Podcasts about SPC

On WeatherBrains this week, we're diving deep into the Weather Prediction Center's Winter Program - how they forecast snow and ice, the challenges of nailing accumulation totals, the coordination calls with NWS field offices, and what the future may hold for winter weather headlines. Joining us are two of WC's best: Peter Mullinax, a lead winter forecaster who produces national snow and ice guidance, Key Messages, and a wide range of surface, short-range, rainfall, and tropical products; and Dr. Owen Shieh, WPC's Warning Coordination Meteorologist, providing national-level decision support for winter storms, flooding, and extreme temperatures. He returns after last week's episode, bringing his deep background in emergency management, training, and operational meteorology from JTWC to the U.S. Navy Reserve. Our email officer Jen is continuing to handle the incoming messages from our listeners. Reach us here: email@weatherbrains.com. How many people work at the Weather Prediction Center?  (15:30) WPC Ops Program (15:45) WPC's Excessive Rainfall Outlook (18:00) What is the Winter Storm Severity Index (WSSI)?  (26:00) Why does the SPC do the Winter Weather mesoscale discussions?  (40:00) Does WPC use MBM, and what is their future plan?  (47:00) Probabilistic Precipitation Portal (49:15) AI and its assistance to WFOs in the future (01:08:00) Reducing common gaps between WFO and WPC messaging (01:13:30) Probabilistic Precipitation Portal good/bad (01:19:00) Job-seeking advice at the WPC (01:27:00) The Astronomy Outlook with Tony Rice (01:30:30) This Week in Tornado History With Jen (01:33:15) E-Mail Segment (01:34:15) and more! Web Sites from Episode 1038:   Alabama Weather Network Picks of the Week: Owen Shieh - NWS Probabilistic Precipitation Portal Owen Shieh - WPC URRD (Urban Rain Rate Dashboard) James Aydelott - Creek turnpike bridge over the Arkansas River Jen Narramore - National Weather Network Rick Smith - Dan Robinson - Winter Driving Education YouTube Channel Troy Kimmel - EverythingWeather App on Google Play Kim Klockow-McClain - John Fausett Song: One Team John Gordon - Godzilla atmospheric river in Pacific Northwest Bill Murray - Out James Spann - Nick Petelos on X: Kilauea video The WeatherBrains crew includes your host, James Spann, plus other notable geeks like Troy Kimmel, Bill Murray, Rick Smith, James Aydelott, Jen Narramore, John Gordon, and Dr. Kim Klockow-McClain. They bring together a wealth of weather knowledge and experience for another fascinating podcast about weather.

Most conversations in startups begin at zero: what's the idea, who's the customer, how big is the market. But the stage before that, when you know you're ready to be a founder yet the direction is still completely undefined. That strange, uncomfortable, high-potential zone Aditya Agarwal calls “minus one.”In this episode, Aditya and Prateek Mehta breaks down what happens in this “figuring out” stage. The questions people avoid, the habits that matter, and why some of the best companies begin long before their founders have any conviction.We get into how this stage is evolving in the AI era. Exploration cycles are faster, technical founders can test more directions than ever, and the gap between “I'm experimenting” and “I'm running a real company” has narrowed. India's builder ecosystem is shifting too: more second-time founders, more people with real outcomes behind them, and far more comfort sitting with ambiguity.Aditya shares his own minus-one moment after Facebook, his startup acquisition, Dropbox's IPO, and Flipkart, and why that transitional period changed the way he thinks about early-stage startups. Prateek brings on-the-ground view from Bangalore, where ambition, technical depth, and the appetite to explore hard problems from robotics to voice models to AI infra are rising.This episode is for anyone who feels they're between missions. Anyone who wants to understand why the most important part of building a company might actually be the time you spend before you even know what you're building.00:00- Trailer01:06- Aditya's journey to starting SPC after Facebook & Dropbox 03:48- A “learning club” for people in figuring-out stage06:23- 3 Northstars of the SPC community07:02- How SPC evolved from a community to a fund10:32- Not everyone should be a founder11:51- 1% selection rate13:53- Building conviction in 1 of 3 outcomes16:36- SPC is at PMF stage18:38- Mismatch of traditional VC's v/s rapid pace startups19:04- How AI has impacted investing at SPC26:32- How AI has changed VC firms29:02- Axis of curiosity replacing thesis30:17- Star Companies of SPC US33:34- Binny Bansal's role in starting SPC India37:16- Questions & confusions as founders in early stage39:50- Number of great entrepreneurs is NOT small41:49- Talent density in India vs Bay Area44:04- Founders don't need a culture of permission45:08- India tier 2 and 3 does invest heavily in AI46:11- AI is truly democratizing tech49:09- Math gives India advantage in AI51:48- A lot of science fiction is coming true-------------India's talent has built the world's tech—now it's time to lead it.This mission goes beyond startups. It's about shifting the center of gravity in global tech to include the brilliance rising from India.What is Neon Fund?We invest in seed and early-stage founders from India and the diaspora building world-class Enterprise AI companies. We bring capital, conviction, and a community that's done it before.Subscribe for real founder stories, investor perspectives, economist breakdowns, and a behind-the-scenes look at how we're doing it all at Neon.-------------Check us out on:Website: https://neon.fund/Instagram: https://www.instagram.com/theneonshoww/LinkedIn: https://www.linkedin.com/company/beneon/Twitter: https://x.com/TheNeonShowwConnect with Siddhartha on:LinkedIn: https://www.linkedin.com/in/siddharthaahluwalia/Twitter: https://x.com/siddharthaa7-------------This video is for informational purposes only. The views expressed are those of the individuals quoted and do not constitute professional advice.Send us a text

John discusses Trump's twisted version of the Afghan man who allegedly gunned down two National Guard members in Washington, DC, last week - Spc. Sarah Beckstrom, 20, and Staff Sgt. Andrew Wolfe, 24, while they were on patrol. He also talks about lawmakers and reporters finally waking up to the nature of deadly strikes against fishing vessels in the Caribbean, with news this weekend that during at least one raid, a second strike was ordered to kill off survivors of the initial attack. Plus, Trump discussing military and diplomatic options for handling Venezuela, who we have now decided is our new enemy because they have so much oil. Then, he welcomes back Professor Corey Brettschneider to discuss the legality of Pete Hegseth's Order to "kill them all" and the appeals court that disqualified Trump's former lawyer Alina Habba as US attorney for New Jersey. Then lastly, comedian Rhonda Hansome is back once again to chat with John and listeners about Trump's latest mishigas like calling people childish names "stupid" and "retard".See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode of the Mike Force Podcast, I break down the killing of 20-year-old National Guard soldier Spc. Sarah Beckstrom, who died on Thanksgiving after being ambushed in our nation's capital. While the country moved on, an Afghan national brought into the United States through the post-Kabul evacuation is charged with her murder. Almost no one is talking about who he was, how he got here, or what warnings were ignored.I get into what we know about the suspect's background, the failures in the vetting process under Operation Allies Welcome, and the difference between trusting someone on the battlefield and clearing them to live inside our borders. This is not about attacking our Afghan partners. It is about facing the reality that a rushed and incomplete system allowed people to enter the country even when clear red flags existed.Then we zoom out to Venezuela. From its role in global narcotics to its massive oil reserves and the geopolitical moves happening behind the curtain, we look at how resource interests, failed states, and political narratives influence what the media focuses on and what gets buried.This episode is about accountability. It is about demanding clarity from our government, honesty in national security decisions, and real conversations about why incidents like this disappear from the public eye while American service members pay the price.Support Carnivault - The best freeze dried meat for prep or dinner. Use “MG10” to save!https://carnivault.comFollow my Patreonhttps://patreon.com/mikeglover

Sistas, Let's Talk is Sabina Moce is only 24, but for the past decade the young Fijian woman has been a passionate advocate for people with disability.  Sabina was born with albinism and growing up in Fiji with the condition led to bullying and exclusion from her community. This inspired her to speak up for those who aren't always given a voice. ABC Radio Australia's Sistas Let's Talk celebrates three young women who, like Sabina are advocates and ambassadors for causes they feel strongly about.  Host Natasha Meten also meets environmental activist AnnMary Raduva from Fiji and Save the Children Ambassador on Climate Vepaiamele, who at just 16 was the youngest member of a delegation from Vanuatu to visit the International Court of Justice at the Hague in 2024. a show for women across the Pacific region.

