✓ Concision: Scripting allows for editing, cutting fluff, and honing key points.✓ Consistency: Regular scripting develops a recognizable style and voice.✓ Preparation: Scripts reduce anxiety and boost confidence before recording or speaking.✓ Professionalism: Well-crafted words reflect dedication to your craft and audience.✓ Time Management: Scripts help maintain pacing and hit crucial points within time limits.✓ Flexibility: A good script serves as a guide, not a cage, allowing for natural delivery.✓ Quality Control: Writing enables review and refinement before going live.✓ Respect: Preparing thoroughly shows you value your listeners' time and attention.Story Prompt: A script isn't about reading robotically—it's about crafting your message with intention. The best speakers make their carefully prepared words sound spontaneous. How do you embrace your script, not as training wheels, but a launchpad for powerful communication? Write that story! You're always invited: “Come for the stories - stay for the magic!” Speaking of magic, would you subscribe and spread the word with a generous 5-star review and comment - it helps us all - and join us next time!Meanwhile, stop by my Quarter Moon Story Arts website to:✓ Check out Services I Offer✓ For a no-obligation conversation about your Origin Story & communication challenges, get in touch with me today✓ Stay current with Diane as “Wyzga on Words” on SubstackStories From Women Who Walk Production TeamPodcaster: Diane F Wyzga & Quarter Moon Story ArtsMusic: Mer's Waltz from Crossing the Waters by Steve Schuch & Night Heron Music

Why would any leader choose to take on a transformation that requires rethinking how they lead, how their organization functions, and how they learn? In this episode, we dive deeper with Cliff Norman and David Williams, co-authors of Quality as an Organizational Strategy, exploring Chapter 11: “Getting Started.” They share powerful stories, practical steps, and the deep-rooted challenges leaders face when shifting from conventional methods to building true learning organizations grounded in Dr. Deming's philosophy. This conversation highlights why improvement cannot be delegated, why leadership transformation is essential, and how to begin the journey—with clarity, commitment, and courage. TRANSCRIPT 0:00:02.1 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 we are going to continue our conversation with Dave Williams and Cliff Norman about their book Quality as an Organizational Strategy. I found this book fascinating because I think it's addressing something where there's been a bit of a hole and that is how do we think about the strategy of our business? And so we already had our conversation in a prior episode about the overview of the book, but today we're going to be talking about specifically, now this is kind of funny because we're going to be talking about the back of the book and that is chapter 11, getting started. Dave, why don't you take it away?   0:00:53.3 Dave Williams: Well, thanks, Andrew. Thanks for having us back on the Deming podcast. So, as you mentioned, part of the way that the book is laid out is that it describes kind of the foundations that are behind quality as an organizational strategy and begins sort of with an introduction that explains a good bit about how Dr. Deming had this provocation of a need for leaders to transform the way that they approach leading organizations. And part of that was to move not just from process based improvement projects, but to start to think about major systems in the organization and to pursue quality as the overall strategy and create a continuous improvement organization or learning organization. And so the book lays some of the foundation behind the science of improvement or behind profound knowledge that underpin the thinking, walks through quality as an organizational strategy, as a method of five interdependent activities. Then at the end it comes back full circle to say, well, this is great, now you've learned about these theories and methods. But a natural question for any leader would be, how do I get started? And one of the first things that we talk about in that section actually is about why leaders would want to do this transformation.   0:02:30.9 Dave Williams: And this actually came from a conversation that Lloyd and Cliff and I had in 2020 where we were talking about getting on this journey of building the book. And we all kind of recognized that this was really, really hard work. And we were curious or we, we didn't have a good answer of what was our theory about why somebody would deviate from the way in which they work today and embark on a transformational change of the way that they approach leadership, the way that they approach organizations. And actually I ended up going on a journey of interviewing a whole host of leaders who had been influenced by Deming, who had been involved in improvement in healthcare, folks like Dr. Berwick and Paul Batalden and Brent James. I interviewed some folks in the UK and other places, like John Seddon, and asked them, oh and I should Blaine Godfrey, who had been the lead of the Durand Institute, and I posed the question, what causes somebody to want to embark on this change? And many people actually had a hard time articulating it. But the answer that emerged, or actually Blaine Godfrey was the one that kind of framed it the best, I think, for us, was a number of things.   0:03:57.7 Dave Williams: Sometimes it's something like a book like this comes out and people read it and it's interesting and new. Sometimes it's an event happens, a patient safety event or a major accident or something of which causes people to have to change or do something different. Sometimes it's a discouragement with a desire that you know you could do better, but you don't have methods or know how to. So there were a host of things that we listed, and those are some of a sample of them that might invite somebody to say, the way that we're working today is not getting us to the level that we want to. And now we want to embark on something different. And we might look to something like quality as an organizational strategy as a method for us to transform the way that we're working and build on the shoulders of Deming's philosophy and the science of improvement and do it differently.   0:04:56.0 Andrew Stotz: And when I look at the book, you guys are bringing together a lot of different stuff. It's not just a Deming book. It's Deming is a part of this, and that's fascinating. One of the questions I have is when we look at, let's say, a business owner, a business leader is looking for answers, as you said, maybe it's an event, maybe it's a discouragement, maybe it's a feeling like we can do better. Maybe it's just being beaten by competitors. They come to a point where they start looking for answers and they find some fantastic books, authors, ideas, consultants, all this and I think about whether that's Peter Drucker or whether that's the Lean movement or whether that's, let's say Taguchi or something like that is the teachings that you guys are talking about - and I'm going to specifically ask about the teachings of Dr. Deming. Is it more or is it more difficult or less difficult to implement than other books or styles or methods that someone's going to come across?   0:06:08.7 Cliff Norman: I have to quote one of my colleagues here who probably knew about more about Deming than anybody in API or all of us combined, that's Ron Moen, who did, I think it was 88 seminars, four-day seminars with Dr. Deming. Dr. Deming once told him, he said, Ron, I believe you've been to more of these and I've been to. And it's kind of a joke. He had a great sense of humor. But you know, Ron told me the problem with Deming is he's asking us to change. And there's all sorts of things out there that require the management and the leadership, they really don't have to do anything different. And there are several things out there. In fact, Philip Crosby, one of the three gurus during when they launched, he was more the evangelical and had a way of talking to management so that they understood it, which that was his contribution to all that. But when Six Sigma came up and black belts and all that, and Crosby looked at him and says, that's not going to change the system. He said, all you're doing is killing a bear for management, killing a bear for management, and then you'll get a black belt.   0:07:19.9 Cliff Norman: You know, And I thought, wow that's pretty profound. Because the management at that point doesn't have to do anything, just have the black belt ceremony. There's absolutely no change on their part. Where Deming, as Ron says, he's kind of a pain. You've got to learn about variation, you got to learn about Shewhart charts. You've got to be able to put together a family of measures for your organization. You've got to understand your organization's system. You need to understand psychology, you need to understand theory of knowledge and how people learn how they change. And nothing else out there puts that on leaders. And so that was a question that Dave was lending back to. Why would somebody do this to themselves? You know, why would they take on this whole extra thing to learn and all the rest of it. And for the people that I know that have made that, that bridge, the pure joy that they get and the rewards they get from people who are learning and that they're leading and that they're changing and they're able to go to other organizations and repeat this and call them up and say, thank you so much for helping me learn how to be a real leader.   