Podcasts about Roebuck

What to do when an organization resists your efforts to conduct a Fed. R. Civ. P. 30(b)(6) deposition by claiming it not only doesn't currently have information on the topics, but that it never had any? As Jim urges you to do in this episode, take the deposition and force the entity's designee to say it entirely lacks knowledge on the topics. Why? Because the absence of knowledge is itself a discoverable fact. And showing that an entity took no steps to become informed on critical matters can be powerful proof of indifference, negligence, or omission. Don't miss this one!SHOW NOTES:Order Overruling Defendant's Objection To Magistrate Judge Vatti's Order Dated February 5, 2026, LaBroad v. Costco Wholesale Corporation, et al., Case No. 3:24-cv-1102 (KAD), 2026 WL 1746249 (ruling that magistrate judge correctly determined “that the purported nonexistence of any materials regarding [defendant's training on parking lot safety] is, itself, a relevant fact on which [Plaintiff] is entitled to develop evidence via Rule 30(b)(6)”)Hepco Data LLC v. Hepco Medical LLC, 2020 WL 1870320, No. 2D19-2134 (2d DCA April 15, 2020) (certiorari granted, quashing order blocking depositions, because petitioners established through filed proffer that depositions were relevant; held, “litigants would never be able to take a nonparty deposition if all the non-party had to do to get out of it is to say that he or she had nothing to say; representations of opponent that discovery isn't relevant need not be relied on)John v. Core Brace, LLC 2021 WL 329460, No. 4:20-CV-00071-BLW (D. Idaho Jan. 29, 2021) (citing Apple. Inc., 282 F.R.D. at 263 for proposition that “A claimed lack of knowledge, by itself, is insufficient to preclude a deposition,” omitting additional citations)United States of America v. Newman, 2021 WL 1026019, No. 19-1868 (RJL) ( D. D. C. Mar. 17, 2021) (sarcastically noting government's proposed stipulation that certain evidence had not moved from its location during relevant time was an unconvincing “attempt to stipulate itself out of [having to respond to] discovery”)Klorczyk v. Sears, Roebuck & Co., No. 3:13-CV-257 (HBF), 2015 WL 1600299, at *4-5 (D. Conn. Apr. 9, 2015) (holding that a "we-don't-know" response can be binding on the corporation at trial and prohibit it from offering evidence on those points; if a designee genuinely lacks knowledge, the designee must still be prepared to testify concerning the corporation's efforts to obtain the information and why it lacks sufficient knowledge)QBE Insurance Corp. v. Jorda Enterprises, Inc., 277 F.R.D. 676, 690 (S.D. Fla. 2012) (establishing that the lack of knowledge answer is itself an answer which will bind the corporation at trial; lack of knowledge is insufficient grounds to preclude a Rule 30(b)(6) deposition; “The conclusion that the corporation is bound at trial by a legitimate lack of knowledge response at the 30(b)(6) deposition is, for all practical purposes a variation on the rule and philosophy against trial by ambush. Calzaturficio, 201 F.R.D. at 38; Wilson, 228 F.R.D. at 531; Taylor, 166 F.R.D. at 363 (rule prevents “sandbagging” and prevents corporation from making a “half-hearted inquiry before the deposition but a thorough and vigorous one before the trial”).