Are the foods in your trolley really Australian owned, and should you be worried about MSG or that 2-kilo overnight weight jump after a salty meal? In this episode of The Nutrition Couch, dietitians Leanne Ward and Susie Burrell unpack how to support Aussie-owned brands, the real story on MSG, and why salt can make the scales jump without you gaining body fat. In this episode, we cover: The Aussie-owned supermarket brands worth supporting Why there are so few 100% Australian-owned and operated food companies on our shelves The big-name Aussie brands Leanne and Susie actually buy, including cereals, dairy, oils, snacks and condiments How Australian ownership, local jobs and higher ingredient standards often translate to better nutritional quality Fun facts about Sanitarium’s not-for-profit structure and SPC as the last remaining Australian-owned fruit and veg processor Smaller state-based dairies and boutique brands to look out for in your local supermarket MSG: what the science says vs what social media says What MSG actually is, how it’s made, and why glutamate naturally occurs in foods like tomatoes, mushrooms and cheese How to spot MSG and other flavour enhancers on labels (621, 635 and friends) Why major health bodies consider MSG safe at normal intakes, and why “Chinese restaurant syndrome” hasn’t held up in blinded trials The real issue: ultra-processed, highly flavoured snacks that drive overeating, especially in kids Common supermarket foods that still contain flavour enhancers, and how to choose plainer, less “more-ish” options instead Product Spotlight: the Moroccan tomato dip Leanne and Susie love A deep dive on Tahini Miri Moroccan Matbucha, a chunky tomato-based dip with 87% tomatoes Why the ingredient list is so impressive compared to most dips in the fridge section How to use it: on veggie sticks, crackers, omelettes, eggs, sourdough or as a salsa-style base for quick meals Why cooked tomato products are a great way to boost lycopene and plant intake, especially during party season Salt, fluid retention and “overnight” weight gain The recommended daily sodium and salt limits for healthy adults, and how much Australians are actually having Why your weight can jump 1–2 kilos after a salty meal or takeaway, even if you’ve been eating well Who genuinely needs to watch salt more closely (e.g. high blood pressure, kidney or fluid issues) and who doesn’t need to stress over a pinch in home cooking Simple label-reading rules: what counts as low, moderate and high sodium per serve Practical ways to cut back on salt without eating bland food, using herbs, spices and smarter product choices How to keep party-season canapés, chips and takeaway in check without feeling deprived Plus How Leanne and Susie think about “supporting local” in a realistic, supermarket-based way Why choosing more minimally processed options automatically helps with both salt and additive intake Reassurance that balance matters more than perfection when it comes to salt, MSG and processed foods If your goal is to shop more consciously, support local brands, and stop panicking about every ingredient on the label, this episode will give you a clear, calm roadmap.See omnystudio.com/listener for privacy information.

Where do Pacific and western MEL approaches naturally align, and where do they clash?  Margaret Eastgate, Seraseini Vulavou and ‘Aulola ‘Ake discuss how MEL practice may honour Pacific ideas and ways of knowing in how we design, implement, and evaluate programs – including the concepts of tā (time) and vā (relational space).  This podcast was made possible through SPC's Funding with Intent initiative, funded by the New Zealand Ministry of Foreign Affairs and Trade.    Please provide us feedback here: https://forms.office.com/r/yHK0eDhrex     Guests:  Margaret Eastgate, consultant - Pacific Magaret has worked in the development space for over 30 years. She is a Pacific MEL Influencer who has: co-authored the Pacific MEL Capacity Strengthening Rebbilib “For the Pacific, By the Pacific, With the Pacific” which situates MEL; co-curated & co-convened the Inaugural Pacific MEL Convening; and was a Member of the MEL Technical Experts Group that endorsed the Pacific MEL Diploma programme.  Seraseini Vulavou, Performance Quality and Learning (MERLA) Manager for Balance of Power - Fiji Seraseini works in the space of legitimizing the leadership of women – politically, culturally and socially – at a regional level, particularly across Vanuatu, Fiji and Tonga.  She has been a MEL practitioner for more than 10 years having worked in 9 Pacific island countries in the health sector (International Planned Parenthood Federation), as well as UN entities (UN Women, World Food Program and UNICEF) and Oxfam. ‘Aulola ‘Ake, Programme Officer at SPC – Tonga  ‘Aulola is part of a team that supports Pacific Women Lead at SPC's portfolio of grants, providing technical advice, assistance and capacity building, planning, monitoring and reporting at country and regional level. Prior to SPC, she worked for the Australian High Commission Nuku'alofa as Senior Program Manager managing Australia's bilateral investments in governance, gender equality and infrastructure. Her background is international affairs and development holding both a BA and MA in International Relations from Victoria University of Wellington, NZ, and Monash University, Australia. Links: Pacific MEL Rebbilib: https://www.spc.int/updates/blog/2020/08/pacific-mel-rebbilib-report-on-mel-capacity-available-for-download  Pacific MEL Diploma: https://www.spc.int/DigitalLibrary/SPC/Collection/Pacific_MEL  Reflections on tā and vā  by Ōkusitino Māhina: https://i-m-m.org/onewebmedia/IMM_PDFs/2021_imm_archiv/_archiv_sprache/210406_Ta_VA_Moana_by_Mahina_01.pdf  https://www.vamoana.org/news/talanoa-hufanga-he-ako-moe-lotu-dr-okusitino-mahina  Tongan sociospatial relations by Tevita Ka'ili: https://kealakai.byuh.edu/tevita-kaili-presents-new-book-on-tongan-sociospatial-relations  Decolonisation & Locally Led Development (including practical ideas for action): https://acfid.asn.au/wp-content/uploads/2023/01/ACFID-Decolonisation-and-Locally-Led-Development-Discussion-Paper.pdf  How can aid be decolonized and localized in the Pacific? by Theresa Meki and Jope Tarai: https://onlinelibrary.wiley.com/doi/full/10.1111/dpr.12732  Kakala Research Framework: (PDF) Kakala Research Framework  Kakala_Research.pdf  Kakala Research Framework | SpringerLink  

Larry "Scott" Teakell, a native Texan, joined the U.S. Army in 1995. He served as a medic and had three tours in Iraq, one in Bosnia and Macedonia. In July 2007 in Iraq, SSgt Teakell put out a fuel fire that covered Spc. Heredia and was awarded theSoldier's Medal, the highest medal you can earn for heroism in non-combat. Teakell talks about being a medic and the Strong Star Training Initiative program at Fort Hood. He retired as an SFC in 2015 and began forging knives, and became the founder ofJunkyard Tactical.