0:08:35.8 Cliff Norman: I mean, that's the reward in it. But it requires a real change on the part of the leader. And I don't know of anything else, Andrew, that actually requires that kind of in depth change. And there was one of our leaders, Joe Balthazar, he had Jane and I do four years in a row with his leadership team, teach them the science of improvement. The same curriculum, same leaders, four years in a row. And the second year I was doing it, I said, don't we need... No, no, Cliff, I want you to do exactly what you did last year. He said, it takes years for people to understand this. And I thought, wow, this is unbelievable. But on the fourth year, the VP of sales walked up to me and he says, I think I figured it out. And I thought, wow. And it does it literally... Because you've got to depart from where you've been and start thinking about how you're going to change and let go of what's made you successful up to this point. And that's hard, that's hard for anybody to do.   0:09:47.2 Cliff Norman: And anybody's been through that four day seminar knows when they crossed that path that all of a sudden they had to say, you know what I've been doing, I can see where I've been, the problem and not the solution. And that's tough for us. That really is tough. And Deming says you have to give up that guilt trip. And once you understand the theory of variation, once you understand systems, once you understand psychology and theory of knowledge, it's time then for you to move on and let go of the guilt. I hope that makes sense. But that's the difficulty in this.   0:10:17.6 Andrew Stotz: It reminds me of two, it made me think about two things. I mean, I was just a 24 year old guy when I attended the seminars that I did, and they weren't even four day. I think they were two-day ones at Quality Enhancement Seminars in, what was it, George Washington, I think. But the point that I remember, as just a young guy who I was, I pretty much admired all these business leaders. And then to see Dr. Deming really nail em to the wall and say it's about you changing. And whether he was saying that directly or whether that he was implying that through the Red Bead experiment or other things, it's about you shaping the system. That really blew me away because I had already read some books and I was pretty excited. And then it also made me think about, let's say there's a really good book, I would say Good to Great by Jim Collins that highlights some things that you can do to succeed and make your business better. And you can just buy that book and hand it to your management team and go, hey, implement what you learned from this book.   0:11:20.8 Andrew Stotz: Whereas with the Deming book, it's like there's just so much more to it. So I guess the answer to this is it is more takes time. There's more thinking going on. And I think that's part of the whole point of what your book does, is to help us map it out. So why don't we go through and think about this and kind of maybe step by step through what is the starting point and how do we go?   0:11:45.4 Cliff Norman: Andrew, I just got to add to what you just said there and go back to Joe Balthazar at Hallmark Building Supplies. He shared with me that, and he's the one that said I want you to do these four year seminars dedicated Deming's idea of Profound knowledge. And he said, Cliff, the day I made it, I knew I'd made it. Is my son Joey spilled his milk. He's about three years old. And he said, I started to do my normal leap across the table and he said I was about mid air. And I thought, oh my, this is what they do. This is part of their system. This is common. And I'm treating this like it's special. And that was so profound for him. And when, when you move beyond the Shewhart chart and you see events in your life around you relative to the theory of variation, common and special cause variation at a deep way like that, that's the kind of transformation you want to see in a leader. And Joe will tell you he's forever grateful for Deming and everything he's learned, and I think that's the reward. But people need to be willing to go on that journey, as Dave was saying.   0:12:53.0 Andrew Stotz: So Dave, why don't you walk us through a little bit of what you guys are teaching in that chapter.   0:13:00.3 Dave Williams: Sure. Well, one of the next steps obviously is if somebody, if a leadership team thinks that they want to go on this journey, there's some considerations they got to think about. As we've already sort of alluded to or touched on, this is a leadership responsibility and a leadership change. And so there's got to be will amongst the leadership team in order to say we want to work together and work hard to do this work. That this is not something that, similar to Cliff's example of say, having black belts, that we can just hand it off, somebody else will do it, and we can just keep going about our business and hope. It's important that leaders spend time recognizing and thinking about the fact that this is going to involve them doing work, doing effort, changing the way that they think, changing the way that they practice. And I like to say it's good hard work. I mean it's going to be something that's deeply rewarding. But it does require them to have that will. And with will then it's going to come time and energy, right? They've got to make the space, they've got to create regular routines and opportunities for them to learn just in terms of content, learn in terms of practice or application and learn in the process of doing the improvement work and doing the change to the way that they work in the organization.   0:14:38.0 Dave Williams: So there's going to be a need to build in that ability. And then a third thing is to ask whether you think this is something that you can do on your own or whether it might be useful to have help. And help may be an internal, a consultant, but likely not to promote consulting it but, but there's a good chance that you're going to need somebody that has both experience in improvement and helping people do results-driven improvement as well as somebody who has experience doing system wide change through a lens like QOS. And, and the advantage of that often is it it gives you as a leadership team to focus in on your job of thinking and looking and learning and allow somebody else to be an external intervener, somebody who comes in and creates some of the support, some of the context, some of the ways that can make it easier for you to step back and look at your organization in a different way. And so many times those are some of the things that should be considered as teams working through it. Cliff, what would you add or improve upon.   0:16:07.3 Cliff Norman: The idea of external help. Deming was pretty black and white about that. I was kind of surprised. I went back and read one of his quotes. He said, "I should mention also the costly fallacy held by many people in management that a consultant must know all about a process in order to work on it. All evidence is exactly the contrary. Competent men in every position, from top management to the humblest worker know all there is to know about their work except how to improve it. Help towards improvement can come only from outside knowledge." And I was reflecting on that today with Jane who's been involved in this for 40 plus years also. I said Jane, when he said that, I think it was accurate because at that time she and I were going to Duran seminars. There's only two books out there with methods. One was Ishikawa's book on Guide to Quality Control. And the other was Feigenbaum's book. And then of course you had Duran's book on The Quality Handbook, which was a nice doorstop. But there wasn't that much knowledge about improvement. And the worst part where Deming was really getting to was there's very few people you'd run into that actually under the Shewhart methods and charts and understand the difference between special and common cause variation.   0:17:27.0 Cliff Norman: And so you had to bring that kind of knowledge in from the outside. And frankly, we've had people go off the rails here. You know, Dr. Deming in the teaching of statistics has identified analytic studies which is focused on looking at data over time and trying to understand that and simple methods and approaches and then what he calls enumerative statistics, which is use of T tests, F tests and all the rest of it, which assumes that under the IDD principle that data is independent and identically distributed. Well, if you have any special causes in the data set, it blows up both of those assumptions and the use of those methods doesn't offer any help in prediction. And as Dr. Deming often said, prediction is the problem. And then go back to Shewhart. And Shewhart said, things in nature are inherently stable, but man-made processes are inherently unstable. So when Dave and I first do a Shewhart chart for a client, we don't expect for it to be stable. We expect for to have special causes. And as Dr. Deming said and also Dr. Juran, that when you get a stable system, that in and of itself is an achievement, that means nobody's messing around with the system anymore.   0:18:43.0 Cliff Norman: And you see this in the simplest things, like in an office, somebody will walk in and they think that their body is the standard for what the internal temperature should be for that room. So then they walk up and they start tampering with the thermostat. And by the end of the day everybody's irritated because we've had so many bodies up there with their standard. Moving the funnel on us here, and just leaving it alone would probably all be better off. But you have to learn that. And I think that's what Dr. Deming was saying, is that that kind of knowledge is going to come from the outside. Now the good news is is that since he wrote that in 1986, we've got a lot of people out there and some of them are in organizations that do understand the Shewhart methods and can understand the difference between common and special cause variation. They do understand the difference between a new and analytic studies and statistics and they can be of help. So the Deming Institute has a room full of these people show up, but they're at their gatherings annually. So we're a lot further along than we were in 1986.   0:19:45.2 Andrew Stotz: Yeah. So let's go through that for just a second. Some considerations you've talked about. You know that it's a leadership change. Right. And you gotta ask yourself, are we ready to work on this? And you know, this is not a hands-off thing. The second thing you talked about is time and energy. Are we ready to make the space for this? We have to have regular meetings. You know, we've gotta really... There's some work involved here. And then the third part you've talked about is outside help. And you mentioned about this story of Joe Balthazar and how he asked you to do the same topic over and over for four years. And imagine if he was telling his team, let's meet and try to implement some of this stuff on our own. Everybody dig into a book and then let's try. It would be very difficult to make that kind of progress compared to bringing an outside person. Which also brings me to the last thing that you said, Cliff, which was the idea that Dr. Deming had mentioned, that you need an outside person to truly change something. Everybody's got the expertise on the inside.   