"I'm not here to teach you anything new. I'm here to make you see things that you normally would not see." — Dr. W. Edwards Deming In this episode, Deming educator Balaji Reddie reveals the practices that are hiding in plain sight within most organizations. Practices that feel normal. That get celebrated. And that quietly undermine everything you're building. One example: arbitrary targets. An employee collected 2 million rupees in a single day — four times his target. He told no one and did nothing for four days. Because he knew his manager would just raise the bar. That single moment of silence cost the company a genuine breakthrough. This is what Deming called a "faulty practice." And there are many more where that came from. Host Andrew Stotz and Balaji dig into Chapter 2 of The New Economics — Deming's most overlooked chapter. They cover why ranking employees is built on a mathematical illusion. Why chasing quarterly results destroys long-term value. And why the best leaders, from Steve Jobs to Walt Disney, ignored the pressures that trap most organizations. TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussions with Balaji Reddie. He's an educator and a trainer in the teachings of Dr. Deming and quality management generally. And the topic for today is becoming aware of faulty practices. Take it away, Balaji.   0:00:26.0 Balaji Reddie: Good morning. Thank you, Andrew. So part three of our series, what we're looking at. So last time we met, we spoke about essentially Point number 14, because we outlaid his profound knowledge. And then I always said that he gave us a lot of clues as to what needed to be done. So I started out by reading some of the excerpts from the book, which we tend to ignore. And then he said, "Here's what I expect." So he expected leadership, a critical mass to be created, and then he gave attributes of a leader. So we listed 17 of those points, which we said principles of leadership. And now once you've created that critical mass and there's someone who's taken the lead and there are a bunch of leaders, maybe, so what do we do next? So when you start becoming aware that you are now in a prison, so to say, because that's what he said here, that they feel it's a fixture, and this is the way things are, this is how things always have been. So he says, "No, you need to understand that these things are wrong." Right? And you first need to become aware, and then we need to look at what needs to be done, perhaps. So he's given some suggestions, and you could always adapt and adopt this. So most of this would be taken from the book, The New Economics, chapter two, which he has titled as "The Heavy Losses." Now, remember, when he wrote this book, it was after the other book, Out of the Crisis, where he had listed his 14 Points. Yes, but he also listed diseases and obstacles. And people tend to ignore that.   0:02:18.9 Balaji Reddie: In fact, I remember having a chat with Bill Bellows on this, and I said, "Diseases and obstacles." And he said, "Obstacles?" I said, "Yes, he has listed 16 obstacles in Out of the Crisis." And he said, "Oh, wow." And he took his copy and he said, "Oh, yeah, you're right. There are 16 of them." And so sometimes you see things that you normally would not see. So when he wrote this, initially, I think many people thought that it was just an extension of those Diseases. But when you start looking deeper, you'll find that he became more elaborate in what he listed as the heavy losses. So he says here that these are things that you start observing and you say, "This is not normal." So the language that he's used is pretty, pretty clear. Present practice, so faulty practices. The present practice, and he says these are only reactive. You only need certain skills and not nearly any theory of management. Whereas when you opt to go to a better practice, you need a theory. So let's start with the very first faulty practice. And this stems from his 14 points too. He says, "Lack of constancy of purpose, short-term thinking, and emphasis on immediate results. Think in the present tense, no future tense." And then he becomes more elaborate and says, "Keep up the price of the company's stock and maintain dividends."   0:04:02.0 Balaji Reddie: Which, well, okay, it seems like you should not do that. No. He says here, you fail to optimize through time. Make this quarter look good, ship everything on hand at the end of the month or quarter, never mind its quality, mark it as shipped, show it as accounts receivable, and defer till the next quarter repairs, maintenance, and orders for material. Just a word here, in the new edition of The New Economics, there's been a spelling mistake there. So if anyone's listening, you can just correct it in the next edition that comes out. Instead of "defer till the next quarter," he's written "defer toll the next quarter." So we need to correct that in the next printing. Now he says here, a better practice...   0:04:52.1 Andrew Stotz: And before you go to there, can we just talk about this for a second?   0:04:56.1 Balaji Reddie: Sure.   0:04:57.8 Andrew Stotz: One of the things that, having been a financial analyst all my career, we get quarterly results from companies in the stock market. And in my own business, of course, I look at monthly results because we close the books every month. And it's definitely one... Donald Trump recently came up with the idea of telling companies not to report quarterly results. And I believe the Singapore Stock Exchange also came up with the idea of maybe we'll reduce the amount of reporting to maybe half-yearly, because we do have half-yearly reporting in some countries, right?   0:05:39.6 Balaji Reddie: Right.   0:05:40.9 Andrew Stotz: But having learned the teachings of Dr. Deming many years ago, long before I became a financial analyst, I always thought, I never really got this one because I thought, what an idiot you would be if you're running a company and all you could see was the market's demand for quarterly performance. And I've always admired those people, I think Jeff Bezos was one that really made it very explicit. "If you're here for quarterly performance, you're not gonna get it." And so I always have said to CEOs, having seen analysts and fund managers, I've visited, taken fund managers more than 1,000 times to meet with CEOs, and CEOs ask me, "What's your advice from seeing all that?" And I said, "Don't listen to this too much." Take it on board, what the discussions are about, but you're the CEO. Your job is to optimize the value of this business. And that means, that doesn't mean making quarterly numbers, manipulating things to make quarterly numbers. So part of what I've said to people is, "Get a backbone. Don't come and complain to me, 'Oh, yeah, but the pressure of the market's quarterly.' Come on." You know and I know that the job of a CEO is to maximize the value of the business, not the quarterly result. So anyways, that's my little pet peeve.   0:07:13.6 Balaji Reddie: Yeah. Yeah, that's right. And if you look at even Jobs, Steve Jobs, when he came back as Apple CEO, he had the nerve and the spine, like you said, to tell the board, "Don't judge me on this. It's gonna take time. And believe me," he said, "someday you will see results." Now, unfortunately, he was not there to see what he's created, but I think anyone in Apple can safely say that they're growing because of the foundation that he laid so long back, right? And I think that was one of the major reasons why he did not make Jonathan Ive as the CEO, because he wanted him to focus on the product and the customer rather than the quarterly results. And I don't think Apple ever played it by quarterly results.   0:08:04.9 Andrew Stotz: Yeah. And here's a good book called Competition Demystified by Bruce Greenwald. And there's a passage in here that's interesting because he published the book back in 2005, so it was long before Steve Jobs really made the company profitable. And he had basically gone through and explained the situation at that time as a strategist looking at the company. And what he said, it says, he just said that "Jobs had managed to restore operating margins, but Apple survived, it had hardly prospered, its future does not look bright." And I use this as an example in my strategy class to help people understand that when you're building strategy, you're thinking long term. And the ecosystem that Steve Jobs created, the value of that ecosystem didn't really truly appear until many years after he was working on it. So anyways.   0:09:06.6 Balaji Reddie: Yeah, so that's a classic case here.   0:09:11.1 Andrew Stotz: Let's keep going. You're on a roll.   0:09:14.5 Andrew Stotz: Oh, that's okay. So now better practice, he says, theory of management. Now see what he writes here. He says, "Adopt and publish the constancy of purpose." Now, that's one of the things that he also changed in his 14 points in the 1990 edition, which he never really published in a book but he gave as handouts in his seminars. Earlier on, it was "Create a constancy of purpose," but he says now, "Publish it." And it should be a proper statement, right? And he also said not just for the company, but for other organization. Now, he perhaps was envisioning or he already saw what is happening in the world today, that it's not one company against another, it's a family of companies against another family of companies, if I may say so. And these companies are globally dispersed, so there has to be something that binds them together, and that's the constancy of purpose. And purpose is why we exist, right?   0:10:13.4 Andrew Stotz: And I want to ask about this.   0:10:15.3 Balaji Reddie: Right.   0:10:16.2 Andrew Stotz: Professor, can I ask you about this?   0:10:18.4 Balaji Reddie: Sure. Right.   0:10:21.0 Andrew Stotz: Because if we go to Out of the Crisis, he has his section, and this for me is on page 24, but I don't know what edition I... Maybe I have an old edition, but it's the chapter "Principles for Transformation." He's gonna talk about the 14 Points, and I want to talk about the first point. And the first point is "Create constancy of purpose for improvement of product and service."   0:10:45.8 Balaji Reddie: Yeah. This is the old edition, 24.   0:10:48.6 Andrew Stotz: And the question that I have is that was he saying... Because now you've said in The New Economics he says constancy of purpose. He just states constancy of purpose. He doesn't say "for improvement of product and service." So my question to you is, is he saying that the constancy of purpose should be about improvement of product and service, or is he saying your constancy of purpose could be any purpose, but you just need a long-term purpose?   0:11:22.8 Balaji Reddie: Yeah. And he says that anything that help people to live better and have a market. That's on page 25. So whatever you do, your purpose should be to make life better, right?   0:11:40.2 Andrew Stotz: Right.   0:11:40.7 Balaji Reddie: And the product is just the manifestation of that. It's the outcome, correct? For example, if you talk about Walt Disney and his statement of purpose, he made a very telling statement, right? And how he came to write that down as a very fascinating tale. But he said, "I'll do anything to make a child smile. I'll do anything to make a child smile." So all that you see was aimed at the child, right? Whether it was the merchandise, whether it was the animated films, whether it was the actual non-animated films, if I may say so. And then, of course, coming out with Disneyland and then Disney World. So whatever he did was for the child. And then after he passed away, they lost that. I think they wanted to just sustain what they had attained, but there was nothing new coming out of Disney. And slowly people started encroaching on their turf, so to say. You had someone like a Steven Spielberg who made ET, and that really pulled the rug under their feet. And before they knew it, there was Goonies and Gremlins, and they were really crumbling. And they thought, "Let's join hands with the devil," and so they hired him to make a film. And that did very badly.   0:13:01.9 Balaji Reddie: We also know that Hook, which was supposed to be on Peter Pan, et cetera. And then they were in a crisis and said, "What do we do now?" And most of the top people were just washing their hands of everything. They were the employees who were left, many of them who had worked with Disney, and they said, Sony was very keen to buy them out. And they said, "We need to keep them out, and how do we do that? The only way we can do that is to make a comeback and let's make another film. And we've not been doing anything original, so let's go back to the drawing board." But they said, "We need something to guide us." And that's when they discovered what Walt Disney had written, "I'll do anything to make a child smile." And they said, "What a shame. We forgot the child. We hired the best, but we didn't do anything for the child." And they added one more sentence there. "Anything to make a child smile, and there's a child in every adult." That's how they created Honey, I Shrunk the Kids. Unique idea.   0:14:03.0 Andrew Stotz: Right.   0:14:03.9 Balaji Reddie: You can see it's a statement of purpose that brought them back.   0:14:07.6 Andrew Stotz: Okay. That helps me to understand that what he's talking about, according to what you're saying, is come up with your purpose.   0:14:14.4 Balaji Reddie: That's right.   0:14:15.3 Andrew Stotz: Okay.   0:14:15.6 Balaji Reddie: And he of course also added the word "aim" later on, which is that direction, because he says there, "Where do we wish to be? And then by what method?" So you should know whatever you do should go in the right direction. So that's the first faulty practice, and also giving us a theory of what we need to do. So go back and try to rediscover your purpose if you don't have it, or maybe just come out with something and see what really ignites you, what really drives you forward. And he's given some bullet points here. No number of successes in the short-term problems will ensure long-term. Short-term solutions have long-term effects. So that's that statement where he said cause and effect are not closely related in time and space. Of course, management must work on short-term problems as they turn up, but it's fatal to work exclusively on short-term problems. So he tells us that there has to be some place where you need to stop and start focusing on the big picture. So that's the very first faulty practice. Now the next one is a real, real bucket of water on your face. "Present practice, ranking people, salesmen, divisions. Reward at the top, punishment at the bottom. The so-called merit system." At the top and bottom. It's an artificial creation because no matter what scale of measurement you use, there will be an average measure and there will be 50% above the average and 50% below the average. That's exactly what the word average means. So making these stupid claims that this is an above-average person or a below-average person does not really mean anything.   0:16:07.8 Andrew Stotz: Because what you're really doing is rewarding or punishing common cause variation?   0:16:14.9 Balaji Reddie: Well, that's one. But when you're artificially creating something which doesn't even exist, right? You're saying top half, bottom half. In fact, that funny statement where there's a headlines in England, this happened in England, which said studies have shown, and they spent half a million pounds on carrying out the study, that 50% of the children in England are below average nutrition level. You don't need to spend half a million pounds to figure that one out. That's the law of averages. And using that to judge people is crazy on some arbitrary scale that you've invented. And he goes on to...   0:17:06.7 Andrew Stotz: So the first question I asked was, is this just a frivolous or tampering with common cause variation? Or the other question that... Or is this part of psychology and the idea of demoralizing people through this type of behavior? Where does that fall in from the System of Profound Knowledge, let's say? Is it variation, psychology, or is it both?   0:17:34.5 Balaji Reddie: It's a bit of both.   0:17:36.4 Andrew Stotz: Yeah.   0:17:36.6 Balaji Reddie: Because if you talk about understanding psychology, what he meant, I think I used the word empathy, that we need to be empathetic. When you're talking about employees, what do you mean by empathy there? Well, we need to understand their learning processes. Each one of us has a learning process, but we have a different kind of a learning process. And then when you understand the learning process of a person and then put that person in the right job, you'll have to stop that person from working. That's joy in work. He says that when you... And that takes time. And the ranking system or the merit rating system is an excuse for not having understood or making an effort to understand your employee. You're becoming lazy. You put the onus on them when actually the onus is on you. You have to find out what makes that person tick, if I may use the word resonates. What resonates with that person, right? And then put that person in the right job. He's been saying this from the beginning. It's fascinating that he said this in Japan when he was teaching the control charting there.   0:18:42.3 Balaji Reddie: He said if you draw the control chart for performance of a worker and then it's all within limits for a long period of time, despite all the training and all the lessons that he or she has been given, then he said, "I think it's time to move that person out from that job and give them some other job." Because they've reached statistical control. Any amount of effort put in will not result in a better output. You're gonna get the same thing. And if you want something else, then you need to shift them or maybe give them some better job, whatever it is. So he always had this, that we need to use these in tandem. And in any case, it's a System of Profound Knowledge, so all the four sciences work together, right? And if you want to ask me, when a person understands their purpose, I'm extending the statement of purpose here to the person, when a person understands why they're doing something, they always do the job better. So that statement of purpose needs to come in here too. Instead of ranking them, sit down with them and have a heart-to-heart with each one of them. This is back again to the 17 principles we discussed last time, that you have to spend some time with them.   0:19:57.9 Andrew Stotz: Okay.   0:19:58.3 Balaji Reddie: And understand what makes them tick. So he says "the better practice is to abolish the merit system and manage the company as a system. The function of every component, every division under good management contributes towards optimization of the system. That is, it's not compromise, it's optimize." We don't say either-or, it's and. And he says "differences there will always be, but the question is, what do the differences mean?" So that's where you can use control charting to figure that one out. And I told you how I did this in my company and I got the HR lady to finally say, "I think we need to remove performance appraisal." Performance management, yes, of course you need to have a system in place because I need to know where I am. Even when we later on come to the 14 Points, one of his most, according to me, most misunderstood points is point number three, cease dependence on inspection. But that doesn't mean you stop inspecting.   0:21:02.8 Balaji Reddie: And we will read that when we come to that as to what he meant. So you need to know what is happening, definitely. For that reason, you do need to have some system in place, but you cannot judge a person based on that. And so he says here that "ranking is a farce. Apparent performance is actually attributable mostly to the system." And a simple equation, that's my favorite, that's what we discussed last night too, Tim Higgins, when he said x + (x * y) = 8. And you've gotta solve this equation when you don't even know both. Both are unknowns. Then how can you figure out what is x and what is y? So the other factor, the Pygmalion effect, right? I think for those who are not conversant with the Pygmalion effect, the play by George Bernard Shaw, Pygmalion, which was made into the movie My Fair Lady, where he picks up a lady from the streets who was a flower seller, a flower lady, a flower girl. And he accepts the challenge of teaching her how to speak good English rather than what they call as Cockney English. And then it's like an experiment and a challenge and he starts teaching her. And then to test himself, he takes her to a party. And there she has one drink too many and she gets a little bit tipsy and then goes back to her old way of speaking, which really shocks the guests in the party.   0:22:41.5 Balaji Reddie: And he's very upset when they come back home and he said, "You'll always be a flower girl." And then she makes a statement, "Treat me like a flower girl, I'll behave like a flower girl. Treat me like a lady, I'll behave like a lady." And that's the Pygmalion effect. You start treating people that they're failures and then they have to live up to that reputation, right? So they continue being failures. You treat them well, so the Pygmalion effect comes into play. And of course, he talks about his red beads. That's an excellent experiment in bringing out many of his principles. Though he did not design it originally for this, that came much later. In fact, in Japan when he carried out the red bead experiment, it was purely for sampling. He invented that experiment for sampling. And he said that he broke down barriers and made things so simple for people. I think the lessons of management came much later at Hewlett-Packard where while he was explaining sampling and then when he went to what he was trying to teach them about management, someone jumped up, I forget the name of the person, who said, "But this is... So this is what you're trying to teach us with that sampling experiment." And then he suddenly realized he could use this. And of course, the so-called, and then raises in pay, et cetera. Yeah, whom to raise? Everybody within the system, blah, blah, blah.   0:24:13.4 Balaji Reddie: So I think last time I explained this about the roles, responsibilities and objectives, right? I borrowed this idea from another company in India where I saw this happen. When we removed the performance appraisal system, we came out with something which was quite different. We used to sit down with the people and explain to them what we intend to do as a company for the next four or five years and what their role is and what we expect them to... How do we expect them to contribute? But then came the next question. We turned around to them, "What do you expect from us as a company to help you grow in this direction or anything else?" And so they would give us certain expectations. And so we negotiated, came down and wrote things down. And then came the best part. We said we're gonna meet not once a year, but every month and as often as possible to discuss. That's why I loved it when the Deming Institute came out and were doing it, I'm sure they're doing it even now, in the two and a half day, from "me" to "we". So when we met every month, we used to ask the question, "How are we doing?" Not "What have you done?" "How are we doing?"   