Ever wondered what Dr. Deming really meant by "profound knowledge" — and how it can still transform your work today? In this conversation, Bill Scherkenbach shares with host Andrew Stotz lessons from Dr. W. Edwards Deming on profound knowledge, systems thinking, and why "knowledge without action is useless, and action without knowledge is dangerous." Tune in for wisdom, humor, and practical insights on learning, leadership, and finding joy in work. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with Bill Scherkenbach, a dedicated protege of Dr. Deming since 1972. Bill met with Dr. Deming more than a thousand times and later led statistical methods and process improvement at Ford and GM at Deming's recommendation. He authored the Deming Route to Quality and Productivity at Deming's behest, and at 79, still champions his mentor's message, learn, have fun, and make a difference. Bill, how are you doing?   0:00:36.3 Bill Scherkenbach: Doing great, Andrew. How about you?   0:00:38.6 Andrew Stotz: I'm good. It's been a while since we talked. I took a little holiday to Italy, which was. I was out for a bit, but I'm happy to be back in the saddle.   0:00:48.9 Bill Scherkenbach: Dove in Italia?   0:00:51.3 Andrew Stotz: Yes.   0:00:52.5 Bill Scherkenbach: Where in Italy?   0:00:53.6 Andrew Stotz: Well, I went to Milan for a trade show in the coffee industry, and then I went to Lake Como and relaxed and oh, what a paradise.   0:01:03.2 Bill Scherkenbach: Beautiful. Beautiful. Yep.   0:01:05.0 Andrew Stotz: And, of course, always great food.   0:01:09.4 Bill Scherkenbach: Yep, yep, yep. Well, you have a chance to use the PDSA on improving your mood there.   0:01:16.6 Andrew Stotz: Yeah, it was just... The resort I stayed at was a tiny little place on the side of a hill, and the food at this tiny little place was fantastic. We just didn't want to leave. Every single meal was great. So I love that. Who doesn't love that?   0:01:34.4 Bill Scherkenbach: They didn't have a food cart in the background.   0:01:38.0 Andrew Stotz: Yeah. In fact, they didn't really open for lunch.   0:01:39.8 Bill Scherkenbach: Like what they do over here.   0:01:41.3 Andrew Stotz: Yeah, they didn't open for lunch. They only served sandwiches at 2pm so we had to hold out. But we still, the sandwich was so good. We just thought yeah, just wait.   0:01:51.3 Bill Scherkenbach: Early lunch. Yep.   0:01:53.3 Andrew Stotz: Well, you've got some interesting stuff to talk about today, and I'm gonna share the screen, and then I think we can kick it off from there. So let me see if I can get that up straight here. One second in. All right, so hopefully, you see a white screen that says profound knowledge. You see that, Bill?   0:02:16.0 Bill Scherkenbach: Yes, I do.   0:02:17.2 Andrew Stotz: All right, well, let's... Yeah, let's. Let's get into it.   0:02:23.2 Bill Scherkenbach: Oh, okay. I'll go from the bullets that I've got, and we'll hear from Dr. Deming and how he couched it in a little bit, in a few minutes, but he recognized that leaders would say they had the knowledge. Oh, yeah, we do SPC. We follow Deming's philosophy, we do that. But they really only knew the buzzwords. And to an extent, and I don't know how he came up with the word profound, but I do know in speaking with him that he intended it to be a degree of expertise that was beyond the buzzwords. Now, he said you didn't have to be an expert in it, but you had to know enough to be able to understand it and in fact, use it, as we'll talk about in a little bit. And knowledge obviously includes, as he said, an appreciation for a system and variation and knowledge and psychology. And as we'll hear in the audio, he also didn't really limited to that when he said there was there... His point, main point was that there are a whole bunch of interrelated subject matters that are very, very useful in managing your business or managing any organization.   0:04:17.1 Andrew Stotz: You know, I was thinking about that word profound. It's oftentimes wondering exactly what is meant by that. This is helpful to help us understand. It's, number one, about expertise. And I think the thing that I've always also felt is like, when you understand appreciation for a system, knowledge about variation, theory of knowledge and psychology, it, like things click, like it comes together, it's a whole. And that's the way I've thought about it. But that's interesting about the expertise aspect.   0:04:51.8 Bill Scherkenbach: Yeah. And that's something Don Peterson at Ford spoke about. He gave a very good talk to our leaders with Dr. Deming in attendance. And he said that a lot of you have said, "Oh, yeah, we already do this at Ford, " but you have to come to grips with a lot of you have been promoted for perhaps the wrong reason throughout your career, and you're gonna have to change. The change starts with us. So that was very impactful for Dr. Deming to listen to that.   0:05:32.7 Andrew Stotz: Yeah. And I just thought about the idea of profound action. Like, once you get this knowledge, does that mean that you're going to also, you know, the way that you do things is going to change substantially.   0:05:47.3 Bill Scherkenbach: Yeah. I mean, that's been a philosophical question. In one of the slides, I quote Confucius. About 2500 years ago, essentially saying knowledge without action is useless and the action without knowledge is pretty dangerous. But that's been consistent with Eastern and Western. Aristotle did the same thing, and Mid Eastern folks did it as well. Philosophers dealing with, yeah, we've got knowledge, but everyone agrees, at least in the good thinker role, that, that you've got to take action, otherwise it's useless. Okay, so we've got, and the subject matters, as I said, are not new. And he coalesced on four, but the general thought was that. And you've got to remember Dr. Deming was a classically trained physicist in the 1920s. And because of that a lot of, although it had been a few years, but they were very aware that everything started in the both, the eastern philosophies and western philosophies. Everything started with philosophy. Science wasn't a separate subject matter. And so everything was connected on how people should live, on how the stars move, a whole bunch of stuff. It all was philosophy. And these various subject matters evolved over the years.   0:07:50.6 Bill Scherkenbach: So even though he stopped it for his general intent was that a whole bunch of things are interconnected. If you go study these various subject matters.   0:08:05.1 Andrew Stotz: It's interesting because I attended the seminars in 1990, 1992 and then I went to Thailand and then I did other things and I didn't really keep up with it because I was in the financial world and doing my thing. And then I got The New Economics years later and there was this discussion about System of Profound Knowledge. And then I think about also going back to your previous discussions of what it was like being in a classroom with Dr. Deming when you first met him and studied with him. You know, that these things were going on. Obviously he had a deep understanding of variation. He definitely understood about the theory of knowledge from his scientific background. But I'm just curious, as you... It's interesting what you said, these things are not new. It's the way he brought them together. I just find that, that fascinating. How do you see that journey for him going from when you first met him to a very full formed concept or theory of profound knowledge at his later years?   0:09:15.3 Bill Scherkenbach: Yeah, I think things just solidified or codified. I mean, when I first met him in '72 at New York University Graduate School of Business, he didn't have 14 Points. He didn't have the Deadly Diseases. So none of the stuff that were codified as he progressed. I mean the one thing that I've mentioned it a number of times, the most important thing I learned from him is that you never stop learning. And he epitomized that sense of continual learning in improving oneself. So he tried to learn from everyone. But, but yes, for instance, as I mentioned, he was a degreed physicist and ended up doing a whole bunch of. And that transitioned into statistics which was a relatively. Well, I'm going to say everything is relative. But new in operationalizing the use of statistics besides counting people and the experiments at Rothamstead for agriculture. I mean, that really was some of the... But the earlier stuff, yeah. Was helping their patrons gamble better.   0:11:02.0 Andrew Stotz: And so I often take comfort in your descriptions in the first episodes about how he hadn't put all of these things in place at the age of 72. And I think there's still hope for me, Bill, to figure it out and put together my grand thinking.   0:11:22.7 Bill Scherkenbach: Yeah. Oh, no, I understand. I mean, I'll be 80 in less than six months. But he really, he started out getting his foot in the water here anyway when he was 79 also. So there's a chance. There's a chance.   0:11:46.4 Andrew Stotz: There's a chance. All right, well, the next slide, you're talking about the connections.   0:11:51.6 Bill Scherkenbach: Yeah. Again, all the subject matters are, again, evolve from philosophy and they all are interconnected in many, many ways. So, yeah, if you could play what Dr. Deming's introducing, that might set the stage.   0:12:14.0 Andrew Stotz: Okay, let me play this audio. Hopefully it comes across. Okay.   [video playback] Dr. Deming: Let us begin our study of Profound Knowledge. Profound Knowledge. Provides a roadmap to transformation, not just change, but a roadmap to transformation. Nothing else will satisfy our needs. Not just change, a roadmap to transformation into a new state. The System of Profound Knowledge, appears here in four parts, all related to each other: first, Appreciation for a System. Which we shall study, we shall study a system, and soon, I won't keep you waiting. And Theory of variation and theory of knowledge and knowledge of psychology and add anything you please, sociology, anthropology, whatever you please. I present these four parts to Profound Knowledge. They are interdependent, they cannot be separated. One need not be imminent in any part of Profound Knowledge in order to make it, in order to understand it and apply it.   0:13:30.9 Andrew Stotz: That's quite a mouthful.   0:13:33.1 Bill Scherkenbach: Yes, it is. Yes, it is. What I've got to do is go back to the tapes and get the lead in and follow on to that. But yeah, that's how he introduced profound knowledge in his later seminars.   0:13:56.2 Andrew Stotz: So what would this have been? What, 1990, 1991, 1992?   0:14:03.8 Bill Scherkenbach: Well, probably, I would say, yeah, maybe '89.   0:14:10.6 Andrew Stotz: Okay.   0:14:11.9 Bill Scherkenbach: In there. Yeah.   0:14:13.8 Andrew Stotz: So I took out a little transcript of that and I want to just go through a couple quick points, if you don't mind. He starts off by talking about it's a roadmap to transformation, not just change. Why would he say transformation rather than just change?   0:14:38.6 Bill Scherkenbach: Well, he changed really, transformation. And he thought a metamorphosis would be better. There's a butterfly in there somewhere, but it needs change. And it's not just, I know he mentioned the western style of management, but in my travels, Eastern style of management is just as bad. And again, knowledge is, is literally encompasses space and time. Looking at the past, projecting or predicting the future, little space, great space. And when you look at Western philosophies or western style management, we have emphasized the individual. So restricted space and short term. And the eastern philosophy of management took a longer term viewpoint of things. And they said it's not the individual, it's the team, the family. In my opinion, you have to, everyone, no matter where you live in the world has to balance those two, being able to take joy in your work as an individual. To be able to take joy in your work as a member of the team. And, I mean, I've been asked years ago, how long would it take? And I would say, "Well, Deming says it'll take 30 years." So over here in the US it's going to take a long time, but it's not going to take a long time in Asia, it's only going to take them 30 years. So time is relative, so is space.   0:16:53.2 Andrew Stotz: And there's something else he said in here that if you could try to help me understand and help the listener understand it. He talks about, you know, he gives a summary, theory of variation, theory of knowledge, knowledge of psychology. And then he adds in this line, "add anything you please, sociology, anthropology, whatever you please." What does he mean by that?   0:17:16.6 Bill Scherkenbach: That's what I said before he came from the the school that everything started with philosophy and things broke off science and all of these various disciplines. What he's saying is he's gone to, his theory of profound knowledge is included these four. But the general message is any discipline is interconnected with each other. So you don't have to be restricted to these four. And you're going back to how knowledge was developed in the first place. And perhaps it could be full circle, although I'm not going to get bogged down with the potential of AI contributions. But you need to, you need to recognize that many, many subject matter are interrelated because they were spawned from the original Eastern philosophy and Western philosophy.   0:18:37.5 Andrew Stotz: And one last thing on this, he wraps it up with this statement that also, you know, particularly given his depth of knowledge of the subject, he said, "One need not be imminent in any part of profound knowledge in order to make it, nor to understand it and to apply it." Why do you think he had this need to explain that you don't really have to know this in super deep detail?   0:19:02.7 Bill Scherkenbach: Well, I think he was being off a little bit. The word profound scares a lot of people. And so there's again a balance. You need to go far beyond the buzzwords, but you don't need to be an expert in any of those fields in order to grasp and be able to in some cases, I think, contribute to them. So he's saying that he's trying to better explain or define the word profound.   0:19:48.8 Andrew Stotz: Yep. Okay, now the next slide is incredible. A lot of different things on here that you're showing. Maybe you can explain what you're getting across in this one.   0:19:57.9 Bill Scherkenbach: Yeah, this is a MEGO chart. My Eyes Glaze Over. What I tried and I'm. I'm continually updating it. The different colors are from the fields of statistics, the fields of epistemology, psychology and systems thinking. And I'm linking a whole bunch of them together to show that there are similar thoughts in all four of these fields that contribute to a better understanding and use of all of them. Now the next slide, hopefully is more visible. It should be. I'm focusing on a stable process, which is statistical concept. Stable process means you've got by definition of Shewhart. There's a... Deming would call them common causes. When common causes are... When a process is stable, you're able to do design of experiments. Some of the enumerative methods work very, very well or with some degree of belief with a stable process. The red bead experiment was stable. Rule one and two of The Funnel. Stable process. Common causes in theory of knowledge. There's comment, well, I've seen that before or no, jeepers, I've never seen that that hooks up to some other special causes and statistics. There's a concept in theory of knowledge where you're talking about general providence or specific providence that the storm just, it hit everyone and pick out anyone in systems thinking you can only have a stable process if you have negative feedback loops and negative feedback.   0:22:40.0 Bill Scherkenbach: Again, I think I had mentioned in a previous discussion with you, negative doesn't mean it's bad. It just means it closes the loop and it seeks a stasis so, and that's the only way you're going to get. I'll simplify just about the only way you're going to get a stable process. There's a negative feedback loop in there somewhere. Stable process leads to long term thinking versus short term thinking, the theory of knowledge, empirical knowledge is never complete. Knowledge is theory applied over time. Stable process over and over and over again. The theory matches the data or what you predict, you then have knowledge. So the point is that, that there are a number of specific learnings. Well, for instance, let me see here, what's on. I have to adjust this. Okay. From psychology you've got what the psychologists call a fundamental attribution error. And that is mistaking who, as Dr. Deming says, who, who did it, who did it, did the people do it? Or did the system do it? Did the process do it? And in psychology, although it's in a different place, you've got following Rule 3 of The Funnel is a psychological term called complementary schismogenesis.   0:24:42.3 Bill Scherkenbach: And that's easy for me to say, going back to the Greek schism of split in genesis of a birth of a split. What that means is in psychology it's two people trying to one-up another. I've got this example. Well, I can do it. I mean, who, yeah, and the move or the musical Annie Oakley. Anything you can do, I can do better. So, psychology has observations and subject matters that they didn't have a clue. That was rule 3 of The Funnel. So my point in looking at all of these is that as you dig into things, they are interrelated. Now I haven't dug through anthropology or started. I've just restricted it to the four things Dr. Deming spoke about. But that would be a challenge to our listeners. If you really know some of these sciences, some of these bodies of knowledge, how are they connected? Okay. The aim of profound knowledge, he says, has to have an aim. Confucius in the East, Aristotle in the West, and in the Mid east, someone essentially said knowledge without action is useless and action without knowledge is dangerous.   0:26:51.0 Bill Scherkenbach: And Deming said the aim of a system, of his System of Profound Knowledge is action. And as we discussed previously, it's a transformation of Western, I think it's a transformation of Eastern and Western style of management. And he, the way he pronounced it was metamorphosis. And I will have to check the OED, Oxford English Dictionary. I haven't done that yet. But he has been 100% right in his pronunciation and usage of the English language. So as I said, there's got to be a butterfly in there somewhere. But he's talking about a major, major shift, major rebirth if you will, management. Systems theory. A lot of this is obvious and these are what he mentioned in his, not Out of the Crisis, but The New Economics. A network of interdependent components that work together to try and accomplish its aim. And, and he, and this I had mentioned earlier, I think that in his work. Well, I've got... Going back to some things, this is a 1954 speech he gave in Rome and this is a 1940 speech he gave. And because he was a Renaissance scholar, they were talking about a Systems View before it was popular.   0:29:06.5 Bill Scherkenbach: Everyone knows that he introduced the improvement on the old: design it or spec it, make it, try to sell it. And he introduced his expertise, sampling theory to be able to check on the customers and see what they think about stuff and be able to create a system of production instead of just one way through. Now. And I'm sure anyone who has read any of his books knows he spoke about the interdependence. He said in the example he gave was bowling. You just add up the scores. In the orchestra, you don't use a bunch of soloists, but they have to work together to be able to make sure that the result is what the composer, well, we don't know, I don't think what modes are intended.   0:30:28.9 Andrew Stotz: One of the things that's interesting about that orchestra concept is even, you know, it's a relatively complex system, but there's a score, there's a rule book, there's a play guide, here's what we're going to play. But sometimes with business there is no guide particularly, you know, you're running your own business relative, you know, you're focused on your own development of your own business. And it's not like you wake up every morning and there's a manual that says, "Here's what you do, here's what you play today." Which makes it that interdependence even more difficult and the need for communication and cooperation even more challenging. I have a client of mine that they've struggled to get the team to work together. But what I've also found is that they never sat down as a team and really had honest discussions consistently to try to break down the barriers and figure out how we're going to work together for this aim. So I'm curious about how do you look at business compared to, let's say, that orchestra example?   0:31:36.9 Bill Scherkenbach: Well, yeah, and Deming made that exact same point, at the far end of complexity or just about is business. They are far more complex and require far more interaction than the orchestra. Now, in trying to operationalize Dr. Deming's philosophy, I've tried to emphasize. And we've got a process to be able to create a vision and it obviously is followed by mission, values and question. We covered the physical, logical, emotional a few talks ago. But, but you have to... Top management has to have that vision that will include everyone in its and all sorts of voices in its creation. And then you have to have a way to be able to master that vision or make sure that that vision is operationalized. And that requires a whole bunch of feedback loops, if you will, systems thinking, a whole bunch of being able to work with people. And so it literally needs the application of profound knowledge from the management's perspective. You need to be able to operationalize your vision, not just come up with the vision and put it on the bookshelf.   0:33:34.5 Andrew Stotz: And the final bullet, says "the obligation of any component is to contribute its best to the system, not to maximize its own production, profit or sales, nor any other competitive measure." Oftentimes in the world of finance where I teach and I work, a lot of stuff, people think that the objective is to maximize profit, but the reality is the objective is to maximize value. And so when we look at, for instance, the value of a business, it's two components. Number one, the profit, which you could consider is kind of in the numerator. And then we reduce the profit by the denominator, which is risk. So think about it. If you were to invest money in two projects. One, you invest $100 in two projects, and one is very proven and you're very confident that this is going to work, and the other one is brand new, very possible it doesn't work. We would reduce the second cash flow and say, "Well, yeah, the amount we're investing is $100, but the reality is the cash flows may or may not hit." So we would reduce the value by the risk. And I try to help my young students particularly understand that it's an intricate balance of profit and risk. And if you overemphasize profit, you could be increasing the risk, which actually doesn't increase the value of the company.   0:35:07.0 Bill Scherkenbach: Yeah. And Dr. Deming had a similar statement saying that the cost of something doesn't mean anything. It's the value of what you get for the cost and value is determined by the quality. My look at systems theory, especially the obligation this last one is to contribute its best to the system. What many people forget is as I mentioned in the beginning, everything is defined as in space and time. And Bill Ouchi who wrote the book Theory Z stated that... And this is an eastern management concept that you have to have, I guess, corporate knowledge because in order for someone to say, "Okay, this department, I'm going to..." Well, for instance, lunches, the corporate lunch room will lose money so that the corporation can make. So the people would stay on site and be able to contribute more work. But that's in the longer term. And so if someone steps aside today to let someone else get the kudos or the credit, the corporation needs to remember that. He called it societal knowledge or memory. And if you ended up being saying, "Screw you, I'm taking what's owed to me, " that also will be remembered. So you have to introduce the dimension of time to any systems theory view. Time and space.   0:37:36.3 Andrew Stotz: You mentioned about... Oh, go ahead.   0:37:40.5 Bill Scherkenbach: No, it's a statistician's attempt at humor before Einstein. Yeah.   0:37:49.6 Andrew Stotz: You mentioned about metamorphosis and you mentioned about transformation and I was just looking it up and let me maybe if I'll read out what I found. "Metamorphosis is a biological stage based change. Like a caterpillar turning into a butterfly. It implies a natural structured process. Transformation is a broad change in form, character or condition. It can be physical, emotional or organizational. In short, every metamorphosis is a transformation. But not every transformation is a metamorphosis."   0:38:26.2 Bill Scherkenbach: Good point. Understand.   0:38:30.7 Andrew Stotz: So let's continue.   0:38:35.0 Bill Scherkenbach: Okay. Variation. I think the first noble truth of Buddhism is "life is suffering." And Deming equated variation with suffering. So when I presented similar slides to my friends in Asia, I... Life is variation.   0:39:02.2 Andrew Stotz: That's great.   0:39:03.0 Bill Scherkenbach: Now there are two extremes in taking action on variation. Well, in taking action, I know this is in front of us, but Dr. Deming spoke about Shewhart's contribution. And that is the two mistakes that people can make with variation, while in taking appropriate action on variation. And one is mistaking common cause for special causes or special causes for common causes. And that's really the primary view. But Deming seminars showed that if you're going to take action, there also are two extremes in taking action. And one was every action taken tends to make things worse, which he used The Funnel experiment. And the other extreme is every action taken has no effect on the variation. And that's obviously the red bead experiment. And so he, those were the two extremes that he wanted to show and demonstrate to people in order to solidify the folks learning. Theory of knowledge. Okay, Management is prediction, temporal spread, space and time absolutely required, knowledge is built on theory.   0:40:50.5 Bill Scherkenbach: He got that from Shewhart and indirectly through C.I. Lewis and on knowledge being built on theory. And with that, that jogged my mind as far as coming up with my theory-question-data-action cycle, which is a bit different than the Plan-Do-Study-Act cycle. But in knowledge development knowledge is built on theory. So anytime any data that you see you and he asked, he told people, by what method did these data get to me? If you see data you have to ask that. If you see data you have to say what was the question that was asked? If you're a question asker, questions come from theory. They're connections of concepts in your mind. And so theory could be a guess or it could be as proven as scientific law, but everything, and that scares people away, but everything really starts with theory. Given a theory you can ask a question. You can tell people when you ask the question what I'm going to do with the data so they have a better idea of how to collect the data and what data to collect. And then you take the action and go back and revisit the theory. So theory, question, data, action over time generates knowledge. And with some other emotional and physical constraints and consistencies, you're going to gain wisdom.   0:42:58.8 Andrew Stotz: There's something...   0:43:00.4 Bill Scherkenbach: Go ahead.   0:43:01.5 Andrew Stotz: There's something that I always, I've questioned, I think you can probably clear it up in this part of our discussion is that Dr. Deming used to say something along the lines of without prediction or without theory there is no knowledge. Something along that line as I recall. And sometimes I understood that clearly and other times I question that. What would you say about that? How should I understand that?   0:43:33.1 Bill Scherkenbach: Well, it's something that he and Shewhart spoke about a lot. And let's see, in his 1939 book The Statistical Methods from the Viewpoint of Quality Control by Shewhart and edited and commented on by Dr. Deming, they speak about that, as far as. And again Shewhart was influenced by C.I. Lewis. And as an aside, when, when I was at Ford and we had a speaker who had studied under CI Lewis. I had to get Dr. Deming to speak with them. And I've put part of a video of their conversation on LinkedIn, YouTube, I guess. But knowledge is built on theory. Now can you explain it again? I might be able to...   0:45:03.0 Andrew Stotz: So let me get a quote from New Economics. He said "experience by itself teaches nothing. Without theory, experience has no meaning. Without theory, one has no question to ask. Hence without theory there is no learning."   0:45:19.0 Bill Scherkenbach: Yeah. Yeah, okay. He was getting to, and he had all sorts of examples on the, on the first statement that experience teaches nothing. If you're, you might have an experience that perhaps you were, you, you were picked on. And what are you going to do about it? Well, your theory could have been: well, they don't like me. It could have been that: well, that person was a bully. Could be a whole bunch of things. But without the theory, what are you going to do in the future to make that experience more to your liking? And so you have to go beyond the experience and look at what is the thoughts and motivations behind that, which is theory. And now I don't know why I mentioned that, but I mean a number of the way... Well, I'll leave it at that.   0:47:02.8 Andrew Stotz: Yeah.   0:47:04.3 Bill Scherkenbach: As the left and right dukes it out based on their own theories. Okay. Psychology, it's incomplete without knowledge of variation. You mention that if you know the red beads, you won't make the fundamental attribution error. I had mentioned schismagenesis earlier, which is rule three of The Funnel. It invites, it says helps us understand people as different individuals. In, again, my take on this part of psychology. And again Dr. Deming saying everyone is entitled to take joy in their work. And he spoke about extrinsic and intrinsic motivation. Well, I have looked at it for many years as each one of us has an internal voice of the customer. We are the customer. And what makes me take joy would make another person perhaps take despair. And so it's management's responsibility who manages the people, materials, methods, equipment, environment to know me as a customer and be able to, if this works for me, then the management would try to arrange things that would help me take joy because it's more congruent with my internal voice of the customer. Deming used a number of examples that I gather some psychologists call it overjustification. But it in fact says the description was he tried to tip someone and it was an insult.   0:49:30.8 Bill Scherkenbach: And so instead of a thank you. He talked, he talked about the letter he sent to a surgeon of his, meant more than adding $500 to the bill. And the surgeon would carry the letter from Dr. Deming because he was, Deming was thankful for it. But it takes an astute manager to be able to understand all of the individual voices of the customers, their employees, and be able to construct a system that is going to be more congruent with each of them. And if you know that money doesn't influence or isn't congruent with someone, maybe it's retirement point, maybe it's a day off, maybe it's a variety of things managers would know that works for one person pisses off another. So that's where I stand on that, on the overjustification. And the obvious: fear invites wrong figures. Yeah. Although I think I had mentioned that in my work over in Asia, in China. So we don't have fear. It's called respect. So.   0:51:09.0 Andrew Stotz: I've just been reading a book about the Gaokao, the exam that students have to take in China to get into the elite university system. And it really makes you, it definitely gives you all kinds of both sides of the thinking on that. It really has got me thinking about this, one measure, everybody's ranked and they go through the pros and cons of it, which is challenging, it's good to go through that and think about that. So, fascinating. Well, that's been a great discussion for me, the idea of transformation, the concept of metamorphosis was interesting to me also the stuff related to having, you know, that how do we acquire knowledge? I think sometimes when in research, let's say in financial research that I've done all my life, I come up with a vague hypothesis and then I just start playing with numbers to see what I find. And so I'm kind of fiddling around. I wouldn't say that I have...   0:52:18.7 Bill Scherkenbach: What's the vague hypothesis? Give an example of...   0:52:22.7 Andrew Stotz: So, one observation that I've been able to make is that a particular ratio has fallen consistently across the world for the last 30 years, and that is the amount of revenue that assets generate out of companies. And I looked at 10,000 companies across the world. So the first thing I thought, okay, well, maybe it's a particular sector that's causing this. And I broke down that those 10,000 companies into 10 different sectors, and I saw they all had almost the same pattern. So that kind of showed me yeah, it's probably not that. And then I went through. I came up with kind of five different ideas of what it could be. And I could test that because I had a lot of data to be able to test it, but I couldn't find an answer to it. Now, I guess what you could say is that my fiddling around was based on some type of theory or guess or prediction. It wasn't until I came up to one final one, which was, could interest rates have a relationship with this? We have been through a period of time of very, very low interest rates.   0:53:39.7 Andrew Stotz: So could that decline have been caused by or related to interest rates? So I looked at the average interest rate that these 10,000 companies were paying over the past 30 years, and I saw it was going down, down, down, down, down, down very low. And I would say that that was the most plausible explanation I could find was that low interest rates incentivize companies to invest in projects that generated less revenue than previous projects.   0:54:13.2 Bill Scherkenbach: Okay. Yeah. I would think that the system. Well, you have to take into account the lag in response to lower and lower. Okay, am I going to wait for the next one? Whatever. And what's the lag in decision-making on the thing? But you need to codify, what's your theory? Okay, if X, then Y, then collect, ask the questions, make sure you understand how you got the data. And then try to take action there. But, yeah, everything starts with theory. Yeah. So it'll be good to be specific about it. What do you think it is?   0:55:09.8 Andrew Stotz: Yeah, that's, that's helpful. Well, let's wrap this up. How would you, if you were to, to bring this into a very condensed takeaway of what you want people to get from this discussion, what would you say is the core takeaway you want them to remember.   0:55:25.7 Bill Scherkenbach: Space and time. And I have done my best. Dr. Deming ended all of his lectures.   0:55:38.9 Andrew Stotz: I have done my best. Well, I love that. And let me wrap it up, Bill, by saying, on behalf of everybody at the Deming Institute, I want to thank you again for this discussion, another one that I've enjoyed immensely and for listeners remember to go to deming.org to continue your journey. And of course, you can find bill on LinkedIn in particular, where he's posting a lot of these cool discussions and thoughts and all of that. So this is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and it relates to what we were just talking about. And that is "people are entitled to joy in work."