0:20:44.5 Cliff Norman: I appreciate you summarizing that because my job and working with Joe and leadership team, I was meeting with him every month. But what the four years that Jane and I spent were the next levels of his leadership. You know, it wasn't the leadership team. And I'm glad you brought that up because it was the very next level that he wanted exposed to this and the VP of sales that came in, he was new, so he had to be part of this group because he wasn't there originally. And so there was that ongoing... He wanted that next generation that was going to take over for him and the others to really understand this. So I'm glad you summarized that for me to help.   0:21:30.5 Andrew Stotz: Yeah. And I think one of the starting points too, I mean, the body of work, not just this book, but the other books that you guys have been involved in and produced provide a lot of the starting points for this. So there's a lot there. Dave, where do we go after these considerations? And the people say, okay, yeah, leadership says, we want to make this change. We're ready to make some time for it. We're willing to get outside support and help. Where do we go next.   0:21:57.7 Dave Williams: Right. Well, one thing that we typically invite a leadership team to do is to take kind of a self assessment of where they sort of see their baseline in relation to the methods and activities of QOS. So in chapter one of the book, there's actually a table that is 10 different categories. And then each leader takes it independently and they rate their level of agreement with different definitions from 0 to 10. 0 being this really isn't present, and 10 is, I'm very, very far along on this journey that in the book that's out now, there's a summarized table, it's on a page. But actually in the QOS field guide that we're working on publishing this year, there's a much more detailed version that we use in practice that has deeper definitions, but basically it works its way through purpose and leadership and systems thinking and measurement and all the things that are tied into QOS and what... And as I mentioned, we have each individual member of the leadership team take it independently and then we bring those scores together to learn together.   0:23:32.5 Dave Williams: And there's different ways in which you can display it. In the book, we show an example of a leadership team's scatter plot where it shows the rating and then it also shows the standard deviation amongst that exists between the leadership team. It's very, very common for leaders to not be in agreement in terms of their score in each of the different areas. You know what I said, It's a 0 to 10 scale. Typically, in my experience using the tool, people tend to be between a 2 and a 6 and hovering around a 2 or a 4. But it sort of looks like a buckshot or shotgun blast where there's a very... If you were to put dots where everybody scores, where there's variation that exists. And that's good because it's useful for the team to pause and think about why they assess the organization the way that they did. Looking at it through this new lens, where are the places that there's agreement and also where are the places that there's variation? And that helps them to be able to think about the fact that through this process, they're likely to both improve their assessment of the organization, but also increase their agreement about where they are and what they need to do to move forward and what they need to do to improve.   0:25:05.2 Dave Williams: And so that's a useful starting point, gets everybody kind of on the same page, and it's something that we can use at intervals as one of the ways to continually come back and evaluate progress towards the destination of pursuing quality as an organizational strategy.   0:25:23.7 Andrew Stotz: Yeah, I mean, I imagine that self assessment, it helps you too when you work with companies to be able to really understand, okay, here are starting point with this company is really, they just really don't know much about all of this stuff, whereas you'll have some other clients that basically, wow, okay, there's a lot of knowledge here about it, but how's the implementation and all that? So are we ready to change? Are we prepared to devote the time and energy? Are we going to get outside help? And where are we now? What's our starting point that's great to help us understand exactly how you step through it. What comes next?   0:26:03.5 Cliff Norman: Well, in that very first milestone, in that table, is it table three, Dave? Anyway, the very first milestone is to establish formal improvement efforts. And the reason for that is that unless people experience what it takes to develop, test and implement changes in the organizations, they really can't appreciate the structure that comes with quality as an organizational strategy. Because it's very difficult for many organizations to launch three or four improvement efforts and then bring them to fruition. And there's all sorts of stuff that happens. And then you find out very quickly whether you have managers or leaders, and organizations they've brought me in, they say, let's do some leadership training. I said, no, let's just do some improvement and then we'll find out if we have leaders or not. And one group, I won't mention who it was, but they had five people on their leadership team and they had to replace two of them because they found out they couldn't actually manage an improvement effort. And then the CEO was wondering how they actually manage their organization, which they weren't either. And so it's a rather, it's an important test in the front.   0:27:22.2 Cliff Norman: But as Dr. Juran says, it's real important to develop the habit of improvement. And if you don't know what that is, if you've never experienced it, then it's hard to say to people, gee, I need a purpose that aligns my improvement efforts. I need to understand my system so I know where those improvements are going on. I need to build an information system, get information from customers outside, people inside. I need to put together a strategic plan that actually makes improvements on purpose. That's a lot of work. And once you understand how complicated it can get in terms of just doing three or four improvement efforts and then all of a sudden you got a portfolio of 30 to do your strategic plan. Now that needs some structure, that needs some guidance and all the rest of it. But I'll just go back one step further. My own journey. I was sent by Halliburton at Otis Engineering to go see Dr. Deming 1982 in February. And coming back, I had an audience with the president of our organization, Purvis Thrash. And I went on and on about Dr. Deming. He said, Cliff, you know what I'd like to have? I said, what's up, Mr. Thrash?   0:28:27.5 Cliff Norman: He says, if you'll take this 50 million dollar raw material problem and solve this for me, I'll be a happy man and I'll give you all the quality you want. But go take care of that problem for me first and then come back to me and talk about Deming and Juran and anything else you want to talk about. So I put together four or five people and over about three months we solved his 50 million dollar raw material problem. And then he had a meeting of all executives and I was sitting with the managers in the back row and he called me to the front and he says, Cliff, will you sign this card right here? And I says, well Mr. Thrash, what is this? He says, well, I'm giving you authority to sign $50,000 anytime you need it to get all the quality we can stand here at Otis Engineering. One of the vice presidents said, well, I don't have that authority. He said, you didn't save me $50 million. You know, but once that happens, Andrew, once you do that, then you've got people that are willing to help you. And then once that takes place, I can't tell you how important, it allowed me then to bring in Lloyd Provost to help me.   0:29:36.2 Cliff Norman: And they weren't about to pay out money. They didn't like consultants, in fact, they were anti-consultant. But you saved us $50 million. I gave you $50,000. And Lloyd doesn't make that much. So get him in here, do whatever you need to go do. And I just think it's so critical that we have that demonstration project that people understand at the leadership level what we're talking about when we talk about design and redesign of the system.   0:30:00.0 Andrew Stotz: Yeah. I mean, I appreciate in the book you're talking about this concept. I'm not going to call it quick wins, but the idea is we need to get results. You know, this isn't just about talking about stuff so that's one thing that as you just illustrated, that's one point. The second thing you mentioned, is this person a leader or a manager? You know, and I think for the listeners or viewers out there, they're probably... When they heard you say that, they're probably thinking. Okay, wait a minute. Are my team managers or leaders? How do I know? What would you say? What differentiates the two?   0:30:37.2 Cliff Norman: I was fortunate to hang around Dr. Maccabee, as Deming did, and I asked Dr. Maccabee that question. He said, Cliff it's actually pretty easy. He said leaders have followers, and if you have followers, you can be anywhere in the organization, be a leader, but if you don't have followers, you're not a leader. You might be a manager with authority. You're not a leader.   0:31:02.7 Andrew Stotz: Can I ask a little bit more on that? So I'm thinking about my own business, which is a coffee factory, and I have people that are running the business, but I also have people that are running departments like the roasting department. And that area when they're overseeing this and they're doing a very good job and they're keeping things up and all that. How do I understand in a sense you could say, are they followers? Well, not really. They're people working for them and they have a good time and so do I view that person as not necessarily a leader, but more of a manager, or how do I look at it in my own company?   