0:25:33.0 Balaji Reddie: And so when I heard that, I wanted to tell Bill Bellows I've been doing this since 2004. And when I heard the "me" to "we" thing, which was around 2017, '18, I think I saw that happen and I was, "Wow. All right." So thinking on the same lines. So the faulty practice, all right, when he talks about this, the second one and what needs to be done. Yeah, he gives some other advice also that if you're faced with problems, cut the dividend, cut it out. And that's, of course, when you're having hardships in the company. So he's given us a set of steps there too. And he says finally, if necessary, cut pay, but nobody loses a job. So, of course, those are extreme cases that we need to do, but he gives us advice what needs to be done. Now, the third faulty practice is incentive pay, pay based on performance. And I think that this has a lot to do with the arbitrary numerical targets that are set, right? And then, "If you do this, I'll give you that." So he says that the performance of an individual cannot be measured except maybe on a long term.   0:27:04.7 Balaji Reddie: He said reward for a good performance may be the same as reward to the weatherman for a pleasant day. He's got no control over it. And he says, "Abolish this incentive pay and pay based on performance. Give everyone a chance to take pride." I think you were talking about this last week too when we said about these arbitrary targets that lead to all of this, where somebody made a statement to me that, "The targets were a distraction to me from what my actual job was. My job is this. The target is just distracting me from my job." So very often people feel that way, right? And pay for performance, "I'm supposed to do this," right? And he gives an example. The top salesman may be a heavy loss to the company by overselling, selling to a customer a bigger copying machine than he, the customer, needs, right? And selling a bigger or fancy insurance policy than the customer can handle, promising immediate delivery, promising unauthorized discounts, et cetera, et cetera, right? It's the same thing, when one of my students was doing this, his internship project, he found that there was excessive inventories that were stocked up at an automotive company, at the authorized service stations and the sellers, and they had excessive stocks of components and that's why the sales had dipped over a period of time.   0:28:42.3 Balaji Reddie: Why were they holding so much of stock? Because the previous purchasing guy, or rather sorry, the marketing guy, forced these guys to buy extra, saying that, "I'll give you a discount," and things like that. And so they overstocked themselves to a point where they did not need anything because he had to meet a target. So he pushed it down their throat without really understanding what repercussions this would have. All right? And the problem with that pay for performance, it sounds good. Get what you pay for, pay what you get for. But the funny thing is you'll get only that much. Another case which I can tell you is how this student of mine was... His job during the internship was to collect receivables from the shops that were buying stuff. This was in the appliances, home appliances industry. And after they trained him to do that, how to call up the retail outlets and outstanding statements and then go collect the money, and his target was 500,000 rupees a day. 500,000 rupees a day collection. Now, one day he collected 2 million. My question is, do you think he reported it? Well, he did. And for the next four days he did nothing.   0:30:22.6 Balaji Reddie: Now, there's also a reason why he didn't report it. Because when you don't have Profound Knowledge, if he reported that he collected 2 million, immediately the manager would have said, "From tomorrow, your target is 2.1 million." Now, this is what happens when you don't understand variation. If you drew a control chart and you said that, "Okay, the average is so much, so I'm telling him to collect 500,000," and he's collected 2 million, he's done something special. As a manager, I'd call him and ask him, "Could you please tell me what exactly you did? Because you've not done what I taught you, otherwise you wouldn't have gone to this extent." Sometimes you don't know why you've been successful. The theory comes from the outside, right? So a manager with Profound Knowledge would sit down and have a talk and say, "Okay, you did this right. Now try doing this again." And he goes the next day and collects 2 million again, and then the next day and 2 million again. And then he comes and says, "Okay, boss, I'm ready for a new target. Raise the bar." Now what have you done? You've improved the system.   0:31:24.9 Andrew Stotz: We have new knowledge.   0:31:26.3 Balaji Reddie: We have new knowledge. And that's why, answering the same question what you asked me, it is a bit of both. So you need to understand that it's beyond... And we need to help the people understand why they've been successful. So better practice, here you go, is "abolish incentive pay, give everyone a chance to take pride." So when they start realizing, like this child, this student of mine, why he hit 2 million rupees that day, it would have been great. Instead, he just kept quiet. So see, you've lost an opportunity to really learn, to find a leverage point in a process which can take the process to another level. The next one he talks about is failure to manage the organization as a system. Instead, components are individual profit centers, everybody loses, right? And I think we have these separate business units, and he says here that they don't optimize for the aim of the whole organization. I think this is again, if you look at his Points number 9, 10, and 11, he very clearly mentions these because one thing leads to another, right? Break down the company into silos, each one focuses on what they're doing, and there's no communication, and they don't know their understanding the relationship of their work with the work of others.   0:32:54.9 Balaji Reddie: They don't even talk to each other. And he says here that "enlarge the boundaries of the system," but that comes when you understand your companies much better. And the system must include the future. Definitely, you start with theory. If this is what's happening in the world right now, this is how the world is going to change. Now he says, encourage communication. Now this part, a lot to do with Point number eight, drive out fear, where he says make physical arrangements for informal dialogue between the various components of the company regardless of level of position. That's a very telling statement. Encourage continual learning and advancement. Some companies have formed groups for comradeship in athletics, et cetera, all right, which provided facilitation for study groups. The company can well afford to underwrite the cost of social gatherings in outside locations. I can give you my personal example here. One of my college friends, and this was the time in the '90s when she came to America to do her Master's and then eventually started working in Ford, right? She did her Masters in applied electronics and she joined there as a design engineer. And that time, the world was a different place, and we Indians from India, we tend to be very, very conservative about a lot of things. We don't want to step on people's toes. So when someone says something, we, instead of opposing it, we keep our mouth shut.   0:34:32.6 Balaji Reddie: And so in meetings when they used to discuss and somebody brought up something and she said, "No, I think there's a problem," and they said, "What's the problem?" and she decided not to say anything, but eventually it turned out that she was right. And so the team members had a grouse against her that she doesn't share and she doesn't talk, she doesn't open up. Now what had happened was the HR lady in Ford, when she'd given her resume, when she asked about her hobbies and activities, one of the things she wrote there was dancing. Now she was learning a form of classical dancing here in India and obviously she could not continue pursue that in the United States at that time. So when that lady read dancing, she said, "You know, Ford sponsors ballroom dancing classes. So would you like to go for that?" So she said, "Oh wait, I learned a classical dance form in India. This has nothing to do with this." So she said, "Well, dancing is dancing. Why don't you just go? And we're paying for it, so why don't you go for it?" So she said, "I just enrolled in that class." Now, the first day when she went for the class, I don't know if you've seen the movie Shall We Dance, Andrew, but Richard Gere and Jennifer Lopez, and if you remember the first day, they tell you to hold your partner's hands and you're blindfolded and you follow your partner. It's about trusting the person in front, right? So she said when she went through that and she had to hold a stranger's hands, the whole barrier was broken.   0:36:08.2 Balaji Reddie: And she said, "I don't know, I had a different kind of a feeling when I came back to work." And she started trusting a lot more and it had an impact. Now, who would have dreamt that a ballroom dancing class could have changed my friend like this? That's Point number 13. You just have a theory that this will make that person a better person. You don't really do things to get a return on investment, but it works. So I think this is a beautiful paragraph by Deming where he says that there are ways and means of doing it and give it a shot. You have nothing to lose, right? Now he comes to the next one. Now this one, I think a lot has been spoken about this, MBO. But very clearly, he says "MBO as practiced." He does not blame Peter Drucker at all. In fact, he says Peter Drucker was clear that the objectives are interdependent and they're not mutually exclusive. He says, "Unfortunately, efforts of the various components do not add up. There is interdependence. Thus, the purchasing people may accomplish saving of 10% over the last year and in doing so raise the costs of manufacture and impair quality.   0:37:31.3 Balaji Reddie: They may take advantage of high-volume discount and thus build up inventory, which will hamper flexibility and responsiveness to meet unforeseen changes in the business." Peter Drucker was clear on this point. It's unfortunate that many people do not bother to read his work. In fact, let me just make a note that it was even Juran who said this, that having these kind of disjointed objectives can lead to a lot of problems. He said, of course, you can't be devoid. And that's why I think Deming has been very clear in chapter one of The New Economics where he says there are some things called as facts, right? Facts of life. So giving an arbitrary target is not a fact of life. He says here how he needs to improve that. So setting numerical goals, arbitrary numerical goals, I would say, right? Work on a method for improvement of a process. By what method? I think even Brian Joiner says that when you set this arbitrary goal. And now he goes on to explain that even further where setting a goal beyond the means of the process, they either distort the systems, distort the data, or distort both. Then management by results.   0:38:56.7 Balaji Reddie: Okay. Take immediate action on any fault, defect, complaint, action on the last data point. I think this again brings to the fore the understanding of variation where you need to look and ask questions and where you say, "Okay, I know this normally happens." So understand and improve the processes that produce that. Understand the distinction between common causes and special causes and understand the kind of action to take. So common causes, most of the time you need management to take action. There's a change in system. Yeah, there are some times when it is when a person close to the process can take that decision. Likewise, a special cause can be taken care of by the person closest to the process, but sometimes you need management action too. So that will always be the case, but it's rare, right? And so he talks about Sears, Roebuck, et cetera, and working on improvement of the process. The other one was buying materials and services at the lowest bid, right? Which he goes back to his Point number four, where he says here that it does not take brains to work with the cheapest. It takes brains to choose the best. Right?   0:40:23.4 Balaji Reddie: And estimating the total cost of materials and services, purchase price. Don't go by purchase price alone. And if I know right, Andrew, this was a point he was working on till the end of his life. You see the lady who was actually looking into the publication, the second edition of The New Economics, Elizabeth DiLorenzo. I was in touch with her because in my early days of my introduction to the Deming world, because I was quoting a lot from Out of the Crisis and The New Economics, and she was working for MIT Center for Advanced Engineering Study that used to originally publish his books. And she told me a very funny tale of how she was expecting her twins and at the same time she had to release this book. So the joke at MIT was, "What's gonna come out first, the twins or the book?" And since Deming was no more, she had to release that very quickly. So March '94 is when she released the book, and she said her twins were born some weeks later. So they are as old as this book. Now, she was telling me that till the end, the one aspect of what he was working on was, if you see the notes in the appendix and purchase of supplies and service. So continuing purchase of supplies and services, World 1, World 2, World 3 and World 4. He made this so clear. I think nobody has made it clearer. Okay, World 3, sorry, there's no World 4. So he talks about this and he talks about how practical you need to be about this, right?   0:42:18.7 Andrew Stotz: Yeah, and I underlined something in there from a long time ago that said, "Sudden jump to a single supplier is inadvisable."   0:42:28.8 Balaji Reddie: Right. He says there's a method of doing that.   0:42:32.5 Andrew Stotz: Yep.   0:42:33.2 Balaji Reddie: And I teach that method, by the way, where you start with the product, then go on to the process, and then go on to the system. And that takes time. You just can't get up one fine morning and say, "You're my sole supplier." It doesn't happen that way. It takes a lot of effort and a lot of doing, right? The next faulty practice is delegate quality to someone else or some group. And this is, I remember my interaction with Dr. Juran on this, right? I had just received my certificate for ISO 9000, I became a lead assessor, and I quite liked the new standard that had come out at that time in the year 2000 because it had a lot of Deming flavor to it. Plan-Do-Study-Act had come in and things like that. I was quite happy, the definitions and this. I said, "It's better than what it was." It's not, they had a long way to go, no doubt about it, but I said at least they've broken away from the defense mode where they copied the whole document from, right? And when he asked me the question that, "What's the status of quality in India?" and I said, "Well, earlier on it was a lot of standards-oriented and ISO 9000 played a huge role in that," and he just raised his hand as to tell me to stop and he said, "I am very disappointed with the ISO." And then he made this statement, "The ISO 9000 is a standard for mediocrity splendidly marketed by the ISO." And I just stared at him. I said, "What?" because I had just received my certificate, so obviously I was very touchy about it. And I said, "Dr. Juran, a little harsh." He said, "I've just begun."   0:44:26.4 Andrew Stotz: Yeah. And the problem is, is there's a lot of money to be made from it and it's an ingrained system.   0:44:30.5 Balaji Reddie: Yeah. So I just asked him, why would you say that? They made a lot of changes. He said, "Yes, but two things are missing." And one of them, he said, is something about leadership. Go back and read it. And then I went and read the standard again, and I realized what he was trying to say here. There was a lot of work that they were delegating to a person called the management representative, and he says, "Sorry, you can't delegate this to someone else. It begins at the top." Ed Deming also said that. He said, "It begins at the top. Only they can do this."   0:45:10.5 Andrew Stotz: I have a little story on that.   0:45:13.5 Balaji Reddie: Sure, sure, sure.   0:45:14.8 Andrew Stotz: In my coffee business, maybe 15 or 20 years ago, we got a big, big customer, and overall, they were a very good customer. But they picked us over all of our competitors. And then they told us, "Okay, in a month we're gonna come and inspect your factory, and if you get below 80%, then you're not gonna be our supplier." And so we said, "Well, I study with Deming, and I know quality, and we've never had a problem with quality ever." And my business partner, Dale, is very focused on the principles of quality. So they came, we were quite proud, and then by the end of the day, they had 600 questions they went through. And by the end of the day, we were like, "Yeah, what's our score?" And they said, "65. You're fired." They said, "You have 10 weeks or five weeks to fix these top 10 things." And then at that moment, we had a revelation, which is, oh, to them, paper is quality. And what I've always said, what I learned from that, was that it wasn't a big deal. We did the paperwork that they asked for, and then we got the job. And they were a customer for 16 years and a very good customer. But what we learned, one of the things I say, is that we had the heart of quality. They asked us for the paperwork that they thought represented quality. That's not such a big deal. But could you imagine having been trained that paperwork is quality, and then you have to try to develop the heart of quality? Very difficult.   0:47:01.9 Balaji Reddie: Very difficult. And now I come to this picture that he's drawn on page 37 of The New Economics, the old edition. I think the new one, let me just see what that is. Okay, that's on page 27. So he says here that unique processes that produce figures, all these principles have been applied to just 3%. Now, I have my own version of this particular picture that he's put here. Imagine an X and a Y axis, all right? And on the X axis, you can put down measures that are known. Close to the origin, you can write "known", and then as it goes away from that, "unknown", right? And then you have on the Y axis "measurable", and as you go up, "unmeasurable". So because he said that most of the things are unknown and unknowable, and among the known, you have only some fraction of those which are measurable. So the 3% deal with those factors or those parameters which are known and measurable. There are many parameters, he says 97%, which are unknown and unmeasurable, but you still need to manage them.   0:48:26.5 Balaji Reddie: And that's where he gives us a lot of advice that comes after this. Okay, when after this diagram, beautiful paragraphs in his book. "Beware of common sense," he says. And of course, he gives the example of Gallery Furniture, salary instead of commissions. Also goals, aims, hopes, facts of life, futility of a numerical goal. And a picture may help, where he talks about the goal being beyond the capability of a system. And will the goal be achieved? And he says redefinition of terms and distortion, et cetera. Gives a lot of examples there. And then he goes on to give even more examples. Okay, if you say merit pay, et cetera. Need to manage by results, wrong. And the last bit, the note where he says America 2000 was originally put together in December 1989 at the educational summit between the President and the governors of the 50 states. These goals were published in February 1990 by the White House, later incorporated into America 2000. This job may be an example of an enlargement of a committee. We shall learn in chapter four, he says, that the enlargement of a committee is not a way to acquire profound knowledge. How could they know?   0:49:57.7 Andrew Stotz: Yeah, and so what's happened to education since then in America?   0:50:00.6 Balaji Reddie: Oh, no comments. And we in India are almost going the same way. Of course, in some cases they've gone back to the roots saying that, no, we need to get back to our original way of educating people, right? We had this thing of exposing a child to all the different kinds of subjects, right? Like you have history, geography, languages, mathematics, science, just about everything. But the idea was to very quickly identify which child is resonating with what, because we need these different kind of people to work together. Some people are good at memorizing, some people are good at analyzing, some people are good at imagination. And so you throw all this out and then you cast the net and then you say the job of the teacher is to identify, okay, you're good at this, you're good at this. The problem is when you start saying if you're good at this, you are intelligent, and if you're not good at this, you're not. There are different kinds of intelligence. I would say the problem is more with the teachers and not with the system.   0:51:16.5 Andrew Stotz: We should wrap up at this point.   0:51:18.9 Balaji Reddie: Absolutely.   0:51:19.6 Andrew Stotz: How would you summarize what you want people to take away from this discussion?   0:51:24.0 Balaji Reddie: Sure. Go back and read chapter two in The New Economics. Dr. Deming has very clearly shown us why we need to do what we need to do. You're gonna be seeing things differently. As he used to say towards the end of his life, "I'm not here to teach you anything new. I'm here to make you see things that you normally would not see." And now he's just shown us what we thought was normal in the working of a company is actually detrimental to the running of a company over the long term. So my advice is go back, read this. You could watch some of the videos of the Deming Institute, especially on the 14 Points. We will be covering the 14 points later, but I would say that this is a real elaboration of his Diseases and he's given us what needs to be done. Not just pointing out what was wrong, but he tells us what needs to be done. That's why the heavy losses form an integral part of the preamble to actually what is the next step that you're taking your foot off the brake, so to say, trying to identify things that are pulling your company back.   0:52:37.8 Andrew Stotz: Well, Balaji, I want to thank you for this discussion. And recently I have been reading chapter two and I saw a lot of new stuff. It's funny how you just keep rereading. And then today you've just made me realize I gotta go back and read that chapter two because he does really the way he did the tables. I kind of forgot all about that. When I went back to it about three or four weeks ago, I was like, oh, this is really great. I kind of forgot about it. And now as you go through it, it's the tables was what I was focused on, but now I'm also seeing the text in between that you're highlighting that's valuable. So for everyone out there, grab your book, go to New Economics, go to chapter two. It's just gold. It's gold.   0:53:30.7 Balaji Reddie: It's gold.   0:53:31.0 Andrew Stotz: So, and for listeners out there, remember to go to deming.org and jump into DemingNEXT to continue your journey.   0:53:37.7 Balaji Reddie: Absolutely. Absolutely.   0:53:39.9 Andrew Stotz: Yep. And this is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is, "People are entitled to joy in work."   0:53:52.2 Balaji Reddie: Absolutely.