Adrian and Paul break down why molding costs “balloon” (over-tight tolerances and cosmetic overkill) and then walk through three practical levers to cut costs safely: smarter tooling design & DFM (wall thickness, draft, gates, material choice), good tooling decisions (steel grades like P20 vs H13, cavity count, hot vs cold runners), and production/process tweaks (machine tonnage matching, sensible regrind use, SPC/sensors, in-tool de-gating). They finish with some tooling-costs myth-busting (cheap tools, mirror finishes, family molds).   Episode Sections: 00:00 Intro & today's topic 01:58 Why costs balloon: tolerances & cosmetics  06:52 Lever #1 — Design & DFM (wall thicknesses, material choice)  14:40 Lever #2 — Tooling decisions (steel grades, cavities)  22:44 Lever #3 — Processing & production setup  27:35 Myth-busting: cheap tools, mirror finishes, family molds  31:23 Recap & where the biggest savings really are   Related content... Product Tooling: Possible To Avoid Paying for it in Full? Common Design For Manufacture Improvements On Plastic Injection Molded Parts When To Sign Off On Injection Mold Tooling? Inside the Journey from DFM to T0→T2 [Podcast] Plastic Playbook: Choosing The Right Polymer [Podcast] Mold Tooling Ownership: The term Chinese suppliers push for will shock you! The Conundrum of Investing in Tooling Before a Final Prototype Get in touch with us Connect with us on LinkedIn Contact us via Sofeast's contact page Subscribe to our YouTube channel Prefer Facebook? Check us out on FB