0:31:35.5 Cliff Norman: It could be a manager, which is essential to the organization. And that's another big difference. You see, the leader can't delegate their relationship with the people who are followers. You can't do that any more than a teacher can dedicate her class to a substitute teacher. Anybody that's ever watched that knows that chaos is getting ready to break out here because that teacher has a relationship with those students. She knows them all in a big way. And when the substitute comes in is game time in most classrooms and so forth, the managers have skills and things that they're applying and they can actually delegate those. Like when I was a foreman, I could have somebody come in and take over my department and I say assign all my people tomorrow. And they could do that. Now, in terms of the people that I was leading that saw me as a leader in that department, they didn't have that relationship.   0:32:30.2 Cliff Norman: But management or skills and necessary things to make the organization run like you're talking about, the coffee is not going to get out the door unless I have people with subject matter knowledge and competent managers to make sure that the T's are getting crossed, the I's dotted and the rest of it. But the leadership of the organization that has followers, that's a whole different person. And I think it's important. That could be anywhere in the organization. Like I had at Halliburton, I had a VP of engineering. Everybody went to him, everybody. He had 110 patents. You know, he built that system. He built the whole organization. So the CEO did not have the followers that the VP of engineering had. And it was well earned. It's always earned, too.   0:33:16.7 Andrew Stotz: Yeah. Okay, that's great. Leaders have followers. Leaders cannot delegate their authority. They have a different relationship.   0:33:24.0 Cliff Norman: They can't delegate the relationship.   0:33:25.8 Andrew Stotz: The relationship. Okay.   0:33:27.4 Cliff Norman: Yeah. Very important.   0:33:34.3 Andrew Stotz: So now let's go back to what, where we were. So we were saying some of the considerations. Are we ready to change? Are we prepared to devote the time and energy? Are we ready to get outside help and where are we now? And that self assessment that you talked about helps us to understand what's our starting point. I always tell a joke with my students about this when I talk about. I'd say, imagine you go to London and you're going to go visit your friend and you call your friend up, you say, I've arrived and I'm calling from a phone booth and just tell me how to get there. And the friend says, well, where are you? And you say, I'm not really sure. Well, do you see anything around you? Yeah, well, there's lots of buildings, but I don't really, you know. Well, do you see any names of any streets? No, I don't really see anything. But just tell me how to get there. There's something missing. If we don't know where we are, it's very difficult to get to where we're going. So now we understand where we are. We got that scatter plot that you guys have that you've talked about. Dave, where do we go next?   0:34:26.6 Dave Williams: Well, so Cliff already mentioned one of the fundamentals. And sometimes I think this is something that people struggle with because they want to jump into something new. But one of the best starting points is to focus in on improvement. And there's a number of different reasons for that. So one is that I don't know about you all, but in my experience, if I ask people, like, hey, I want to create some improvement projects and get started on improvement, I always tell people, like, if you remember the old Stephen Covey exercise where he put the rocks and the stones and the sand into a jar and poured water. And like you would do it in different orders. And I'm fascinated that people will stare at the big rocks or the things that are right in front of them, or the things that are on their agenda, or the things that are part of their strategy. And then they'll look to the side and grab some rare event or some extra thing that isn't related to that, but they've always wanted to work on. And where we try to focus people's attention is one, what are you already working on? Can you look through your and ask around, what are the things that are currently in play, projects that exist? And sometimes we won't ask, what improvement projects do you have? Because if you do that, you get a short list.   0:35:51.4 Dave Williams: Those are the things that people defined as an improvement effort, or maybe use some kind of framing to decide it was an improvement project. It may be better to in the beginning of the book, in the first chapter, we talk about different ways that you improve. And there's designing and redesigning a process. There's designing and redesigning a service or a product. There's changing a whole system. And so it can be useful to say, well, what are we doing in these areas? And that may actually create a bigger list of the various things where people are working on something that's about change to the system that may lend itself to be better activated through firing it up as an improvement project. And then, of course, there's a good chance that any organization, especially if they've done some kind of strategic planning, have some strategic objectives or some strategic priorities which they've committed to or already said, these are the things we're going to work on. So kind of crowdsourcing or bringing those together helps us to potentially find the early portfolio of projects without having to look much further, without having to say, what else do you want to work on.   0:37:07.0 Dave Williams: And then if we've got that, if we've got that list, a second thing that we can do is invite people to use the three questions of the model for improvement and reflect on can you answer these three questions? Do you know what you're trying to accomplish? Do you know how a change will result in improvement? Do you know what changes you'll make? What's your theory about how you'll get to improvement? And so having a list of the things that are already present or existing may be one first step. Another second step in the firing up a portfolio of improvement projects is asking the three questions for the model for improvement. And then a third one, if it's an active project is we have a project progress scale that you might use that can help you gauge. So I've got a project where is it on its journey towards achieving its aim or getting results? Those three can help us to sort of get a sense of the work that is at hand and that has already been sort of started in some fashion that is already in progress and maybe to get a sense of the level of definition and the progress that exists.   0:38:22.3 Dave Williams: They may not be the right projects, but that's a good place to start before trying to create new ones. And I'll hand it to you, Andrew.   0:38:30.4 Andrew Stotz: I find that interesting. Both the story that you told Cliff about fix my raw material problem and then, Dave, what you're talking about is as you talk in the book, focus first on improvement. What are we already working on? What's an improvement project we've got? What's a problem we've got? Because a lot of times, let's say in the teachings of Dr. Deming, it's like, no, get your mind right, read this stuff, read this, figure this out, think about this, go to a seminar, talk to other people before you do anything. I feel like that is oftentimes where people get caught is they get caught up in, I need a year to think about this. And can you explain a little bit more about why once we've done our self assessment and we're ready to go, that you focus on improvement rather than the thinking process?   0:39:21.7 Dave Williams: Well, because we want to... Well, one, we know that in order to get results or to get a different result than what we want, we got to change the system that we got. Right. So in order to do that, we've got to do improvement. The other thing is that there's already energy that's being expended here.   0:39:41.4 Andrew Stotz: That's a good point.   0:39:42.7 Dave Williams: The risk that often I find people run into is that they then add other projects that are not strategic into that bucket and take up more energy. I'll tell you an example. I was working with the health system here in the States and we crowdsource just the things that they were calling improvement projects. The health system had 25 active teams that were just the ones that were called out as improvement projects. When we looked at those 25 teams, the vast majority of them were not actually... They had been meeting for months and doing things for quite some time, but they actually weren't doing any changes and, or they've been testing changes for quite some time. So, now just this exercise alone by only asking, what improvement projects do you have? You realize you've got 25 teams that have been resourced or are spending energy or going to meetings or focused on something. They may not be the strategic thing that matters, but that's irrelevant right now. We just know that we already have invested some interest here. The second thing is these folks have been on this journey for quite some time and are not making progress.   0:41:01.7 Dave Williams: So that tells me something about maybe the way that they framed it. Did they charter it well? Did they have the right people in the room or the right team? Did they have the right tools and methods to be able to break down the problem and then figure out what to test and learn? So there may be some difficulty...   