The Scott brothers saw opportunity when the ‘Crapper’ started to become a household name. Thank you Dave Young: Welcome to the Empire Builders Podcast, teaching business owners the not so secret techniques that took famous businesses from mom and pop to major brands. Stephen Semple is a marketing consultant, story collector and storyteller. I’m Stephen’s sidekick and business partner, Dave Young. Before we get into today’s episode, a word from our sponsor, which is, well, it’s us, but we’re highlighting ads we’ve written and produced for our clients. So here’s one of those. [Kooler Garage Door Ad] Dave Young: Welcome back to the Empire Builders Podcast. Dave Young here with Stephen Semple and Steve just whispered the name of the next episode and we were chatting about it just as the recording started. But the theme is Scott Paper. Stephen Semple: Yes. Dave Young: And immediately I went to the office for some reason, like Dunder Mifflin. Stephen Semple: I guess because they sell paper, but yeah. Dave Young: Yeah. Well, and Michael Scott. It’s like, okay, but Scott, so this is toilet paper. Stephen Semple: Correct. Dave Young: Yeah. And probably some other things, but toilet paper primarily. Stephen Semple: Well, toilet paper and paper towel. Dave Young: Paper towels. Yeah, Scott. Stephen Semple: Yeah. Dave Young: Okay. Stephen Semple: Yeah. Dave Young: I’m guessing some of the things we’re going to be talking about, trees and bathroom kind of stuff. Stephen Semple: Mainly bathroom kind of stuff. Yeah. Dave Young: Okay. Stephen Semple: They became a big business in 1995, they were acquired by Kimberly Clark for $9.4 billion. And at the time that they were acquired, they were doing 3.6 billion in sales and basically they’re the inventor of basically toilet paper and paper towel as we know it today. Dave Young: Okay. Stephen Semple: They kind of got the whole thing going. They were founded in Philadelphia, two brothers, Clarence and Irwin Scott in 1879. And to really understand the birth of this company, we need to understand the world in the late 1800s. Dave Young: Well, yeah. I mean, corn cobs and I guess a handful of poison ivy leaves. Stephen Semple: Moss, grass, hay. Dave Young: Yeah, all of those things. Stephen Semple: Yeah. And this is the time that’s actually considered America’s second industrial revolution. So while things are modernizing and the country’s changing with electricity, factories and roads and stuff along that lines, modern plumbing, especially in homes, was definitely not there yet. And hygiene was like primitive, man. Cities were bad smelling and full of animal and human waste because if you think about it, animal was still the primary mode of transportation, right? Dave Young: But yeah, the streets are full of it. Stephen Semple: Yeah. Most homes lacked indoor plumbing. It was chamber pots and things along that lines. And like you were talking about, in terms of personal cleaning, it was grass. The one that got me the most was corn cobs. Dave Young: Yeah. Stephen Semple: Yeah. And really things had not changed much from the times of early Rome really. I mean, it was pretty primitive. Dave Young: The only way to get rid of it is get rid of it. Stephen Semple: Now there was the introduction of the flush toilet, which was starting to be popularized by an English plumber by the name of Thomas Crapper. Dave Young: Crapper, right. Stephen Semple: Yeah. Yeah. Which I always find sort of funny because when people say, “I’m going to go use the crapper,” it’s not an insult. You’re actually talking with the guy who made it… He didn’t invent it, but he popularized it. Dave Young: I wonder, without being vulgar, I wonder if the phrase “take a crap” is shortened for… It was crapper before anybody called it crap. Stephen Semple: Yes, it was. Dave Young: Yeah. Stephen Semple: I think there’s pretty good etymology for that. Dave Young: Yeah. Heading to the crapper. Yeah. Okay. Stephen Semple: Yep. Dave Young: It just occurred to me. I’m slow on the uptake. Stephen Semple: Yeah, no, absolutely. I expected us to go there. So the toilet was starting to come into homes of wealthy Americans, but this created a need for a new type of product because they need something that was good for cleaning but was also flushable. These old methods would clog these expensive new systems. Dave Young: Sure. Yeah. You don’t want to throw a corn cob down crapper. Stephen Semple: Right. So here’s this whole idea of an emerging new technology that’s changing the world and how often in this podcast have these empires been developed right at these times where there’s a new technology coming and that new technology presents new opportunities. And the reason why I’m harping on this is we’re there today. There’s a new technology emerging and there’s all this debate about is it going to be good? Is it going to be bad? Let’s think about what are the opportunities it presents. Dave Young: Sure. Stephen Semple: Because we’ve seen over and over again in this podcast emergence of unimagined companies because of these issues. It’s a time of change. So in Philadelphia, there’s the two brothers, Clarence and Irwin. The paper company is actually struggling. It’s a paper converting business. Basically what they’re doing is they’re bringing in large industrial rolls of paper and cutting it down to sizes for clients. Now their business is struggling, but they see this new opportunity because of the rise of indoor toilets. So they create a bold idea of selling paper specifically for bathroom use. And let’s face it, it’s a significant upgrade from the course alternatives. Dave Young: Absolutely. Stephen Semple: One of the things that amazed me is that even magazines were being used and it was so well known that the Farmer’s Almanac even put a little hole in the corner- Dave Young: So you could hang it in the outhouse. Stephen Semple: … so you can hang it in the outhouse. Dave Young: Sure. You don’t want to go forward. You used yesterday’s pages, not next week’s. Stephen Semple: Yeah. Dave Young: Yeah. Sears, Roebuck catalogs, all of those things. Stephen Semple: So well recognized that when they were printing them, they were like, “Okay, we need to print this so that it gets used for this.” Dave Young: Yeah. Stephen Semple: Anyway, sorry to go backwards, but it’s just something that just jumped out at me. So they decided that they were going to create a paper specifically for bathroom use, which was way better than the alternative. So they initially cut the paper in the small stacked squares. That was how they did it. Now there was a challenge because of the prudishness of the Victorian era made it taboo to even discuss bathroom related products. So if you can’t discuss it- Dave Young: And you still feel that echo today. Stephen Semple: Yeah. If you can’t discuss it, how do you promote it? So what the brothers did, they pioneered this idea of a private labeling strategy because again, that was new. It wasn’t really being done in that day. So instead of putting their own name on the product, they branded the toilet paper with the names of the local drugstores and merchants. This allowed a customer to purchase the product discreetly. They could just put it on a list to a clerk and the trusted store name basically provided the stamp of approval. Dave Young: Gotcha. You could get someone to prescribe it. Stephen Semple: Basically. And somehow, even though they didn’t promote it, the word of mouth got out there and the strategy was a success and the business boomed, but they had another problem. Dave Young: Stay tuned. We’re going to wrap up this story and tell you how to apply this lesson to your business right after this. [Using Stories To Sell] Dave Young: Let’s pick up our story where we left off and trust me you haven’t missed a thing. Stephen Semple: And somehow, even though they didn’t promote it, the word of mouth got out there and the strategy was to success and the business boomed, but they had another problem. They had a bottleneck because this cutting of the sheets was really time and labor-intensive. So they need a better way to produce the product. And what they saw was an innovation that was done by the post office. In the 1850s, the post office started to use perforated stamps. Dave Young: Okay. So you buy a roll- Stephen Semple: You’d get a roll of stamps and it was perforated, right? Dave Young: Yeah. Stephen Semple: So Irwin Scott took this idea and applied it to paper, put the paper on a roll with perforations allowing the customer to tear off sheets. Dave Young: Beautiful. Stephen Semple: Basically the modern day toilet roll. Dave Young: Yeah, love it. Stephen Semple: So this was the 1890s that invention basically was brilliant in terms of saving time, cutting costs. By the turn of the century, the company had about 100,000 in capital, which is like three million today. The stigma around toilet paper faded and they began marketing it under their own name and transforming the company into this mass market enterprise. Dave Young: This answers the age-old question to me of which came first? The toilet roll holder or the toilet roll. Stephen Semple: The toilet roll came first. Dave Young: So roll came first. Stephen Semple: Yeah, because basically sales pretty quickly got to about $500,000 a year, which is like 16 million today. So it’s 1907 and they have a fortuitous accident happens. A train car load of paper arrives that’s too thick to be used for toilet paper. Dave Young: Oh, no. Stephen Semple: So what do you do with the product? Here’s what they observed. Around the same time there’s a Philadelphia school teacher who’s cutting up paper for students to use to dry their hands instead of a shared cloth to help spread germs during a flu outbreak. So there’s an influenza outbreak going on. So the Scotts realized they could use this thick paper for this purpose. They already knew how to do the perforations. They already knew how to put the stuff on a roll. Dave Young: And the paper towel. Just make it wider. Yeah. Stephen Semple: The paper towel was born. By 1910s they were doing over a million dollars in sales and the further boost adaption, they started giving away paper towel holders. So the first thing they did was paper towel holders and then the toilet roll came holder came later. Dave Young: So let me write this down. The correct chronology is the toilet paper roll, then the paper towel roll, then the paper towel roll holder and we haven’t even got to the toilet roll holder yet. Who would’ve guessed? Stephen Semple: Right. Dave Young: Okay. Stephen Semple: But now- Dave Young: Keep going. Stephen Semple: You know the answer to that. You could sleep well tonight, Dave, if you’ve got that answer. Dave Young: Absolutely. Like a baby. Stephen Semple: So within two decades, Scott Paper is basically doing like 83 million rolls of toilet paper and 200 million rolls of paper towels in America every day. Dave Young: Oh, wow. Stephen Semple: Just grew like crazy. And for 70 years they were the leader in the toilet paper industry. Eventually they were surpassed by Procter & Gamble’s Charmin, who overtook it as the leading brand. Don’t squeeze the Charmin. Dave Young: Well, that’s probably just good marketing on Procter & Gamble’s part. Stephen Semple: Yes. Yeah. Dave Young: Right? Stephen Semple: Yeah. And then again, in 1995, Kimberly Clark buys them for $9 billion. Dave Young: Were they private or were they still- Stephen Semple: They were private up until that point. Dave Young: No kidding. Stephen Semple: Yeah. Dave Young: Wow. And been around a long time. So there’s a lot of Scott multimultimillionaires out there. Stephen Semple: I’m sure there are. But the thing I found that was interesting, again, it’s this whole idea that we talked about this emergence of a new technology creating gaps. And every time there’s emergence of new technology, it creates these gaps and they saw the gap and filled it. And then the next thing is when they ran into a production problem, they didn’t look around the paper industry for the solution. They saw the solution with the US Post Office. Dave Young: Yes. The application of business topology. Stephen Semple: Yes. Dave Young: Somebody solved this problem already in a different form of paper, so let’s apply that. Stephen Semple: Yes. But again, this is what we see over and over again. And then when they had the mistake happen with the paper, what do we do with this paper? They saw what the school teacher was doing, which tells me they didn’t start looking in that moment. These were two guys that were constantly looking out at the world and seeing what was going on before. Dave Young: Being aware. I think especially being aware of somebody using your product or something like it in a different way. Stephen Semple: Yes. Dave Young: So a good reason to not just focus inward when you’re in business, right? Stephen Semple: Correct. Dave Young: Look what you can learn elsewhere. Look at the post office, look at the school teachers, look at anybody that’s doing something different with something related to what you’re doing. Stephen Semple: Right. And it’s that looking outside of the industry. I find so many people, it’s just like all they do is go to industry events. So the only time they turn their brain on is when they’re at an industry event rather than constantly being curious about everything in the world around them. Dave Young: Yeah. Very cool. Very cool. Stephen Semple: It was interesting because when you don’t think about something as dull as the toilet paper industry actually being born because of the advent of a new technology. Dave Young: No, and it was definitely a problem that needed solving. Stephen Semple: Absolutely. Dave Young: There’s only so much corn you can grow. Stephen Semple: And it wasn’t going to work in the new toilet. Dave Young: No, no, you can’t. The new flushable corn cob. That’s not a good idea. I’m full of not good ideas. Anything else about Scott? Stephen Semple: That’s it. That’s it. Dave Young: All right. Well, I got to go. Not there. Thank you for bringing the toilet paper saga to the Empire Builders Podcast. Stephen Semple: And answering your question about holders. There you go. Dave Young: Yeah. All right. Yeah. We’ve solved that one for the ages. The question of the ages has been solved. Thank you, Stephen. Stephen Semple: All right. Thanks, David. Dave Young: Thanks for listening to the podcast. Please share us, subscribe on your favorite podcast app and leave us a big, fat, juicy five star rating and review at Apple Podcasts. And if you’d like to schedule your own 90-minute Empire Building session, you can do it at empirebuildingprogram.com.