Witam Państwa, nazywam się Jarosław Drożdż, pracuję w Centralnym Szpitalu Klinicznym Uniwersytetu Medycznego w Łodzi, skąd nagrywam podcast Kardio Know-How. W tym odcinku rozpoczynam omawianie doniesień z tegorocznego kongresu AHA.Koncepcja polypil ma długą historię — od klasycznych projektów Salima Yusufa, przez rewolucję w leczeniu nadciśnienia dzięki SPC, aż po nowsze dane dotyczące statyny z ezetymibem (https://www.jacc.org/doi/10.1016/j.jacc.2023.05.042). W prewencji wtórnej szybkie wdrożenie statyny + ezetymibu w jednej tabletce zmniejsza ryzyko zgonów, zawałów i rewaskularyzacji o około 25% w porównaniu z terapią sekwencyjną. Najnowsza, czwarta odsłona dotyczy niewydolności serca, gdzie teoretycznie idealnie pasuje model polypil obejmujący 4 filary terapii, choć dotąd utrudniały to liczne dawki β-blokerów i ACE-I. W badaniu POLY-HF (https://www.ahajournals.org/doi/10.1161/CIRCOUTCOMES.125.012834) sprawdzono SPC zawierającą empagliflozynę 10 mg, spironolakton 12,5 mg i metoprolol 25–150 mg u pacjentów z HFrEF. Po 6 miesiącach częstość stosowania pełnej terapii wzrosła o 50%, a samodzielne odstawianie leków spadło z 18% do 4%. Poprawiła się EF (+3,5%), NT-proBNP spadło o 35%, zmniejszyła się hiperkaliemia i redukowano spadek GFR. Odnotowano także poprawę jakości życia i łączną redukcję powikłań oraz zgonów o 59%, a hospitalizacji o 60%. To niewielkie, ale przełomowe badanie pokazuje, że polypil może zmienić praktykę w niewydolności serca poprzez uproszczenie terapii. Co więcej, najnowsze wytyczne AHA/ACC dotyczące nadciśnienia po raz pierwszy jednoznacznie zaleciły stosowanie SPC (https://www.ahajournals.org/doi/10.1161/CIR.0000000000001356).Szczegółowy TRANSKRYPT do odcinka.Podcast jest przeznaczony wyłącznie dla osób z profesjonalnym wykształceniem medycznym.