0:41:19.4 Andrew Stotz: Or did they even just dissipate their efforts across 25 projects too? Right in their resources, yeah.   0:41:26.1 Dave Williams: Yeah. Or there are overlaps? So there's a number of different factors. There's actually a paper that was published by a health system in the United Kingdom, and it was really interesting. They spent a lot of attention on generating will through training and getting people in the classroom and teaching them about improvement methods. And they fired up all this energy. They had a massive explosion of the number of projects that were started or where somebody went into their software. They had a software platform. Anybody could go and start a project. Well, something like 50% of those projects never actually got to PDSA testing where they changed anything. And then there were a slew of them that were stuck in PDSA testing but never saw any movement in their process measures or their outcome measures. And only a small number actually progressed in achieving their aim. And I asked the Chief Quality Officer about this, and and he admittedly said that it was very exciting that we we're generating will and getting things going, but that alone was only getting them to maybe some early design and some thinking, but they weren't getting them to results.                                                                         0:42:34.8 Dave Williams: And I said, well, what about the ones that were getting results? And he said, well, those are actually ones where we've got an improvement advisor who's got some skills and ability and improvement. There are things that are resourced, there are things that were prioritized. And man, when we did all those things, they moved from planning and organizing and thinking to testing changes and moving in a direction of goodness and getting at least results in their process measures, if not their outcome measures. And so in my mind, I was like, I appreciate you're trying to build this sort of culture, but it felt like a lot of burnt energy at the front end with all these teams getting into training and firing up their software and more energy might have been strategic in copying what was getting to results. And I think that's part of what we're trying to get to, is helping people learn. You've got if you don't have a method to figure out strategic projects, let's look at the ones you got. How are they going? Where are people at? And how effective is the capability that you have within your system right now? And the leaders want to be part of that, and they can learn within that to go, oh, wow, this is our current state.   0:43:47.2 Dave Williams: And so maybe we're going to agree to continue on with these projects. Maybe we're going to sunset some of them, but we're going to learn together about how do we get better at getting better, and how do we learn how to move projects forward and not to have them take two years. Let's try to get them down to four or six months, whether that's through scope or execution. But let's get better at getting better. And then as we're building... Developing the early activities of QOS, we'll eventually get to a point where we'll also be able to identify more strategic projects that are going to move us towards our aim or towards our purpose better. And this will help us as we're trying to build the capability to get there.   0:44:32.7 Cliff Norman: You know, Andrew, early on, when Dave went down this path, he said that we got to make sure that somebody's working on improvement. They're actually making changes. And Jane and I were working with a group, and the CEO said they've been meeting a long time. Could you down there and see what they're doing? Because nothing's happening. And we started looking through their agendas and they had everything well documented, and it was all about getting ready to get ready. And then they'd assign the dessert. Who's going to bring the dessert to the next meeting. And Jane looked at him and says this reminds me of something, Cliff. I said, what's that? Can I share my screen?   0:45:10.9 Andrew Stotz: Yeah. Yep, go ahead.   0:45:13.7 Cliff Norman: I may send this to. You may know about it, but this is Dr. Deming's Diary of a Cat. And everyday...   0:45:20.6 Andrew Stotz: It hasn't come up yet. Hold on one second. Hopefully you've got permission now.   0:45:28.6 Cliff Norman: Let me go back and check here.   0:45:33.9 Andrew Stotz: Okay. It looks like it's coming up. One second.   0:45:38.4 Cliff Norman: It said every day is today. There's no theory days of the week. But today I got up some food in a bowl, it was great. Slept some too. Play with yarn, got some food in a bowl, had a good nap, slept, food, yarn, fun. Play with a shoelace. There's a big change right there. Went from yarn to a shoelace. Some people call that a job shop. And ate, slept, had a good day, slept, ate some food, yarn, so forth. So, and the team meeting looked just like that. But there's really no changes going on relative to improvement. So Dr. Deming would often share this into four days seminar to make sure that we weren't involved in the Diary of the Cat, but we were actually doing something useful in terms of making changes in the organization.   0:46:24.4 Andrew Stotz: That's a great one. And it helps us to understand that we could be busy all day long and not improve anything.   0:46:31.8 Cliff Norman: You know, or actually confuse that with improvement. In fact, we have an operational API that my team, we were embarrassed in our first, wait a second, our first improvement guide we wrote. And Dr. Adamir Pente, who's a professor at the university in Brazil, he sent us a note and he said, I know you guys and he said you're real big on operational definitions, but you've written this book on improvement and nowhere have you, you've defined what you mean by improvement. And then he put together a three part definition that there's a design and redesign system, there's system measures and the change is sustainable and lasting and so we put that definition in the second edition. But I was confronted at a university, I won't mention which one it was, but they had 30 Keystone projects for a advanced degree program for nursing and they were convinced they were doing improvement. And when I had them apply that definition, they came up out of the thirty. They only could find two projects out of the 30 where they were actually designing and redesigning the system, which, that's the first thing Dave said are we designing and redesigning and making real changes? And people think just showing up and going through motions and all the rest of it is improvement. No, it means...   0:48:07.8 Dave Williams: Looks like we've lost...   0:48:11.9 Andrew Stotz: We lost you at the last, the last statement you just made. People are going through all this stuff and thinking that they're improving, but they're...   0:48:22.8 Cliff Norman: Yeah, it's showing up and going through motions and you know, having the meetings and making sure we assign who's bringing dessert. But we're not really designing and changing the system. We're not getting measurable changes of improvement. In other words, we haven't tracked the data over time and we can't say that the changes that we've made are going to in fact be sustainable because we haven't known what we've done to the system to deserve a sustainable change.   0:48:51.4 Andrew Stotz: By the way, what a buzzword these days, sustainability, sustainable and all that. And you just think do people really think about how we're building something that's really lasting and sustainable?   0:49:04.8 Cliff Norman: Well, we have a checklist and actually Jane designed it for the first edition and it literally lays out what changes did you make, which processes did you change, what's going to change in the documentation, whose role statements have been changed in the organization because of this change. And once all that's answered on that checklist, which is in the book, then we can... But we're pretty certain that we've created the structure to make it easy for people to do the right thing and hard to do the wrong thing. But unless that structure's changed, probably not much going to happen.   0:49:40.8 Andrew Stotz: Just for the sake of time, because I think we want to wrap up in just a bit. But there's so many stuff, so much stuff that we've been through. But I know there's even more in this chapter, but how would you start to bring this together for the person who is a leader, himself or herself, and they're listening to this and they're thinking, okay, I'm ready to make a change and I'm prepared to devote the time and energy because I see the outcome and I'm open to help, whether that's through the book and other books, whether that's through a consultant, whatever that is. And I can even do a self assessment to some extent and know where our level is, which is very low. We don't know much about this type of stuff and that type of thing. We talked about the first focus on improvement. How do they pull this all together and start moving on it?   0:50:35.0 Dave Williams: There's three things that follow the self assessment. The first one is this focus on doing improvement work and setting up a portfolio of projects. And we just kind of talked about many of the different methods that go into that. And like I said, sometimes that when you say that out loud, leaders don't initially get excited by it because they think they have it. But actually it's a powerful opportunity for you to learn about what's currently going on in the organization and about where this opportunity is to reduce a lot of the noise and a lot of the friction that's getting in the way from you getting to results. The second thing that often happens in parallel is that the leaders need to build a learning system where they're going to be able to learn together both about these projects and what these projects are telling them about their organization, about their culture, about their people, and about their capacity to get results, but also that they can start to be learning about the science of improvement and profound knowledge and the activities of QOS that are going to be part of what they're going to work on developing over the course of the first year or two.   0:51:50.6 Dave Williams: And so that typically is, that's making that space and energy. It's a blend of book learning and application and practical. Trying and looking at things within the organization. It's a very applied approach, but it's an ongoing piece of their discovery. And I often argue that this is a real opportunity for leadership because they're going to be able to see their organization in a way that they haven't seen it before. And when we talk about profound knowledge, they're going to gain this profound understanding and expertise about what they're charged with and what they own and what they want to change in a way that they haven't been able to have it before. And so it's a hard work, but rewarding work. And then third is that typically where the, where we invite people to start is to focus in on the first activity, which is to develop or establish or develop their purpose. When this work was initially framed, not everybody was as... Not everybody had a mission, vision and value statement or a purpose statement that wasn't as common, but today people do. But the difference here, and you'll see this in the chapter on purpose, is that organizations that are pursuing quality as an organizational strategy are organizations that are systems that are built to constantly be trying to match a need that exists out in the world.   