In this episode of Personally Speaking, Msgr. Jim Lisante is joined by veteran actor Daniel Roebuck. One of Daniel's recent productions is the film “The Hail Mary”, which he wrote, directed and stars in. The film, inspired by Daniel's experiences with Catholic school nuns, tells the story of a janitor and a nun who form an unlikely friendship. ”The Hail Mary” is a heartfelt comedy-drama about forgiveness, faith and the unlikely connections that turn a struggling football team into a story of redemption.Support the show

The Fifth Man Was Never Gone What the Flood Revealed in Roebuck-on-WaneBecome a supporter of this podcast: https://www.spreaker.com/podcast/dark-mysteries-the-strange-and-unusual-podcast-2026--5684156/support.Darkest Mysteries Online

Cette pratique apparaît à la fin du XIXe siècle aux États-Unis. Mais son véritable inventeur reste inconnu. Plusieurs commerçants semblent avoir eu l'idée presque en même temps. Ce qui est certain, en revanche, c'est que cette technique explose avec l'essor des grands magasins américains comme Sears, Roebuck and Co..À première vue, vendre un objet 9,99 dollars au lieu de 10 dollars paraît absurde. Après tout, la différence n'est que d'un centime. Pourtant, cette minuscule variation change profondément notre perception du prix.Pendant longtemps, les commerçants constatent empiriquement que les prix finissant par “99” augmentent les ventes. Mais aujourd'hui, les neurosciences et la psychologie économique ont permis de comprendre pourquoi.Une étude très célèbre des chercheurs Manoj Thomas et Vicki Morwitz a démontré l'existence de ce qu'on appelle “l'effet du chiffre de gauche”. Notre cerveau lit les prix de gauche à droite et accorde une importance disproportionnée au premier chiffre. Ainsi, 9,99 € est inconsciemment perçu comme étant “dans la catégorie des 9 euros”, et non des 10 euros.Le plus étonnant, c'est que leur étude montre que les consommateurs perçoivent parfois la différence entre 1,99 € et 3 € comme plus faible que celle entre 1 € et 1,99 €, alors que mathématiquement c'est faux. Le simple passage du premier chiffre — de 1 à 2 — agit comme une frontière psychologique extrêmement puissante.Et même lorsque les gens connaissent parfaitement cette astuce marketing… leur cerveau continue à y réagir.Mais il existe aussi une autre explication historique à l'apparition des prix en “99”. À la fin du XIXe siècle, de nombreux commerçants craignent les vols de leurs employés. Si un produit coûte exactement 1 dollar, le vendeur peut garder le billet sans ouvrir la caisse. En revanche, avec un prix à 0,99 dollar, il doit rendre un centime et donc enregistrer la vente.Cette logique devient particulièrement importante après l'invention de la caisse enregistreuse mécanique par James Ritty en 1879.Aujourd'hui encore, cette vieille technique continue de fonctionner partout : supermarchés, abonnements numériques, billets d'avion, restaurants, plateformes de streaming… Le “99” est devenu une arme psychologique universelle. Et c'est peut-être cela le plus fascinant : plus d'un siècle après son invention, notre cerveau continue de tomber dans le piège. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Mail order catalogs are nothing new — they have been a staple of Americana for well over a century. Perhaps the most famous is the Sears catalog. Starting in 1888, Sears, Roebuck and Co. has sold an amazing array of items, from coal stoves to video games, power tools to ready-to-assemble homes. Yes, homes!

In this special bonus episode, Maisie and Suzi meet Lioness and Aston Villa goalkeeper Ellie Roebuck! They chat all things Villa, find out what the latest card game craze is at England camp, discuss goalkeeper life and so much more!You can get your tickets for Aston Villa's upcoming games at Villa Park against West Ham and Arsenal here: https://tickets.avfc.co.uk/en-GB/categories/womens-home-ticketsYou can email us on bigkickpod@gmail.comYou can find us on Instagram and TikTokYou can watch full episodes over on our YouTube: https://www.youtube.com/@THEBIGKICKENERGYPODCAST Learn more about your ad choices. Visit podcastchoices.com/adchoices Hosted on Acast. See acast.com/privacy for more information.

In this special bonus episode, Maisie and Suzi meet Lioness and Aston Villa goalkeeper Ellie Roebuck! They chat all things Villa, find out what the latest card game craze is at England camp, discuss goalkeeper life and so much more! You can get your tickets for Aston Villa's upcoming games at Villa Park against West Ham and Arsenal here: https://tickets.avfc.co.uk/en-GB/categories/womens-home-tickets You can email us on bigkickpod@gmail.com You can find us on Instagram and TikTok You can watch full episodes over on our YouTube: https://www.youtube.com/@THEBIGKICKENERGYPODCAST Learn more about your ad choices. Visit podcastchoices.com/adchoices

Defining words is hard, no matter what they are, but the difficulty only doubles when the word in question is a purely visual referent like color. How do you define blue? Or red, or green, or—God forbid—pink? Well, Webster's Third New International Dictionary has this to say about teal duck, sense two, which transcends its origin as waterfowl: “a dark greenish blue that is bluer and duller than average teal, averaging teal blue, drake, or duckling.” Elegant. Fun, even, for a dictionary, whose defining characteristic is kind of to be dull as dust—which raises the question of how and why some of these colorful definitions came to be. That's the subject of lexicographer Kory Stamper's new book, True Color: The Strange and Spectacular Quest to Define Color–from Azure to Zinc Pink, which takes her from the pink and buff archives of Merriam-Webster's offices to the warring color standards of the early 20th century, from the glossy pages of the Sears & Roebuck catalog to the trenches of World War I. Go beyond the episode:Kory Stamper's True Color: The Strange and Spectacular Quest to Define Color–from Azure to Zinc PinkRead Scholar executive editor Bruce Falconer's essay, “What Is the Perfect Color Worth?” on the inscrutable world of color forecastingTune in every (other) week to catch interviews with the liveliest voices from literature, the arts, sciences, history, and public affairs; reports on cutting-edge works in progress; long-form narratives; and compelling excerpts from new books. Hosted by Stephanie Bastek and sponsored by the Phi Beta Kappa Society.Subscribe: iTunes/Apple • Amazon • Google • Acast • PandoraHave suggestions for projects you'd like us to catch up on, or writers you want to hear from? Send us a note: podcast [at] theamericanscholar [dot] org. And rate us on iTunes! Hosted on Acast. See acast.com/privacy for more information.

#845 Ever wondered if voice acting could be your next creative side hustle — or even a full-time career? In this inspiring and information-packed episode, host Brien Gearin sits down with professional voice actor Darren Roebuck, best known for voicing Toy Freddy in Five Nights at Freddy's and Poco in Brawl Stars. Darren shares how he accidentally fell into voice acting, turned his home studio into a thriving business, and carved out a niche in a competitive and evolving industry. From acting chops and audio setup to audition strategy, client management, and the impact of AI, Darren offers a behind-the-scenes look at what it really takes to make it as a voice actor in 2025. Whether you're curious about the earning potential or looking to break into the industry yourself, this episode delivers invaluable insights and actionable advice! (Original Air Date - 8/4/25) What we discuss with Darren: + Accidental start in voice acting + Importance of acting over voice + Building a home recording studio + Finding gigs on freelance platforms + Types of voiceover work available + Income potential and career tiers + Impact of AI on voiceover industry + Marketing, networking, and repeat clients + Using coaching to improve skills + Staying resilient during market downturns Thank you, Darren! Check out DJR Voice Over at ⁠DJRVoiceOver.com⁠. Watch the ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠video podcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ of this episode! To get access to our FREE Business Training course go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠MillionaireUniversity.com/training⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. To get exclusive offers mentioned in this episode and to support the show, visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠millionaireuniversity.com/sponsors⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Learn more about your ad choices. Visit megaphone.fm/adchoices

The Investec Champions Cup returns this weekend so Dan Cole and Ben Youngs are hear with an ultimate preview of the Round of 16. Plus, is Henry Pollock's deal with Eddie Hearn's Matchroom Talent Agency a good thing for rugby? And will we be seeing a Geoff Parling vs Craig Doyle bout soon?

Hawk Hill Pictures, in partnership with A Channel of Peace, announces the upcoming release of the feature film "The Hail Mary," a heartfelt comedy-drama written and directed by veteran actor and filmmaker Daniel Roebuck ("Matlock," "The Fugitive"). The film will premiere Feb. 21 in The Lehigh Valley, Penn., where it was filmed, ahead of a broader national rollout on Feb. 27.When football season is officially wrapped, "The Hail Mary" is poised to deliver a new kind of comeback story rooted in redemption, faith and community. Set within a Catholic school environment, the film follows a disillusioned man who unexpectedly rediscovers purpose, family and belief in the most unlikely of ways.Roebuck, who also stars in the lead role, credits his Catholic school upbringing and the religious sisters who taught him as major influences on the story."I had such a positive experience growing up in Catholic schools and in the church, and I've always wanted to tell a story that reflects that; something people could relate to, with a sense of humor," says Roebuck. "We even used my old school as the rival team's location in the film, which made it all the more personal."In "The Hail Mary," Roebuck portrays Jake Bauer, a bitter and isolated loner whose life is upended when he is reluctantly recruited to coach a struggling Catholic school football team. The effort is spearheaded by the determined and sharp-witted Sister Kathy, played by Marsha Dietlein Bennett ("Newlyweds," "Little Children"). What begins as an unwanted obligation evolves into a journey of service, healing and unexpected community."This is a story about second chances," adds Roebuck. "Not just for one man, but for anyone who's ever needed a reminder that grace doesn't give up."The film features an ensemble cast that includes Timothy E. Goodwin ("Winning Time: The Rise of the Lakers Dynasty"), Bret Anthony ("Behind the Camera: The Unauthorized Story of 'Three's Company'"), Duane Whitaker ("Pulp Fiction"), Tyler Mane ("X-Men") and Joe Estevez ("Eyes Upon Waking"). Following its Lehigh Valley premiere, "The Hail Mary" will be released nationally on Feb. 27 through Hawk Hill Pictures using a multi-tiered distribution strategy that includes theatrical screenings in select cities, licensed church screenings nationwide, and school and community engagements with curated discussion materials."We are excited for not only faith audiences to see the film, but mainstream audiences as well," said Jen Katzfey, President of Hawk Hill Pictures. "This film doesn't just entertain, it opens doors for meaningful conversations about forgiveness, mentorship and healing."Theaters, churches, schools and community organizations interested in hosting a screening of "The Hail Mary" can submit a request here through the Hawk Hill Pictures website. Discussion guides will be available to support group engagement.Here's the trailer:https://www.youtube.com/watch?v=BrEcVI36qk8 This message was sent by Premiere Networks, Inc. 15260 Ventura Blvd. Sherman Oaks, CA 91403. If you do not wish to receive such messages from us in the future, please E-mail guestbooking@premierenetworks.com. Organizerarroe M'earroec@gmail.comGuestsView all event detailsBecome a supporter of this podcast: https://www.spreaker.com/podcast/arroe-collins-unplugged-totally-uncut--994165/support.