SPC alum Tuhin Srivastava sits down with Aditya Agarwal to break down how a failed four-year startup, plus early chapters in finance and biotech, shaped the way he is scaling Baseten into one of the fastest-growing AI infrastructure companies today.His approach is simple: kill what doesn't work, don't scale before you're ready, and stop pretending you can see past three months in AI. Apply to SPC membership -https://airtable.com/appxDXHfPCZvb75qk/pagIZspLSFX7QrXcn/formConnect with us here:1. Tuhin Srivastava- https://www.linkedin.com/in/tuhin-srivastava/2. Aditya Agarwal- https://www.linkedin.com/in/adityaagarwal3/3. South Park Commons- https://www.linkedin.com/company/southparkcommons/00:00 Trailer00:56 Introduction01:28 Insights from Cricket to Startups03:30 Career Journey: From Finance to Tech08:16 Navigating the Startup Ecosystem22:48 Embracing Change and Customer Focus25:38 Unique Company Philosophies30:14 Compensation and Team Dynamics39:29 Cricket Predictions

The salient point of this podcast episode is the report of a severe geomagnetic storm that reached G4 intensity, which may lead to potential disruptions in GPS and HF radio communications, as well as the possibility of auroras in high latitude regions. We also discuss the absence of tropical cyclones in both the Atlantic and Pacific regions, indicating a lack of immediate concern in those areas. Additionally, we note that the Storm Prediction Center has not identified any severe thunderstorm risks across the United States, although there may be isolated, non-severe thunderstorms in northern California. Winter weather remains a significant focus, particularly with lake effect snow tapering in the eastern Great Lakes and new winter storm warnings in effect for parts of the western states. We will continue to monitor the impacts of the geomagnetic storm and the evolving winter hazards across the regions of concern.The current episode delves into the intricate phenomena of geomagnetic storms, particularly focusing on the recent severe G4 intensity storm reported by NOAA's Space Weather Prediction Center. This storm has significant implications for high latitude regions, where it is expected to affect GPS functionality and high-frequency (HF) radio communications, alongside the enchanting possibility of auroral displays for those fortunate enough to have clear skies. The episode meticulously illustrates the nuances of these atmospheric disturbances, providing listeners with a comprehensive understanding of how such solar activities intertwine with terrestrial weather patterns. Moreover, the discussion encompasses the broader context of winter weather forecasts, emphasizing the tapering of lake effect snow in the eastern Great Lakes and the impending mountain snow events in the western states, thus painting a multifaceted picture of the current meteorological landscape.In addition to the geomagnetic disturbances, the episode offers insights into the ongoing winter weather advisories. Specifically, it highlights the persistent lake effect snow impacting Michigan and the Eastern Lake Ontario region, with detailed forecasts predicting additional accumulation in specified areas. The narrative progresses to include important updates from various state weather services, underscoring the operational readiness of utilities and transportation authorities in light of these extreme weather conditions. Throughout the discussion, the hosts maintain a focus on safety and preparedness, urging listeners to stay informed and vigilant as they navigate the complexities of the current weather situation.The episode culminates in a thorough examination of the meteorological outlook, with hosts reiterating the significance of monitoring geomagnetic storm impacts and evolving winter hazards across the nation. By drawing connections between solar activities and terrestrial weather phenomena, this episode not only informs but also educates its audience about the intricate interplay of forces that govern our weather systems, leaving listeners with a richer appreciation for the complexities of nature.Takeaways:* The NOAA reported a severe geomagnetic storm reaching G4 intensity, impacting high latitude regions. * Aurora visibility is expected in high latitude areas, along with potential GPS and HF radio issues. * The National Hurricane Center indicates no tropical cyclones are active in the Atlantic or Pacific regions. * Weather conditions in the eastern Great Lakes involve tapering winter lake effect snow this morning. * Utilities and pipeline operators maintain a routine mitigation posture amid the ongoing winter hazards. * No significant earthquakes were reported in Alaska and California over the past day, ensuring regional stability. Sources[SWPC | https://www.swpc.noaa.gov/news/severe-geomagnetic-storm-level-g4-reached-11012025][NHC | https://www.nhc.noaa.gov/][SPC | https://www.spc.noaa.gov/products/outlook/day1otlk.html][USGS | https://earthquake.usgs.gov/earthquakes/map/?timeZone=utc&extent=7.62389,179.47266&extent=64.39694,320.09766&magnitude=all][NWS Sacramento (Sierra) | https://www.weather.gov/wwamap/wwatxtget.php?cwa=sto&wwa=all][NWS Eureka (NW CA winds/mtn snow) | https://www.weather.gov/eka/][Caltrans QuickMap | https://quickmap.dot.ca.gov/][Caltrans Road Conditions (I-80 example) | https://roads.dot.ca.gov/?roadnumber=80][NWS Gaylord briefing page (updated today) | https://www.weather.gov/apx][NWS Buffalo Advisory 6:36 AM EST Wed Nov 12 | https://forecast.weather.gov/wwamap/wwatxtget.php?cwa=usa&wwa=Winter%20Weather%20Advisory][TripCheck—North/Sw OR regional road conditions (updatedearly AM) | https://www.tripcheck.com/DynamicReports/Report/RoadConditions/4][TripCheck—SW OR conditions & snow-zone segments | https://www.tripcheck.com/DynamicReports/Report/RoadConditions/7][TripCheck NOAA Pass Forecasts (Cascades of Lane Co.) | https://www.tripcheck.com/DynamicReports/Report/NoaaForecasts/5][NWS Seattle—Winter Storm Warning text (Cascades) | https://forecast.weather.gov/wwamap/wwatxtget.php?cwa=SEW&wwa=winter%20storm%20warning][WSDOT Pass Reports hub | https://wsdot.com/travel/real-time/mountain-pass-reports];[NOAA—Stevens Pass forecast | https://forecast.weather.gov/MapClick.php?lat=47.7462&lon=-121.0859] This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit emnetwork.substack.com/subscribe

YouTubeとSpotifyで字幕付きビデオポッドキャスト公開中Aditya Agarwalhttps://x.com/adityaagSouth Park Commonshttps://www.southparkcommons.com/(0:00) OP (1:08) 大学・Oracleでの経験(5:55) 初期Facebooでマーク・ザッカーバーグ(13:40) Dropboxでの経験(17:20) South Park Commons（SPC）のはじまり(27:50)  SPCの哲学(32:45) 好きな本と創業者へのアドバイス(36:20)SPCとゼロックスパーク(38:00) ビジネス映画の正確性とインスピレーション(40:45) 起業家の年齢よりマインドセット＜About Off Topic＞Podcast:Apple - https://apple.co/2UZCQwzSpotify - https://spoti.fi/2JakzKmOff Topic Clubhttps://note.com/offtopic/membershipX - https://twitter.com/OffTopicJP草野ミキ:https://twitter.com/mikikusanohttps://www.instagram.com/mikikusano宮武テツロー: https://twitter.com/tmiyatake1

Na intersekciji podcasta Dopisi iz Diznilenda i ExKurs Podcast nalazi se Peder, Pop i Pravnik Podcast. Miljan (Peder) kao poveznica između Vukašina Milićevića (Pop) i Nemanje Paleksića (Pravnik). Sve teme iz oba podcasta i one kojima u njima nema mesta, ovde, na jednom mestu. Vidimo se (i čujemo), za sad, dvaput mesečno. U današnjoj epizodi sumiramo utiske sa obeležavanja godišnjice pada nadstrešnice u Novom Sadu, analiziramo stalne promene raspoloženja predsednika Vučića od „vi ste satanisti“ do „izvinjavam se blokaderima“ i nazad do verbalnih i fizičkih provokacija Dijane Hrke ispred Narodne Skupštine Srbije. Govorimo o odnosu SPC prema najnovijoj situaciji i pitamo se kako smo došli dotle da nam Vučić i Brnabić sa VIP liturgije poručuju šta su pravoslavni običaji, a šta nisu. Malo se dotičemo i Dodika koji se izmigoljio američkim sankcijama kao jegulja, malo sajma knjiga, malo ponečega još i konačno čitamo nekoliko pesmica - čak dve mitropolita Fotija i jednu brata Miloša Dimića. Pratite nas na: https://www.youtube.com/@dopisiizdiznilenda www.facebook.com/DopisiizDiznilenda/ www.podcast.rs/autori/dopisi-iz-diznilenda/ Ako želite da nam pomognete u održavanju servera na soundcloudu, uplate rado primamo na PayPal: mtanic@gmail.com ili postanite naš patron na www.patreon.com/dopisi Miljan: fb: /mtanic, Twitter/Instagram: @mtanic YouTube: /Mtanic Nemanja: fb: /paleksic @diznilend iTunes: itunes.apple.com/us/podcast/id1223989792 Stitcher: https://www.stitcher.com/show/dopisi-iz-diznilenda-podcast Pocket Casts: pca.st/pT2h podcast.rs/show/dopisi-iz-diznilenda/ Spotify: https://open.spotify.com/show/4U3wm6QOkJ30QEbk1kvqZS?si=RM6QdrOlTuO0WUJzYBl7hA