0:53:34.7 Dave Williams: And so often a learning for people is to step back and have to reflect on, well, what is the need in which we are creating these products and services to match? And if we're creating these things to match the need, how do we understand what's important, what are the quality characteristics that matter? And then how do we define what our mission is in that context? And being able to say, here's why we exist and the need that we're trying to serve, and in what way? And how do we set a vision for where we want to get into the future and what are the tenants or the practical values that exist in our organization, that we want to define how we work together in terms of building in that way. And so purpose is a big focus. It's that clarity of the need, the clarity of the quality characteristics that it takes to match that need. Understanding what are the products and services that we have. I know that sounds a little trivial, but you'd be stunned how hard it is, especially in service organizations, for people to actually describe what it is that they do, what are the actual services.   0:54:54.3 Dave Williams: They might have the name of the service or the class or the whatever, but to actually say this is what we deliver, and then really think about how do I use this as our organization's sort of North Star, our aim, so that everything else that follows is going to be about building a system that produces the results that we want and produces the services that match that need. So going forward, that's going to be very, very important in instructing the direction and instructing the way in which we're going to work as a community of professional people together.   0:55:30.8 Andrew Stotz: So after self assessment, we're talking about focusing on improvement. We're talking about building a learning system, and we're talking about revisiting or establishing or developing our purpose?   0:55:43.3 Cliff Norman: Yeah, I'll just add to what you just said there, Andrew. There's three basic things that have to happen when we start working. Number one is create the habit of improvement. Start improvement right away. Second thing, Dave just went through some detail on building a system of improvement. And Dave called that a learning system, which I thought was interesting because that's what Dr. Maccabee called it when he saw the five activities. Said, these are really methods for building a learning organization. And he said, I've never really seen them before, but this is what will come out of this, which is the essence of what you want. You want people continually learning, as Dr. Deming said, so they can continually improve. But the third thing that has to happen is we have to develop internal capability for them to carry this on, because we're not going to be around with them. We've never advertised. We don't advertise for clients, and we only get word of mouth. And we're only in there to do those three things, get them started on the habit of improvement, start building the system improvement so they can take it over.   0:56:43.4 Cliff Norman: And the third thing, start developing internal capability so they can continue it on into the future. So those three things basically take off on day one. And depending on the organization, I think this is critical. Dave, you asked this question the other day, if the context is such they've got things in front of them are so bad and so challenging that they just need to work on improvement. That's where we're going to be focused. But now if they can chew gum and walk at the same time, we're going to start building the system of improvement. And the first people I want on those initial teams, I want people on there who are going to be future improvement advisors. And more importantly, they perceive them as future leaders in the organization. I don't want a cadre of a whole bunch of improvement advisors. I want leaders in the future who actually understand the science of improvement, understand these methods, so when they go to the next department, the next organization, they can carry this on. So those three things start improving, start building a system of improvement. And the third thing, start developing internal capability. Those have got to take off almost simultaneously, depending on the situation, of course.   0:57:49.8 Andrew Stotz: Well, on that note, that's quite a discussion. I'm so happy that we can have this to go in a little bit deeper into the work that you guys have done. Again, the book is Quality As an Organizational Strategy. I got mine on Amazon and it sent it to me. But I wonder if you have any last words that you'd like to share about what we've talked about today in relation to getting started.   0:58:18.3 Cliff Norman: So, Dave, why don't you talk a little bit about. Because I think this is critical. We've just finished Andrew, the book that's going to be for the people who actually have to build this system. So Dave, just say a few things about that if you would, because you.   0:58:32.0 Dave Williams: About the field guide?   0:58:33.8 Cliff Norman: Yeah.   0:58:35.5 Dave Williams: Yeah. Well, so when this body of work was first created, there was the content of which you see in this book. And then there were also a lot of exercises and methods and applications and examples that existed as well. And it was a pretty thick binder. We have created two volumes. One, the book that you have, which is the description of the theory and the method and gives you some of the tools. And we're now in the process of pulling together what we call the QOS Field Guide, which is a guide that is supporting people that are going down this journey. It follows the same structure as the book, with the exception of the, the Getting started chapter that we had at the end is now at the beginning. And it walks through in great detail various ways in which you leaders and practitioners can approach getting started and building the capacity and then working through each of the activities. And it's equal in size, I mean, it's about the same thickness. But what we tried to do is to give people really pragmatic things to do.   1:00:01.1 Dave Williams: So there are exercises where people are simulating an idea or a concept or a particular piece. There are what we call QOS applications, which are where you're actually taking the theory or the method and applying it to your own organization. There are case studies and things that have been built that might allow you to practice. There's wonderful examples of just about everything from all, from people that we have worked with over the years across multiple different fields, from my background in emergency services and healthcare to education to manufacturing to elevator companies, all kinds of great stuff. And so that will be helpful as people are trying to think about pursuing this journey and working through that first phase of developing QOS and moving into using it. And we're in the stages of having it done to be available later this year.   1:01:08.6 Andrew Stotz: Exciting.   1:01:09.2 Cliff Norman: We've tried to make it useful, Andrew, that the people have to stay overnight with the management and actually get something done and build it without being run off. That everything is there for them to make sure that they make it successfully. That's the thing we kept in mind as we kept writing this second volume.   1:01:25.2 Andrew Stotz: Yeah, I mean, I would say my experience with your guys's writing is that it's applicable.   1:01:34.1 Dave Williams: Well, Andrew, one thing I was going to add on you mentioned a lot of different examples. There are a lot of books in which people tell you a theory, but they don't tell you how to do it. Or they tell you about their own experience, but they don't actually convey the theory. The Quality as an Organizational Strategy book is laying out the theory and the methods of this approach built on the foundations of the science of improvement and profound knowledge and the Deming philosophy. The QOS Field Guide adds to that by giving you the methods and the tools and the things. It doesn't mean that that by itself you can't just go through like it's some kind of self guided tour and all of a sudden magic happens. There's a lot of work and learning and things that have to go into going through that process. But between these two volumes, a leadership team has the tools and methods that put them in position to be able to make this journey.   1:02:41.4 Andrew Stotz: Right. Well, let's wrap it up there. On behalf of everyone, I appreciate Dave and Cliff. All that you're doing and you're sharing with us and taking the time to do that. So from everyone at the Deming Institute, I want to thank you again for joining this and bringing your discussion on these topics. And for listeners, remember to go to deming.org to continue your journey. And you can find this book, Quality as an Organizational Strategy at Amazon and other booksellers. Are there even booksellers these days? I don't even know. They're mainly online these days. So this is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming, which is "people are entitled to joy in work."  