Get More at LVwithLOVE.com! Become a partner or contact us We were lucky to catch up with Bethlehem native Daniel Roebuck while he's back in town for the premiere of The Hail Mary. Written, directed by, and starring Roebuck, the film tells the story of a reluctant man pulled into coaching an all-boys Catholic football team and finding redemption along the way. For Lehigh Valley audiences, this one hits especially close to home. Scenes were filmed at Bethlehem Catholic High School, the Mary Immaculate Seminary in Northampton, and at the Bethlehem Area School District stadium, where game sequences were shot over eight nights, sometimes as late as 2 and 3 a.m. Real Bethlehem Catholic players, Liberty and Freedom band members, and local residents filled the stands. This weekend, you can see The Hail Mary at SteelStacks, The Roxy Theatre, and other regional theaters. There is also a special event at Hotel Bethlehem following a screening, including dinner and a behind-the-scenes conversation with Roebuck and the team. If you are from the Lehigh Valley, you will recognize faces, locations, and that unmistakable local energy on screen. Find showtimes and details at:https://www.achannelofpeace.org/ Get out there and support a film made here, with our people, telling our story. Sign up for our Newsletter!  Thank you to our Partners! WDIY 88.1 FM Wind Creek Event Center Michael Bernadyn of RE/MAX Real Estate Molly’s Irish Grille & Sports Pub Banko Beverage Company Advertisement Advertisement Email your news release to info@lehighvalleywithlovemedia.com Subscribe to our email list

This week marks a small deviation from our reshare series because I wanted to bring you something timely and special.I had the opportunity to sit down with actor and filmmaker Daniel Roebuck, whose new film The Hail Mary just released in theaters today and will soon be available on streaming platforms like Amazon and Apple.Daniel is a husband, a father of two, a practicing Catholic, and a man who is unapologetic about his faith — even in Hollywood.He shared openly about growing up in Catholic school, being shaped by the prayers of faithful women, and how this newest film is deeply personal to him. He describes it as a love letter to the nuns who believed in him when he was young.

Hawk Hill Pictures, in partnership with A Channel of Peace, announces the upcoming release of the feature film "The Hail Mary," a heartfelt comedy-drama written and directed by veteran actor and filmmaker Daniel Roebuck ("Matlock," "The Fugitive"). The film will premiere Feb. 21 in The Lehigh Valley, Penn., where it was filmed, ahead of a broader national rollout on Feb. 27.When football season is officially wrapped, "The Hail Mary" is poised to deliver a new kind of comeback story rooted in redemption, faith and community. Set within a Catholic school environment, the film follows a disillusioned man who unexpectedly rediscovers purpose, family and belief in the most unlikely of ways.Roebuck, who also stars in the lead role, credits his Catholic school upbringing and the religious sisters who taught him as major influences on the story."I had such a positive experience growing up in Catholic schools and in the church, and I've always wanted to tell a story that reflects that; something people could relate to, with a sense of humor," says Roebuck. "We even used my old school as the rival team's location in the film, which made it all the more personal."In "The Hail Mary," Roebuck portrays Jake Bauer, a bitter and isolated loner whose life is upended when he is reluctantly recruited to coach a struggling Catholic school football team. The effort is spearheaded by the determined and sharp-witted Sister Kathy, played by Marsha Dietlein Bennett ("Newlyweds," "Little Children"). What begins as an unwanted obligation evolves into a journey of service, healing and unexpected community."This is a story about second chances," adds Roebuck. "Not just for one man, but for anyone who's ever needed a reminder that grace doesn't give up."The film features an ensemble cast that includes Timothy E. Goodwin ("Winning Time: The Rise of the Lakers Dynasty"), Bret Anthony ("Behind the Camera: The Unauthorized Story of 'Three's Company'"), Duane Whitaker ("Pulp Fiction"), Tyler Mane ("X-Men") and Joe Estevez ("Eyes Upon Waking"). Following its Lehigh Valley premiere, "The Hail Mary" will be released nationally on Feb. 27 through Hawk Hill Pictures using a multi-tiered distribution strategy that includes theatrical screenings in select cities, licensed church screenings nationwide, and school and community engagements with curated discussion materials."We are excited for not only faith audiences to see the film, but mainstream audiences as well," said Jen Katzfey, President of Hawk Hill Pictures. "This film doesn't just entertain, it opens doors for meaningful conversations about forgiveness, mentorship and healing."Theaters, churches, schools and community organizations interested in hosting a screening of "The Hail Mary" can submit a request here through the Hawk Hill Pictures website. Discussion guides will be available to support group engagement.Here's the trailer:https://www.youtube.com/watch?v=BrEcVI36qk8 This message was sent by Premiere Networks, Inc. 15260 Ventura Blvd. Sherman Oaks, CA 91403. If you do not wish to receive such messages from us in the future, please E-mail guestbooking@premierenetworks.com. Organizerarroe M'earroec@gmail.comGuestsView all event detailsBecome a supporter of this podcast: https://www.spreaker.com/podcast/arroe-collins-like-it-s-live--4113802/support.

In her book Japan Reborn: Race and Eugenics from Empire to Cold War (Columbia UP, 2025), historian Kristin Roebuck grapples with the question: Why did Japan embrace “mixed blood” as an authoritarian empire yet turn to xenophobic racial nationalism as a Cold War democracy? Through in-depth and rigorous historical archival research, Roebuck traces the fraught history of sex, reproduction, race and empire building in Japan from the 1930s to 1950s. Through her scholarship, she crucially demonstrates how discourses on sex, mixed-race children, and adoption revolved around control of women and their bodies to strengthen nationalism and imperialism. This monograph is an important read for listeners who are interested in the topics of race, gender and empire and scholars in Asian Studies, History, and Gender Studies. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/history

In her book Japan Reborn: Race and Eugenics from Empire to Cold War (Columbia UP, 2025), historian Kristin Roebuck grapples with the question: Why did Japan embrace “mixed blood” as an authoritarian empire yet turn to xenophobic racial nationalism as a Cold War democracy? Through in-depth and rigorous historical archival research, Roebuck traces the fraught history of sex, reproduction, race and empire building in Japan from the 1930s to 1950s. Through her scholarship, she crucially demonstrates how discourses on sex, mixed-race children, and adoption revolved around control of women and their bodies to strengthen nationalism and imperialism. This monograph is an important read for listeners who are interested in the topics of race, gender and empire and scholars in Asian Studies, History, and Gender Studies. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

In her book Japan Reborn: Race and Eugenics from Empire to Cold War (Columbia UP, 2025), historian Kristin Roebuck grapples with the question: Why did Japan embrace “mixed blood” as an authoritarian empire yet turn to xenophobic racial nationalism as a Cold War democracy? Through in-depth and rigorous historical archival research, Roebuck traces the fraught history of sex, reproduction, race and empire building in Japan from the 1930s to 1950s. Through her scholarship, she crucially demonstrates how discourses on sex, mixed-race children, and adoption revolved around control of women and their bodies to strengthen nationalism and imperialism. This monograph is an important read for listeners who are interested in the topics of race, gender and empire and scholars in Asian Studies, History, and Gender Studies. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

In her book Japan Reborn: Race and Eugenics from Empire to Cold War (Columbia UP, 2025), historian Kristin Roebuck grapples with the question: Why did Japan embrace “mixed blood” as an authoritarian empire yet turn to xenophobic racial nationalism as a Cold War democracy? Through in-depth and rigorous historical archival research, Roebuck traces the fraught history of sex, reproduction, race and empire building in Japan from the 1930s to 1950s. Through her scholarship, she crucially demonstrates how discourses on sex, mixed-race children, and adoption revolved around control of women and their bodies to strengthen nationalism and imperialism. This monograph is an important read for listeners who are interested in the topics of race, gender and empire and scholars in Asian Studies, History, and Gender Studies. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/east-asian-studies

In her book Japan Reborn: Race and Eugenics from Empire to Cold War (Columbia UP, 2025), historian Kristin Roebuck grapples with the question: Why did Japan embrace “mixed blood” as an authoritarian empire yet turn to xenophobic racial nationalism as a Cold War democracy? Through in-depth and rigorous historical archival research, Roebuck traces the fraught history of sex, reproduction, race and empire building in Japan from the 1930s to 1950s. Through her scholarship, she crucially demonstrates how discourses on sex, mixed-race children, and adoption revolved around control of women and their bodies to strengthen nationalism and imperialism. This monograph is an important read for listeners who are interested in the topics of race, gender and empire and scholars in Asian Studies, History, and Gender Studies. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/gender-studies

In her book Japan Reborn: Race and Eugenics from Empire to Cold War (Columbia UP, 2025), historian Kristin Roebuck grapples with the question: Why did Japan embrace “mixed blood” as an authoritarian empire yet turn to xenophobic racial nationalism as a Cold War democracy? Through in-depth and rigorous historical archival research, Roebuck traces the fraught history of sex, reproduction, race and empire building in Japan from the 1930s to 1950s. Through her scholarship, she crucially demonstrates how discourses on sex, mixed-race children, and adoption revolved around control of women and their bodies to strengthen nationalism and imperialism. This monograph is an important read for listeners who are interested in the topics of race, gender and empire and scholars in Asian Studies, History, and Gender Studies. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/intellectual-history

In her book Japan Reborn: Race and Eugenics from Empire to Cold War (Columbia UP, 2025), historian Kristin Roebuck grapples with the question: Why did Japan embrace “mixed blood” as an authoritarian empire yet turn to xenophobic racial nationalism as a Cold War democracy? Through in-depth and rigorous historical archival research, Roebuck traces the fraught history of sex, reproduction, race and empire building in Japan from the 1930s to 1950s. Through her scholarship, she crucially demonstrates how discourses on sex, mixed-race children, and adoption revolved around control of women and their bodies to strengthen nationalism and imperialism. This monograph is an important read for listeners who are interested in the topics of race, gender and empire and scholars in Asian Studies, History, and Gender Studies.

In her book Japan Reborn: Race and Eugenics from Empire to Cold War (Columbia UP, 2025), historian Kristin Roebuck grapples with the question: Why did Japan embrace “mixed blood” as an authoritarian empire yet turn to xenophobic racial nationalism as a Cold War democracy? Through in-depth and rigorous historical archival research, Roebuck traces the fraught history of sex, reproduction, race and empire building in Japan from the 1930s to 1950s. Through her scholarship, she crucially demonstrates how discourses on sex, mixed-race children, and adoption revolved around control of women and their bodies to strengthen nationalism and imperialism. This monograph is an important read for listeners who are interested in the topics of race, gender and empire and scholars in Asian Studies, History, and Gender Studies. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/japanese-studies

We decided to do a wonderful showcase + tribute to the legacy of TV host Mister Rogers.   TALKING POINTS INCLUDE: *Mike, Gil & I all get to discuss the documentary and Tom Hanks biopic on the subject matter *James also talks about how his dad worked at a Sears & Roebuck company that was a sponsor for the show back in the day *Does Keith David get any fanmail from being on this show? *We also discuss the many network & cable TV channel's programs for different Captain Kangeroo type material at this time *Other educational programs with a similar format *One of us got really emotional mid-recording while doing this detailed tribute to a selfless icon who wanted to truly help those around him *A clip from Fred Rogers' 1997 Acceptance Speech at the 24th Daytime Emmys Awards is featured *How Mr. Rogers encouraged America to overcome the 9/11 tragedy *We talk about many of the ways that dealing with unwanted dreams, peers' alcoholism and anger can be solved by many of the lessons that Mr. Rogers sponsored *And we also mention the SCTV, National Lampoon Radio Hour, Clerks Comic Book, Celebrity Death Match & Ultimate Showdown parodies of this amazing icon!    