The prevailing meteorological conditions today warrant significant attention, as a formidable Pacific atmospheric river continues to inundate the Northwestern region of the United States. With the advent of heavy precipitation, coupled with mountain snow and elevated surf conditions, we must remain vigilant regarding the potential for localized flooding and hazardous weather. The National Weather Service has issued flash flood risks, particularly along the northern California and southwestern Oregon coastlines, extending through Thursday morning. Moreover, high wind warnings are in effect, suggesting that residents should prepare for potential power outages and hazardous conditions. As we navigate through these tumultuous weather patterns, I urge all listeners to remain informed and take necessary precautions for their safety.Takeaways:* The Northwest is currently experiencing a significant atmospheric river, resulting in heavy precipitation and hazardous conditions.* Coastal areas in Northern California and Southwest Oregon face a marginal risk of flash flooding through Thursday morning.* High wind warnings and marine gale headlines are issued across multiple states, indicating dangerous weather conditions.* Preparedness for power outages and tree damage is advised due to anticipated adverse weather impacts this evening.* Severe weather warnings extend into New England, with expected wind gusts reaching up to 65 mph overnight.* Winter weather advisories are in effect for mountainous regions in Montana, signaling potential snow and reduced visibility.Sources[WPC | https://www.wpc.ncep.noaa.gov/qpf/ero.php?day=1&opt=curr][SPC | https://www.spc.noaa.gov/products/outlook/day1otlk.html][NWS Boston | https://www.weather.gov/box/][NWS Gray (ME) | https://www.weather.gov/gyx/][USGS Latest Earthquakes (Past Day) | https://earthquake.usgs.gov/earthquakes/map/?baseLayer=terrain&format=dyfi&listOnlyShown=true&range=search&search=%7B%22starttime%22%3A%22-1+day%22%2C%22producttype%22%3A%22dyfi%22%2C%22orderby%22%3A%22time%22%7D][NOAA Marine FZAK52 | https://www.ndbc.noaa.gov/data/Forecasts/FZAK52.PAFC.html][NWS Eureka hazards & ZFP | https://www.weather.gov/eka/][Cal OES pre-deployment update, Nov 4 | https://news.caloes.ca.gov/governor-newsom-pre-deploys-emergency-resources-ahead-of-significant-storm-impacts-in-northern-california/][NWS Gray (GYX) | https://www.weather.gov/gyx/][NWS Caribou (CAR) | https://www.weather.gov/car/][NWS Boston/Norton main page | https://www.weather.gov/box/][NWS Boston “Weather Story” | https://www.weather.gov/box/weatherstory][NWS Detroit/Pontiac — USCG Sector Detroit marine dashboard| https://www.weather.gov/dtx/uscg_sectordetroit][NWS Billings WWA | https://www.weather.gov/byz/][NWS Great Falls | https://www.weather.gov/tfx/][NWS Gray (covers NH) | https://www.weather.gov/gyx/][NWS Albany | https://www.weather.gov/aly/][NWS Marine — South of Long Island ANZ815 | https://forecast.weather.gov/shmrn.php?mz=anz815&syn=anz898][NWS Cleveland Quick Brief/Advisories | https://www.weather.gov/cle/quick_brief][NWS Cleveland Marine | https://www.weather.gov/cle/marine_forecast][NWS Medford hazards | https://www.weather.gov/mfr/][Medford High Surf/Coastal Flood text | https://forecast.weather.gov/showsigwx.php?product1=Coastal+Flood+Watch&warnzone=ORZ021&lat=43.6598&lon=-124.1928][NWS Burlington | https://www.weather.gov/btv/][NWS Seattle hazards | https://www.weather.gov/sew/][NWS Flood Watch text (Mason Co.) | https://forecast.weather.gov/wwamap/wwatxtget.php?cwa=usa&wwa=flood+watch] This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit emnetwork.substack.com/subscribe

토론 주제: 1. '런베뮤' 과로사 의혹, 합의에도 논란은 계속 2. 청년 과로사 실태와 노동인권 대책 출연: 김성희 산업노동정책연구소 소장, 김효신 소나무노동법률사무소 노무사, 임종린 민주노총 화섬식품노조 SPC파리바게트 지회장 진행: 배종찬 인사이트케이 연구소장

The primary focus of today's briefing is the significant and ongoing impact of a substantial fall storm across the Northeast, resulting in localized roadway and coastal flooding. As we navigate through the details of this weather event, it becomes evident that gradual improvement is anticipated later in the day. Furthermore, we must acknowledge the impending arrival of the first in a series of Pacific atmospheric rivers that is expected to affect Washington and Oregon, bringing with it rising rivers and hazardous surf conditions. Additional warnings are in effect for various coastal regions, including gale warnings and high surf advisories, as Hurricane Melissa remains situated offshore while indirectly contributing to dangerous conditions along the U.S. East Coast. It is imperative that we remain vigilant and heed advisories throughout this tumultuous weather period.On this day, the weather across the United States exhibits a multitude of phenomena, particularly a severe fall storm that is notably impacting the Northeast region. The storm has engendered localized roadway flooding and minor coastal flooding, although it is anticipated that conditions will gradually improve throughout the day. In the western territories, a significant atmospheric river is set to arrive, impacting Washington and Oregon, bringing with it rising river levels, substantial snowfall in higher elevations, and hazardous surf conditions that could endanger coastal and marine activities. Furthermore, Hurricane Melissa, while currently positioned offshore, is generating long-period swells that will reach parts of the East Coast, creating hazardous surf and rip currents that could pose threats to public safety.As we assess the specific regional forecasts, it is evident that Southern California beaches face considerable dangers due to hazardous surf and strong rip currents, as indicated by advisories from the Los Angeles Oxnard Forecast Office. The National Weather Service (NWS) Gray has also issued gale and storm warnings for the coastal waters of Maine and New Hampshire, where strong winds and rough seas are anticipated. Massachusetts continues to experience marine hazards, while New Jersey is under a coastal flood advisory, highlighting the potential for minor inundation around high tide. The New York City Metro area and the Lower Hudson Valley are similarly under wind advisories, indicating the likelihood of gusts that could cause damage and complicate travel. In Oregon, a dual concern arises with hazardous marine conditions and a strengthening atmospheric river, prompting advisories regarding high surf and potential sneaker waves. Washington is also preparing for heavy rainfall and rising stream flows as the atmospheric river makes its approach.In conclusion, while significant weather events shape the forecasts for various regions, it is noteworthy that other states report no substantial updates. The potential for severe thunderstorms is deemed low across the nation, and the SPC's Day 1 outlook indicates no organized risk areas. As we finalize this weather briefing, we emphasize the importance of safety and vigilance among our listeners, especially those in areas under advisories. Staying informed through local forecasts is essential to ensure preparedness in the face of these weather challenges.Takeaways:* The podcast discusses the ongoing soaking fall storm affecting the Northeast, which may cause localized flooding.* In the western United States, a series of Pacific atmospheric rivers is expected to arrive imminently, impacting Washington and Oregon.* Warnings have been issued for dangerous surf conditions along the U.S. East Coast due to long period swells from Hurricane Melissa.* Coastal regions in Southern California are advised to be cautious of hazardous surf and strong rip currents this weekend.* Gale warnings and storm advisories are in effect on various coastal waters as the low-pressure system moves northward.* There are currently no significant severe thunderstorm risks reported nationwide, indicating a relatively calm weather pattern elsewhere.Sources[NWS | https://www.weather.gov/phi/marine][NWS | https://www.weather.gov/sew/][NWS | https://www.weather.gov/pqr/][NHC | https://www.nhc.noaa.gov/text/refresh/MIATCPAT5+shtml/][SPC | https://forecast.weather.gov/product.php?site=JKL&issuedby=DY1&product=SWO&format=TXT&version=1][USGS | https://earthquake.usgs.gov/earthquakes/map/][NWS Los Angeles/Oxnard | https://www.weather.gov/lox/][NWS Gray/Portland | https://www.weather.gov/gyx/][NWS Boston/Norton | https://www.weather.gov/box/][NWS Mount Holly | https://www.weather.gov/phi/dss_port][NWS Mount Holly | https://www.weather.gov/phi/marine][NWS New York/Upton | https://www.weather.gov/okx/][NWS Medford | https://www.weather.gov/mfr/][NWS Portland | https://www.weather.gov/pqr/][NWS Seattle | https://www.weather.gov/sew/][NWS (national) | https://www.weather.gov/phi/marine] This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit emnetwork.substack.com/subscribe

Всем привет!