The quality of your product matters. Some might get the idea that if only we are kind and hospitable then all will be forgiven or overlooked when it comes to quality fumbles. Actually, quality and the delivery of excellence in the product is part of how you show kindness and hospitality. Therefore how we approach it must be with a mindset that starts with the customer and ends with a structure of applied standards that respects the person, the coffee, and ourselves. Today we will be talking about some principles you tips you can apply in your cafe that will help improve the quality and consistency of your product as well as the skills and confidence of your staff.  Related episodes:  406 : Five Ways to Immediately Improve Your Coffee Quality RoR #2: Exploring Quality Control w/ Spencer Turer of Coffee Enterprises 030 : Casey Underkofler : Matching Your Service to Your Quality : How to Manage and Control the critical details of service so both the experience and product are excellent   INTERESTED IN 1:1 CONSULTING AND COACHING? If you are a cafe owner and want to work one on one with me to bring your shop to its next level and help bring you joy and freedom in the process then email  chris@keystothshop.com of book a free call now:  https://calendly.com/chrisdeferio/30min  Want a beautiful coffee shop? All your hard surface, stone, Tile and brick needs!  www.arto.com Visit @artobrick The world loves plant based beverages and baristas love the Barista Series!  www.pacificfoodservice.com

#92. We're kicking off Season 3 of The meez Podcast with an inspiring conversation about resilience, reinvention, and really good ice cream. In this episode, Josh sits down with Jackie Cuscuna and Brian Smith, the founders of Ample Hills Creamery. Jackie and Brian share candid insights on what it takes to start over in the food industry, the lessons they've learned about business and creativity, and how they're keeping the magic of Ample Hills alive. They reflect on the highs and lows of entrepreneurship, from expansion struggles to the realities of bankruptcy. The pair also explores the importance of quality control, strategic partnerships, and storytelling in branding. Plus, offer insights into developing new food concepts and their unexpected pivot from ice cream to chicken wings.Whether you're an entrepreneur, or just someone who appreciates a great comeback story, this is one episode you don't want to miss.Links and Resources:Visit meez: https://www.getmeez.comFollow meez on Instagram: https://www.instagram.com/getmeezVisit the Ample Hills Creamery Website: https://amplehills.com/homeChapters:00:00 The Ice Cream Dream Begins03:05 Crafting the Perfect Ice Cream05:59 The Art of Flavor Creation08:57 Behind the Scenes of Ample Hills11:59 Innovations in Ice Cream Making14:56 The Business of Ice Cream17:53 Lessons Learned and Future Plans22:52 Quality Control and Consistency in Ice Cream Production24:23 The Journey from Neighborhood Shop to Scaling Up26:28 The Role of Partnerships and Opportunities in Growth28:44 The Impact of Disney and Celebrity Endorsements33:20 The Rise and Fall: Navigating Success and Bankruptcy42:04 Reinventing the Brand: From Ice Cream to Chicken46:52 Creative Ideation: The Process Behind New Concepts

In this episode, the hosts engage in a lively discussion with guest Kali aka "Hey! That's My UPS Guy!", a UPS driver and social media personality. They explore the significance of branding in the delivery industry, the nuances of content creation, and the impact of humor and parody on audience engagement. The conversation also touches on the culture within UPS, personal anecdotes, and reflections on the future of delivery services amidst automation. In this conversation, the speakers share personal stories that revolve around nostalgia for their first cars, traumatic experiences that shaped their lives, and the importance of empathy and support in their community. They discuss how these experiences have led them to find purpose and meaning in their lives, culminating in a journey into content creation as a way to express themselves and connect with others. www.patreon.com/aitdpod "Hey! That's My UPS Guy!" Profile Chapters 00:00 Introduction and Guest Introduction 02:59 The Power of Social Media and Branding 06:04 Navigating Content Creation and Company Policies 08:57 The Impact of Humor and Parody in Delivery 12:11 UPS Culture and Community 15:01 Reflections on Personal Experiences and Music 17:59 The Future of Delivery Services and Automation 23:57 Nostalgic Car Memories 26:01 Traumatic Experiences and Their Impact 30:59 Finding Purpose After Trauma 43:59 The Importance of Empathy and Support 47:14 The Journey into Content Creation 49:52 Exploring Content Creation and Social Media Dynamics 52:11 Navigating Online Interactions and Comments 54:50 Safety Concerns in the Workplace 57:54 Corporate Culture and Employee Well-being 01:01:23 Heat and Cold Tolerance in the Workplace 01:04:50 Safety Protocols and Personal Protection 01:08:04 Community and Solidarity Among Drivers 01:12:41 The UPS Experience and Company Culture 01:15:48 Future Aspirations and Content Creation Goals 01:16:18 Audience Engagement and Expectations 01:17:51 Exploring Podcasting Opportunities 01:18:44 Highlighting Other Influencers 01:20:13 Comment Section Dynamics 01:22:24 Union Discussions and Controversies 01:24:42 Corporate Challenges and Union Support 01:26:40 Automation and Future of Work 01:30:25 Quality Control and Package Handling 01:34:14 Balancing Work and Personal Life THE OPINIONS EXPRESSED OR VIEWS EXPRESSED ON THIS PODCAST ARE THOSE OF THE HOSTS AND GUESTS AND DO NOT NECESSARILY REFLECT ANY DELIVERY COMPANY

The Top 10 Benefits of Regenerative Soil Microscopy 1. You can see & evaluate Arbuscular Mycorrhizal Fungi (AMF) on roots, in inoculants, and the lifecycle & inoculation rate. 2. You can evaluate the members and cycling potential of the Soil Food Web 3. You can evaluate Root Hairs and verify and evaluate Rhizophagy 4. A Lack of Biology indicates toxins, imbalances, deficiencies, or a build of specific minerals 5. Lack of Biology = Lack of Biological Benefits 6. Microscopy is Quality Control for Biological Inputs 7. Most Microplastics are EASY to ID with Epifluorescence lighting 8. We can see Algae very easily as it and chlorophyll turn blood red in epifluorescence lighting 9. DNA testing is expensive and takes serious dedication and time while Microscopy is easy, can be done daily, and is an extremely low cost per test - in most cases it's the cost of the machine and a few disposable supplies. 10. Microscopy is where it all comes together for our understanding and applying the results from all other tests. Like with bloodwork, we can see the future and avoid problems before they even become visible at a macro level. The New Season Begins MONDAY 3/31 - Learn #Regenerative #Soil #Microscopy: https://matt-powers.mykajabi.com/regenerative-soil-microscopy-the-online-course

#12WeeksToPeak #PersonalDevelopment #leadershipdevelopment 00:00 Introduction and Background02:15 The Role of Leadership in Sales Management05:15 Accountability and Ownership in Management10:55 Communication and Team Dynamics15:13 Identifying Underperformance Causes20:12 The Importance of Emotional Stability in Sales22:58 Developing Leadership Skills23:30 The Importance of Leadership in Sales25:19 Balancing Skills and Leadership Training27:03 Quality Control in Sales Management29:00 Immediate vs. Long-term Results in Sales Training30:08 Focusing on Top Performers32:20 The Role of Marketing in Sales Success34:51 Improving Lead Quality36:35 Global Client Engagement and Cultural InsightsNot for the mediocre majority: Learn how I get more done in a quarter than most achieve in a decade in 12 Weeks To Peak™ https://wesschaeffer.com/12wConnect with me:X -- https://X.com/saleswhispererInstagram -- https://instagram.com/saleswhispererLinkedIn -- http://www.linkedin.com/in/thesaleswhisperer/#12WeeksToPeak #PersonalDevelopment #leadershipdevelopment