Peter Roberts invented a quick-release socket wrench. He then went to war with Sears over his creation.Become a supporter of this podcast: https://www.spreaker.com/podcast/true-stories-with-seth-andrews--5621867/support.

In episode two of our bumper Champions Cup preview, Ashy and Chris catch up with Lions hero Hugo Keenan who reflects on his winning try in the MCG and Leinster's ambition to add fifth star to the jersey. High-flying Sale winger Tom Roebuck looks back on his breakthrough autumn with England and reveals he scored his try against the All Blacks with a broken toe! Pau are back in the tournament for the first time in 25 years and Joel Kpoku tells us they are keen to make a splash and targeting their opener against Northampton. Scarlets are also back in the competition and we sit down with their captain Josh Macleod for an open and honest conversation about how tough it is to be a Welsh player right now with all the uncertainty around the club game.

There is some disagreement between the top 2028 WRsDezmen Roebuck will be interesting to watch in the next couple of yearsThere is a talent issue in college footballGarrett Nussmeier is really bad at footballDon't trade NFL studs for devy studsAshton Jeanty's value has fallen so hardand much more! Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Today I'm joined by two wonderful providers we have at Best Life Behavioral Health: ⁠Paula Pate⁠ and ⁠Cat Roebuck⁠. We do a deep dive into a couples therapy modality they both use that I don't know much about, differentiation-based sex and marital therapy, aka the crucible approach! This is a great way to watch Cat and Paula in real time if you are considering working with either of them individually or as a couple. They are both smart and passionate about what they do. This conversation was a lot of fun and taught me a great deal! Book with Cat or Paula by emailing info@bestlifebehavioralhealth.com and read more about the topics we discuss here:⁠Passionate Marriage: Keeping Love and Intimacy Alive in Committed Relationships⁠⁠Intimacy & Desire: Awaken The Passion In Your Relationship⁠Subscribe if you love the DPM show! ⁠https://creators.spotify.com/pod/show/drpsychmomshow/subscribe⁠ and you'll get all my awesome bonus episodes! Most recent: "Own Your Own Shit!"For my secret Facebook group, the "best money I've ever spent" according to numerous members: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.facebook.com/groups/drpsychmom⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠For coaching from DPM, visit ⁠https://www.drpsychmom.com/coaching/⁠For therapy or coaching, contact us at ⁠https://www.bestlifebehavioralhealth.com/

This book sold the same stove, suit, or pair of boots to anyone at the same printed price. When Rural Free Delivery brought it to the mailbox, the Sears, Roebuck catalog landed on Black families' porches it turned shopping from a ritual of humiliation into something closer to dignity. Here's how the Sears mail‑order catalog quietly beat Jim CrowAudio Onemichistory.comFollow me on Instagram: @onemic_historyFollow me on Substack: https://onemicblackhistorypodcast.substack.com/ Follow me on Threads: https://www.threads.net/@onemic_historyPlease support our Patreon: https://www.patreon.com/user?u=25697914Buy me a Coffee https://www.buymeacoffee.com/Countryboi2mSourceshttps://www.abhmuseum.org/back-when-sears-made-black-customers-a-priority/ https://fee.org/articles/when-sears-used-the-market-to-combat-jim-crow/ https://www.npr.org/2018/10/16/657923126/how-the-sears-catalog-was-revolutionary-in-the-jim-crow-era https://www.vox.com/the-goods/2018/10/19/18001734/sears-catalog-bankruptcy-jim-crow-racism-mail-order

The Sears Catalog Was a Secret Weapon Against Jim Crow. The KKK Tried to Destroy It. In the latest episode of Trey's Table, we dive into one of the most fascinating and overlooked stories of economic resistance. For African Americans in the segregated South, the Sears, Roebuck mail-order catalog was more than just a book of products—it was a source of dignity. It allowed people to shop for quality goods without facing the degradation, discrimination, and violence of racist store owners. This empowerment didn't go unnoticed. The Ku Klux Klan, threatened by this challenge to the racial and economic order, launched a massive smear campaign. They organized boycotts, held public catalog burnings, and spread the false rumor that Sears was a Black-owned company in a desperate attempt to scare away white customers. Tune in to Episode 347 to learn: ➡️ How the catalog broke the back of the exploitative sharecropper system. ➡️ The details of the KKK's nationwide boycott campaign. ➡️ How Sears quietly worked to protect its Black customers. ➡️ What this history tells us about economics, race, and resistance. This is a story of how everyday acts of commerce can become profound acts of defiance. Listen to EPISODE 347 now! Link in my bio.

The guys from Dawgman.com - Kim Grinolds and Scott Eklund - were at Washington's 13th fall practice early Friday morning, held inside the Dempsey due to rainy skies. With Jedd Fisch and the UW coaches now firmly in 'game week' mode, the practice was more of a one where the Huskies did their work in shoulder pads and shorts, working on cleaning things up and installing more things UW fans can expect to see Saturday night during their second 'mock game' of fall camp. They talked about what they saw on both sides of the line of scrimmage, but three main storylines on offense caught a lot of their attention. The first was the return of Denzel Boston was a focal point, as was the return of another receiver, Dezmen Roebuck, who missed Thursday's practice. The second storyline; how much will Roebuck play this year? Is he a certainly to burn his redshirt? And the other storyline that has certainly developed over the course of fall is the battle at left guard between Paki Finau and John Mills. The redshirt frosh had the job at the end of spring, but the true freshman Mills has continued to just get better and better by the practice to where it's now basically a dead heat between the two. The battle has been at a point now where the coaches alternate series between Finau and Mills with the first team. And an additional subplot; who makes up the full 8-man rotation? The guys feel good about the first six (the four constant starters plus Finau/Mills) but who are shoe-ins for those other two slots? All the competition is simply showing the Huskies are in a great spot heading into Saturday's mock game, even if today's practice was the 13th. And even if it did take place on a Friday.  To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Washington Head Coach Jedd Fisch, and even Denzel Boston himself, said that he was going to be returning on Thursday to full work, and that's exactly what happened. The 6-foot-4 junior receiver was in full pads with the rest of his Husky teammates and he sparked the offense to a much better showing than they've had all week to date. The guys from Dawgman.com - Kim Grinolds, Chris Fetters, and Scott Eklund - talked about Boston's return in their daily post-practice podcast, as well as some of the other receivers that showed up. There were some players missing today too that hadn't missed any of fall camp to date, players like Dezmen Roebuck, Logan Sagapolu, Anthony Ward, and Tacario Davis. Were they just given the day off to rest and recover, or is something else going on? No matter what the reason, there were a number of players that stepped up in their place and make their own case for playing time. For example, with no Davis, that meant true freshman Dylan Robinson was asked to take first-team reps alongside Ephesians Prysock, and Robinson came up with the only takeaway of the day. And Anthony Ward wasn't available today, paving the way for true freshman Donovan Robinson to get his reps with the second team alongside Xe'Ree Alexander. With no Roebuck, that allowed other younger receivers like Justice Williams and Luke Gayton to get more turns, and they took full advantage as they both scored touchdowns. There was also a practice-ending field goal session from 57-yards out, the longest any of us could ever remember those kicks being tried. Both Grady Gross and Ethan Moczulski made at least one from that distance. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Life Without Cars, Sears & Roebuck, and the growth of AI "This Evening"

#527 Ever wondered if voice acting could be your next creative side hustle — or even a full-time career? In this inspiring and information-packed episode, host Brien Gearin sits down with professional voice actor Darren Roebuck, best known for voicing Toy Freddy in Five Nights at Freddy's and Poco in Brawl Stars. Darren shares how he accidentally fell into voice acting, turned his home studio into a thriving business, and carved out a niche in a competitive and evolving industry. From acting chops and audio setup to audition strategy, client management, and the impact of AI, Darren offers a behind-the-scenes look at what it really takes to make it as a voice actor in 2025. Whether you're curious about the earning potential or looking to break into the industry yourself, this episode delivers invaluable insights and actionable advice! What we discuss with Darren: + Accidental start in voice acting + Importance of acting over voice + Building a home recording studio + Finding gigs on freelance platforms + Types of voiceover work available + Income potential and career tiers + Impact of AI on voiceover industry + Marketing, networking, and repeat clients + Using coaching to improve skills + Staying resilient during market downturns Thank you, Darren! Check out DJR Voice Over at DJRVoiceOver.com. Watch the ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠video podcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ of this episode! To get access to our FREE Business Training course go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠MillionaireUniversity.com/training⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. And follow us on: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Tik Tok⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Youtube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ To get exclusive offers mentioned in this episode and to support the show, visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠millionaireuniversity.com/sponsors⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Want to hear from more incredible entrepreneurs? Check out all of our interviews ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠! Learn more about your ad choices. Visit megaphone.fm/adchoices

Over the past 20 years, Jodi Roebuck and his wife Tanya have turned a bare paddock into a thriving market garden with an emphasis on microgreens, teachers others from around the world how to do the same. You can find photos and read more about this episode on our webpage, here.You can learn more about Roebuck Farm, here.In this episode:0:19 - Roebuck Farm3:26 - Cover crops7:04 - Microgreens14:19 - Wash and packWith thanks to:Jodi RoebuckMake sure you're following us on your favourite podcast app, so you don't miss new episodes every Friday evening.Want to chat to us or find out more about RNZ Podcasts? Join the RNZ Podcasts Discussion Facebook group where we share behind the scenes info about our series, and invite you to share feedback, recommendations and ask us questions.Send us your feedback or get in touch at country@rnz.co.nzGo to this episode on rnz.co.nz for more details

What if the best place was the one you're already in? Meet Julia Roebuck, the powerhouse organiser behind Thread Republic Textile Reuse Hub and social enterprise in Huddersfield, UK.We're talking about textile skills, mending, repair, sewing, the wellbeing economy and what that might look like - at home. What fashion can be when we remove the transactional, when it's not just about shopping. And the immense satisfaction to be gotten from making something with your hands that you're proud.Discover Thread Republic here:threadrepublic.co.ukFind all the links & further reading at thewardrobecrisis.comTell us what you think? Find Clare on Instagram @mrspressGot recommendations? Hit us up!And please share these podcasts.THANK YOU x Hosted on Acast. See acast.com/privacy for more information.

Vibrant communities are created through the "power of partnership." Hear how collaboration played a role in the creation (and approval!) of the Cleveland Street TIF with Todd Richardson ( Crosstown Concourse) and Andre Dean (Mississippi Boulevard Christian Church). Resources mentioned in this episode include: Crosstown Concourse Mississippi Boulevard Christian Church State of Tennessee Tax Increment Financing (TIF) Program and EDGE TIF program uses Crosstown Concourse directory The Mound Live Nation's music venue, Satellite Music Hall Daily Memphian article Inside Cleveland Street's 30-year $338M blight fight Memphis Business Journal's article New incentive could bring about Cleveland St. development boom Memphis Business Journal article City Council committee approves $127 million development district S5E9 Meeting on Common Ground with Public Spaces S5E13 Planning for People and Places Crosstown Concourse history which includes other Sears & Roebuck distribution center redevelopments in Seattle (Starbucks Headquarters), Atlanta (Ponce City Market), and Minneapolis (Midtown Exchange). Community Redevelopment Agency (CRA) Crosstown Community Development Corporation (CDC) AAPI Heritage Month Memphis Uptown TIF Binghampton TIF Highland Ave. TIF Stax announces partnership for apprenticeship program at Satellite Music Hall groundbreaking Asian Night Market This episode is made possible in partnership with Independent Bank.