On this episode of Bulture podcast: -In a recent interview w/ Slam, LaVar Ball opened about his battle with diabetes & the loss of his foot.  -Renni Rucci's boyfriend kicked her out of his house after Kevin Gates recently released a song claiming they had a child  -Lizzo called Yung Miami on stream to confront her about the comments she made on Shannon Sharpe's podcast about Lizzo's weight on Club Shay Shay, when asked why the label hasn't been releasing her music, Yung Miami stated bluntly, “I'm not signed to Quality Control.”  -Tamar Braxton revealed she takes the HIV prevention medication, PrEP while navigating the dating scene.  -Woman Drops Free Game?! Says if a woman asks you to pay for a bill or need nails done or asks for money before date, she doesn't like you  -Lamar Jackson has taken his talents to Acting, will be featured in Popular TV Show Raising Kanan  -Jay-Z and Beyoncé are shocked by Ye's nasty tweets aimed at their kids and are considering legal action.  -DJ Envy and Jess Hilarious have a heated conversation as Jess explains her situation with Loren Lorosa and why she feels DJ Envy and Charlamagne Tha God don't have her back  -DoorDash has partnered with Klarna to allow U.S. customers to split purchases into 4 equal payments or pay later  -Pastor tells a group of YNs that if they walk up to him outside the school wearing a ski mask, they might end up meeting the Lord  -The George Foreman Grill went platinum in the black community. Prayers to his family during this difficult time, George Foreman, boxing legend, has died. He was 76 -Robert Kennedy Jr says he will work to get cell phones out of schools.  -Yella Beezy has been charged with capital murder in connection to the 2020 death of Mo3.  -Sauce Walka & his artist Sayso P were shot in Memphis earlier today. Sayso P didn't make it. Sauce Walka is in stable condition.  -Antonio Brown goes off on his babymama after she asked him to help her pay rent this month   -Toya Johnson Goes Viral After Opening Up About Her Past Marriage with Lil Wayne  -Quinta Brunson has filed for divorce from husband Kevin Anik, TMZ reports  -Yung Miami explains why she gives her man four chances when it comes to cheating before leaving  -Bronny James had the best game of his NBA career so far, recording 17 points, 5 assists, and 3 rebounds  -In the Big U Rolling 60s indictment, it was alleged that Big U orchestrated a robbery of a dispensary, which was carried out by Luce Cannon. Earlier this year, Luce Cannon discussed the robbery on a podcast.  -Adrien Broner apparently took $1.5 million out of NBA players from fixed dice games and Big U wanted Adrien Broner to get jump for not checking in with him. -It also states that Big U was charging $100,000 just for protection and NBA players checking in  -Benzino goes off on the interviewer after he tells him he fumbled 'The Source Magazine.

▶️ Check This Out On Youtube Alessandro Ercolano is the founder of Originals, a boutique import firm dedicated to bringing handcrafted Italian spirits to the United States. With a passion for authenticity and craftsmanship, Alessandro specializes in discovering small batch local distillers in Italy and introducing their exceptional products to a new market. His deep connection to his Italian roots and dedication to quality make him an ideal guest to enlighten us about the nuance and charm of small batch spirits.In this episode, you'll learn, -The difference between small batch, locally sourced alcohol and big brand spirits.-The challenges and strategies involved in importing handcrafted spirits from Italy to the U.S.-How authenticity and craftsmanship play a crucial role in the quality of Italian spirits.

In this episode of Lunch With Norm, supply chain expert Kerim Kfuri joins Norm to break down the hard truths about sourcing in 2025. From tariff pressures and supplier risk to AI-powered product development and nearshoring myths, Kerim delivers no-nonsense advice for Amazon sellers navigating the chaos of global trade. Learn why too much loyalty to your supplier can kill your business, how to negotiate better terms, and the real reason nearshoring might not save you. Plus, hear about how Alibaba is reshaping sourcing with AI. If you rely on imports, want better margins, or just want to survive the next supply chain shake-up, don't miss this one. _______________________________________________ This episode is brought to you by TraceFuse: Struggling with negative Amazon reviews? TraceFuse removes non-compliant reviews 100% within Amazon's Terms of Service. With 11,000+ reviews removed for 400+ brands, TraceFuse delivers results—and you only pay for what we remove. No contracts, no monthly fees, just performance.

Want to Start or Grow a Successful Business? Schedule a FREE 13-Point Assessment with Clay Clark Today At: www.ThrivetimeShow.com   Join Clay Clark's Thrivetime Show Business Workshop!!! Learn Branding, Marketing, SEO, Sales, Workflow Design, Accounting & More. **Request Tickets & See Testimonials At: www.ThrivetimeShow.com  **Request Tickets Via Text At (918) 851-0102   See the Thousands of Success Stories and Millionaires That Clay Clark Has Helped to Produce HERE: https://www.thrivetimeshow.com/testimonials/ Download A Millionaire's Guide to Become Sustainably Rich: A Step-by-Step Guide to Become a Successful Money-Generating and Time-Freedom Creating Business HERE: www.ThrivetimeShow.com/Millionaire   See Thousands of Case Studies Today HERE: www.thrivetimeshow.com/does-it-work/  

Want to Start or Grow a Successful Business? Schedule a FREE 13-Point Assessment with Clay Clark Today At: www.ThrivetimeShow.com   Join Clay Clark's Thrivetime Show Business Workshop!!! Learn Branding, Marketing, SEO, Sales, Workflow Design, Accounting & More. **Request Tickets & See Testimonials At: www.ThrivetimeShow.com  **Request Tickets Via Text At (918) 851-0102   See the Thousands of Success Stories and Millionaires That Clay Clark Has Helped to Produce HERE: https://www.thrivetimeshow.com/testimonials/ Download A Millionaire's Guide to Become Sustainably Rich: A Step-by-Step Guide to Become a Successful Money-Generating and Time-Freedom Creating Business HERE: www.ThrivetimeShow.com/Millionaire   See Thousands of Case Studies Today HERE: www.thrivetimeshow.com/does-it-work/  

On this episode of the SeventySix Capital Sports Leadership Show, Wayne Kimmel interviewed Mark Hicks & Clint Hangebrauck from the NCAA. As Managing Director of Enforcement, Hick's primary role involves leading Enforcement's sport and issue-specific relationship and development initiatives, which include sports wagering, NIL, football, basketball, baseball, and track and field. His work involves helping member institutions and conferences navigate complex NCAA regulations while consulting public and private entities as they intersect with the NCAA.Hangebrauck has been the Managing Director of Enterprise Risk Management at the NCAA since January 2022. He has over 14 years of experience at the NCAA, previously serving as the Director of Quality Control in the Enforcement Department for over 8 years. In his current role, Hangebrauck is responsible for overseeing enterprise risk management initiatives for the organization.Mark Hicks:LinkedIn: https://www.linkedin.com/in/mark-hicks-02a4661b6/Clint Hangebrauck:LinkedIn: https://www.linkedin.com/in/clint-hangebrauck-7babb712/

Sebastian Guerra is the President of Guerra Wealth Advisors, a hybrid advisory firm based in Miami with nearly $15M of revenue and almost 60 team members, supporting over 1,700 client households. What's unique about Sebastian is how his firm has implemented a quality control system where a team member follows up with clients right after their advisor meetings to gather feedback and ensure high service standards. This approach not only improves the client experience, but also encourages referrals, online reviews, and social media engagement by prompting clients to act immediately after providing positive feedback. Listen in as Sebastian discusses how the firm attracts and consolidates assets from new and existing clients—onboarding nearly 480 households in a single year—with educational events and a streamlined process enabling advisors to handle up to 35 weekly meetings. He also highlights how his firm has benefited from using the Entrepreneurial Operating System amidst its rapid growth, how his firm leverages an in-house recruiter to find top talent, and how he balances his business commitments with his evolving priorities as a new husband and father. For show notes and more visit: https://www.kitces.com/425