The pace of change is fast—and AI is already reshaping the way we work, communicate, and lead. But here's the question we're really asking: what role do humans play when tech can do so much?In this episode, I'm joined by MacKenzie Roebuck Walsh, Principal Sales Executive at IntentHQ, for a conversation about the future of leadership and negotiation in an AI-driven world. We explore what it means to stay human in the face of automation, the parts of leadership that AI will never replace, and why emotional intelligence, presence, and communication still give you the edge.If you've ever wondered how to lead in a world where data, algorithms, and automation are everywhere—this episode will help you navigate it with intention and confidence.In This Episode, We Talk About:What AI can (and can't) do when it comes to trust, influence, and decision-making.How to stay relevant and impactful as a leader in a tech-driven world.The human skills that still win the room—even when AI is in it.Connect with MacKenzie on LinkedIn:www.linkedin.com/in/mackenzieroebuckwalsh_____________________

This week, in Roebuck, South Carolina, police are called to beauty salon, to find the owner, horribly attacked & murdered, hanging from a duffle bag strap. There are several suspects, including her husband, a prisoner who confessed, and a young man, who told everyone that he wanted to date the dead woman. Even with DNA, it's a mystery, until a chance meeting causes a witness to come forward, unraveling the killer's whole world. Was this the only time he's killed?Along the way, we find out that you just can't stop the kids from writing with quill pens, that there's nothing worse than having to cut an annoying person's hair, and that even if someone confesses, there may be someone much guiltier, out there!!New episodes every Thursday!Donate at: patreon.com/crimeinsports or go to paypal.com and use our email: crimeinsports@gmail.comGo to shutupandgivememurder.com for all things Small Town Murder & Crime In Sports!Follow us on...twitter.com/@murdersmallfacebook.com/smalltownpodinstagram.com/smalltownmurderAlso, check out James & Jimmie's other show, Crime In Sports! On Apple Podcasts, Spotify, Amazon Music, Wondery, Wondery+, Stitcher, or wherever you listen to podcasts!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Is this finally the weekend Wales end their losing run? Chris is greeted in Cardiff by Wales and Lions legend Jamie Roberts to preview the fixture he says brings the best out of the every aspect of Welsh rugby. Tomos Williams discusses his form and teaming up with his Gloucester team-mate ‘Chicken' on international duty. Chris then heads into the England camp to speak to Sale's Tom Roebuck ahead of his first Test start. There's still more to unpick from that England backline with the rugby correspondent for the Times Alex Lowe and Jack Crowley's selection at 10 this weekend prompts more Lions fly-half debate.

On this episode of the Kankakee Podcast, Jake LaMore is joined by history buffs Jack Klasey and Jorie Walters from the Kankakee County Museum to delve into the rich tapestry of Kankakee County's industrial past, focusing on the legendary Roper Corporation. This episode unpacks the intricate history of the Roper Corporation, tracing its roots back to its beginnings with the David Bradley Plow Works, and the many transformations it underwent through the years.Listeners will discover the fascinating connections between companies like Sears, Roebuck & Co., and how these relationships influenced the evolution of manufacturing in Kankakee, particularly in the production of stoves and outdoor products. Jack and Jorie provide insights into the role Roper played during World War II, earning accolades for their contribution to war production, and discuss the economic challenges that led to the eventual decline of local manufacturing.Throughout the discussion, Jake, Jack, and Jorie reflect on personal anecdotes, community impacts, and the lasting legacy of Roper in Kankakee County. This episode is a captivating exploration for anyone interested in the industrial heritage of the Midwest and its influence on local communities.Whether you're a history enthusiast, a former employee, or simply someone interested in Kankakee's past, this episode offers a nostalgic journey through the memories and milestones of one of the area's most storied manufacturers. Tune in to hear how these historical threads weave into the fabric of Kankakee's identity today!Send us a text Support the show

Dave looks at today's news & gossip with an inspiring story about Ellie Roebuck Learn more about your ad choices. Visit podcastchoices.com/adchoices

Dave looks at today's news & gossip with an inspiring story about Ellie Roebuck Learn more about your ad choices. Visit podcastchoices.com/adchoices

Send us a textEpisode 518"The Fugitive", "Terrifier 3" and "The Munsters"Actor: Daniel Roebuck.The very kind Dan Roebuck joins me to talk his lengthy acting career from Matlock to Rob Zombie and his role in the iconic "The Fugitive". Plus Dan clears the air once and for all as to what happened with his casting in "Home Alone."Having made his feature film debut starring in the teen comedy Cavegirl Daniel Roebuck quickly realized that there was only one direction to travel in his career. Up!Soon after Cavegirl, Roebuck established himself as one of the industry's youngest character actors with his haunting portrayal as the teenage killer, Samson in The River's Edge.Daniel Roebuck was born and raised in Bethlehem, Pennsylvania, At the age of 10, he started performing in talent shows doing impressions of movie stars he loved. He joined a local circus two years later and made his debut as one of the youngest clowns in the country. Roebuck's clown act eventually segued into a magic act and he performed that throughout Pennsylvania, New Jersey and New York.His film credits are myriad, having starred in blockbusters like The Fugitive, US Marshals,and Final Destination, as well as popular titles including Agent Cody Banks and it's sequel, That's What I Am, Money Talks, Flash Of Genius and so many more.Lately, Roebuck has enjoyed working in a number of horror movies - his favorite genre. He has collaborated with filmmaker Rob Zombie on Halloween, Halloween 2, Devil's Rejects, and Lords of Salem (as well as a commercial for AMDRO, the insecticide). He also appeared in Don Coscarelli's cult favorite Bubba Ho Tep as well as the director's Reggie's Tales and John Dies At The End.Daniel has also been a familiar face on television for nearly 3 decades, he was a regular for three seasons on the evergreen hit drama, Matlock, portraying attorney 'Cliff Lewis," the junior partner of the law firm headed by Andy Griffith's beloved character, 'Ben Matlock.' Interestingly, his landing the role was the fulfillment of a promise made several years earlier with his first appearance on "Matlock" in its inaugural season. At that time, Roebuck was told that Griffith had been so impressed with his work that he would be back as a regular on the show. It took five seasons, two more guest shots as different characters, and a change of networks, but Griffith kept his promise and Roebuck indeed became a series regular.As a television guest star, Daniel has played countless characters. Some of his most memorable are a cop who literally turns into a pig on Grimm, a Romulan on Star Trek, Next Generation, a gun toting hostage taker on NYPD Blue, a cranky studio owner on Sonny With A Chance and a grieving father on Glee. He played other memorable roles on New Adventures of Old Christine, NCIS, Ghost Whisperer, CSI, Boston Legal, CSI Miami, Law And Order, Desperate Housewives and Hot in Cleveland.On the popular show, Lost, Roebuck portrayed the infamous Dr. Leslie Arzt, the aggravating science teacher whose explosive exit in the finale of the first season remains one of television's most surprising and talked about moments.He has starred in dozens of TV Movies. Perhaps his most famous turn was his critically acclaimed portrayal of Jay Leno in The Late Shift. Welcome, Daniel Roebuckwww.mmcpodcast.com#thefugitive #robzombie #horror #homealone #homealone2 #homealone #christmasmovies #themunsters Reach out to Darek Thomas and Monday Morning Critic!Instagram: https://www.instagram.com/mondaymorningcritic/Facebook: https://www.facebook.com/mondaymorningcritic/TikTok: https://www.tiktok.com/@mondaymorningcriticMondaymorningcritic@gmail.com

This special episode explores the incredible legacy of businessman and visionary philanthropist Julius Rosenwald. How he was born to German Jewish immigrants, rose to become the President of Sears Roebuck and the meaningful way that his legacy continues to live on and have meaningful impact to this day…! Inspired by the Jewish ideals of tzedakah (charity) and tikkun olam (repairing the world) and a deep concern over racial inequality in America, Rosenwald used his wealth to become one of America's most effective philanthropists. Influenced by the writings of the educator Booker T. Washington, Rosenwald joined forces with African American communities during the Jim Crow era to build 5,300 schools, providing 660,000 black children with access to education in the segregated American South. The Rosenwald Fund also provided grants to support a who's who of African American artists and intellectuals and numerous artists that Eric represents and promotes, including Elizabeth Catlett, Jacob Lawrence, William Artis and others who were greatly helped by Rosenwald Foundation funds.   Featuring Community Leader Roger Smith; Eric's cousin from Virginia - from the very school that Eric's Mother attended that was built thanks to the generosity of Rosenwald that is an historic landmark… They discuss how Dunbar Schoolhouse came about, how the building itself had been assembled and how Roger, alongside his Family have been instrumental in restoring and maintaining the school. Preserving its history through an on-sight museum  — committed to keeping the story of Dunbar Schoolhouse alive..! The various wonderful community programs that they currently run and the significant role that the school plays in the community.  Filmmaker Aviva Kempner joins Eric from Washington. They discuss her feature-length historical documentary about Julius Rosenwald entitled “Rosenwald: A Remarkable Story of a Jewish Partnership with African American Communities” and all the wonderful things she learned in the process of making the film.  They discuss Rosenwald's background and life — the role of his Rabbi and how it motivated his philanthropic efforts… meeting Booker T. Washington and the strong friendship that they forged.  Realizing the need for and power of education as a way to uplift communities and becoming involved in building schools in the rural south. Addressing the needs for housing brought about by the Great Migration, funding the building of housing and YMCAs for African Americans and supporting countess artists and intellectuals including Marian Anderson, James Baldwin, Ralph Bunche, W.E.B. DuBois, Katherine Dunham, Ralph Ellison, John Hope Franklin, Zora Neale Hurston, Jacob Lawrence, Dr. Charles Drew, Augusta Savage, and Langston Hughes. His genius in “matching grants”, the way it made the community feel self-empowered and invested in the mission.  The theory of ‘spending down' and how its principles helped inspire other philanthropic institutions. The unique design and ingenuity of the building construction… the power of community and how his work continues to live on today. They explore what lead to her making movies — from being the daughter of a Holocaust Survivor, a passionate activist and viewing movies as a powerful tool to educate people. The many films she's made throughout her life and is in the process of producing and her dedication to telling stories that celebrate the lives of lesser-known Jewish heroes for over forty years…! For more on Eric's Perspective, visit www.ericsperspective.com#ERICSPERSPECTIVE #AFRICANAMERICAN #ART Connect with us ONLINE:  Visit Eric's Perspective website: https://bit.ly/2ZQ41x1 Facebook: https://bit.ly/3jq

Did you know that you could order a home from the Sears and Roebuck catalog?  These homes are more common than you realize, we are having a discussion.   Subscribe to our free newsletter, https://handymanprosradioshow.com/newsletter-signup/ Join our facebook group @handyman pros Send us an email, questions@handymanprosradioshow.com.

Justin Roebuck, a county clerk in the swing state of Michigan, has a license plate that says ‘'I voted.” Roebuck first began volunteering as an election worker at age 16. Now, he oversees the election process in Ottawa County. But not everyone in his county shares his faith in the voting system. Like election officials all around the United States, he's gotten accustomed to a high degree of skepticism about his integrity — and the elections he oversees. And he's on a mission to restore the trust that's been lost. So how did trust break down? And what's at stake if it can't be restored in a place like Ottawa County?Go to audible.com/news where you'll find Peter Bergen's recommendations for other news, journalism and nonfiction listening.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In 1995, Dana Satterfield was a 27-year-old mother of two who owned a successful hair salon & was found brutally murdered in her Roebuck, South Carolina salon. The case would go cold for ten years until -- unbeknownst to her daughter -- she would help solve her own mother's murder. YouTube video for this story: https://youtu.be/bfHvMHf4EmE Over 60 bonus episodes! Support our little mom & pop podcast...Patreon (best for those who listen on Spotify or other 3rd party podcast apps):https://www.patreon.com/crimeandcoffeecoupleApple Subscriptions (easiest for those who listen on Apple Podcasts):https://podcasts.apple.com/us/podcast/crime-and-coffee-couple-true-crime-podcast/id1588624631All our links (Instagram, TikTok, Merch, etc):https://linktr.ee/crimeandcoffeeNew Facebook Group to discuss episodes:www.facebook.com/groups/crimeandcoffeecouplepodcast/Frownies facial patches Allison uses with discount:https://www.Frownies.com/discount/Crime10Support the Show.References available at https://www.crimeandcoffeecouple.com a few days after this podcast airs.Case Suggestions Form: https://forms.gle/RQbthyDvd98SGpVq8Hey, you made it this far! You're a great reader! :) Remember to subscribe to our podcast in your favorite podcast player. Do it before you forget!If you're listening on Spotify please leave us a 5-star review, and leave a comment on today's episode!If you're on an iPhone, review us on Apple Podcasts please! Scroll to the bottom of the page and hit the stars ;)We appreciate you more than you know.Reminder:Frownies facial patch discount:https://www.Frownies.com/discount/Crime10Support us and become a Patron! Over 30 bonus episodes:https://www.patreon.com/crimeandcoffeecouplePodcast Intro and Outro music:Seductress Dubstep or TrippinCoffee by Audionautix http://audionautix.comCreative Commons Music by Jason Shaw on Audionautix.com