Tonight's guest is Dr. Jerry Brotzge, Kentucky State Climatologist and Director of the Kentucky Climate Center and Mesonet. The discussion focuses on climatology, observational data, and building a mesonet network. Dr. Brotzge earned his Bachelor's degree from the University of St. Louis and his Master's and Ph.D. from the University of Oklahoma. Dr. Brotzge, welcome to WeatherBrains! Our second Guest WeatherBrain is Dr. Stu Foster. He is the former head of the Kentucky Climate Center. He built the mesonet in the state of Kentucky and earned his PhD from Ohio State University. Welcome to the show, Dr. Foster! Guest Panelist for tonight's episode is the former chief meteorologist for WBKO-TV. Shane Holinde is the Outreach Manager for the Kentucky mesonet and the Kentucky climate center. Thanks for joining us tonight! Our email officer Jen is continuing to handle the incoming messages from our listeners. Reach us here: email@weatherbrains.com. Category 5 Melissa aims for Jamaica (05:30) December 11th, 2021 Bowling Green, KY tornadoes (08:00) What exactly does a State Climatologist do? (08:45) Seeds of the Kentucky mesonet (12:00) What is a mesonet? (13:30) Mesonet station offers in very unlikely/ineffective locations (26:00) Major challenges of building the mesonet network in Kentucky (29:30) Decisions made based on precise mesonet data (43:30) Critical importance of NWS wind tables (50:30) Equipment damage due to nature/critters (01:16:30) Representativeness error issue in mesonet data (01:19:20) The Astronomy Outlook with Tony Rice (01:37:00) This Week in Tornado History With Jen (01:38:15) E-Mail Segment (01:39:15) and more! Web Sites from Episode 1032: Alabama Weather Network Shane Holinde on X Picks of the Week: Dr. Jerry Brotzge - Kentucky Mesonet at WKU James Aydelott - No Thunderstorm Forecast from SPC on Wednesday Jen Narramore - Roger Hill on X: June 23rd, 2002 tornado video Rick Smith - Storm Front Freaks final episode Troy Kimmel - Out Kim Klockow-McClain - "On the Economic Nature of Crop Production Decisions Using the Oklahoma Mesonet" by Dr. Kim Klockow-McClain John Gordon - AF Reserve Hurricane Hunters on Facebook John Gordon - Hunter Live Reconnaissance Bill Murray - Out James Spann - Third pass through Melissa video The WeatherBrains crew includes your host, James Spann, plus other notable geeks like Troy Kimmel, Bill Murray, Rick Smith, James Aydelott, Jen Narramore, John Gordon, and Dr. Kim Klockow-McClain. They bring together a wealth of weather knowledge and experience for another fascinating podcast about weather.

In this Vet Times Extra podcast, Paul Imrie is joined by Stephen Maxwell, veterinary advisor from MSD Animal Health, to discuss some of the queries to MSD Animal Health's veterinary support line. SPONSORED Caninsulin has been a trusted brand for over 30 years and is used to treat diabetic cats and dogs. In the lead up to Pet Diabetes Month, we'll talk through some common queries from MSD Animal Health's Veterinary support service. MSD also offer a range of free diabetes resources designed to support practices and owners, as well as free diabetes CPD courses. To access these, visit the links below or contact your MSD Account Manager. https://www.msd-animal-health-hub.co.uk/ahp/caninsulin/tools https://msdchameleon.cordeo.net/ (printed materials) Stephen Maxwell is an MSD veterinary advisor and during the past year has been helping front-line veterinarians in the UK with their diabetic cases through technical product support. NOTE: All pets' names in this broadcast have been changed to protect identities. Caninsulin® 40 IU/ml Suspension for Injection contains porcine insulin. POM-V. Further information is available from the SPC, datasheet or package leaflet. Advice should be sought from the medicine prescriber. Prescription decisions are for the person issuing the prescription alone. Use Medicines Responsibly. © MSD Animal Health UK Limited. UK-NON-250900041.

After years of operating at scale at companies like Facebook and Dropbox, Ruchi Sanghvi, founding partner of South Park Commons, and Aditya Agarwal, General Partner, turn the mic on each other to revisit the early days that grew this community to over 1,000 founders and technologists.They reflect on what it takes to build something enduring together, and why the best ideas rarely emerge from comfort.Apply to SPC membership- https://airtable.com/appxDXHfPCZvb75qk/pagIZspLSFX7QrXcn/formConnect with us here:1. Ruchi Sanghvi- https://www.linkedin.com/in/rsanghvi/2. Aditya Agarwal- https://www.linkedin.com/in/adityaagarwal3/3. South Park Commons- https://www.linkedin.com/company/southparkcommons/(00:00) Trailer(01:15) The Journey of Founding SPC(05:33) The Importance of Constructive Conflict(15:51) Scaling and Leadership Insights(28:39) Embracing the Learning Journey(29:43) The Power of Storytelling in Startups(33:19) Balancing Optimism and Realism(49:13) Navigating the Complexities of Markets

Akshay Kothari has built tools that transform the everyday by making technology feel effortless, like Pulse and Notion.He joins Aditya Agarwal to share the counterintuitive lessons behind enduring products, why selling can sometimes be the braver choice, and how constraints often spark lasting creativity. Apply to SPC membership - https://airtable.com/appxDXHfPCZvb75qk/pagIZspLSFX7QrXcn/formConnect with us here:1. Akshay Kothari- https://www.linkedin.com/in/akothari/2. Aditya Agarwal- https://www.linkedin.com/in/adityaagarwal3/3. South Park Commons- https://www.linkedin.com/company/southparkcommons/00:00 Trailer01:02 Welcome to the Minus One Podcast01:49 Navigating the Early Days of Pulse06:59 The Silicon Valley Influence and Ambition21:07 The LinkedIn Journey and Its Impact22:39 Balancing Patience and Urgency in Silicon Valley25:25 The Vision and Early Days of Notion36:46 Personal Reflections and Philosophies

Welcome to worship at Swarthmore Presbyterian Church (SPC). We are a Christian community that strives to be as inclusive as God's grace and to be faithful in our worship, service, care, and spiritual formation. All worship services at SPC are in the Reformed tradition. The Word of God, read and proclaimed, is at the center of our worship of the Triune God.  

Sabrina de Cillo é detetive e fundadora da agência SPC do Amor – o Serviço de Proteção do Coração. Com mais de 600 mil seguidores e 1.500 casos no último ano, ela investiga traições, conflitos familiares e até mistérios empresariais.Criadora da metodologia de Imersão Investigativa, transforma clientes em parceiros de detetive.Astuta e empática, é a “Sherlock Holmes de salto alto” quando o assunto é proteger corações partidos.Apoie o jornalismo independente.  Assine o combo anual de O Antagonista e Crusoé com desconto utilizando o voucher ladoa10  https://bit.ly/ladoa10   Se você busca informação com credibilidade, inscreva-se agora para não perder nenhuma atualização!    

Isabelle Petri, Jevilene Leleisiuao-Fruean and Palatasa Havea share candid reflections on the successes, lessons, and challenges of practicing MEL in real-life Pacific contexts. From building trust with communities, leaders and colleagues to juggling donor expectations, and from rural settings to urban centres to Board rooms, this episode takes us into the heart of where the work happens. This podcast was made possible through SPC's Funding with Intent initiative, funded by the New Zealand Ministry of Foreign Affairs and Trade.    Please provide us feedback here: https://forms.office.com/r/yHK0eDhrex     Guests:  Isabelle Petri – Economic Reintegration Coordinator for Pacific Labour Mobility Support Program A development professional with extensive experience across Vanuatu and the Pacific, Isabelle has led programs in gender equality, education, economic empowerment, WASH, agriculture, disaster risk reduction, and civic rights. Jevilene Leleisiuao-Fruean – MEL Officer (Climate Finance Unit), SPC  A Pacific MEL practitioner who is passionate about contributing to strengthening the resilience of Pacific countries. In her current role, she supports governments, communities, and partners by providing her MEL expertise that help unlock climate finance and ensure projects are delivering meaningful outcomes for our Pacific people.  Palatasa Havea – M&E Officer, Talitha Project (Tonga) A passionate advocate for youths and gender equality, he strives to equip the youth of Tonga to discovering the purpose resilience in an era where the young are leading Just movements and calling for change across the world.  Tasa currently serves as a M&E officer at the Talitha Project in the Kingdom of Tonga.  

In episode 327, Steve talks about doing a SPC (small particle cleaning) to address mold concerns. The SPC is the last step after the toxic mold infestations have been removed by the proper professionals. Never do a SPC prior to remediation! We appreciate all of you and hope you have a great week!

Shawn Tierney meets up with Michael Bowne of PI to learn what IO-Link is, how it works, and when to use it in this episode of The Automation Podcast. For any links related to this episode, check out the “Show Notes” located below the video. Watch The Automation Podcast from The Automation Blog: Listen to The Automation Podcast from The Automation Blog: The Automation Podcast, Episode 246 Show Notes: To learn about our online and in-person training courses please visit TheAutomationSchool.com. Read the transcript on The Automation Blog: (automatically generated) Shawn Tierney (Host): Thank you for tuning back in to the automation podcast. My name is Shawn Tierney from Insights in Automation. And this week on the show, we have a special guest, somebody who hasn’t been on in four years. We have Michael Bone from PI. They’re the folks who manage technologies like PROFINET and IO Link. And Michael’s come on this week to talk specifically about IO Link. We’re gonna talk about what it is. We’re gonna talk about when you should use it, and we’re gonna talk about the technical details of IO Link, like, all the things, like, engineering minds like to know about. So I think you guys are gonna enjoy this. It took about two to three hours to edit this one, and I really enjoyed going back through it. You know, we recorded it, I think, four weeks ago. So I hadn’t seen it in four weeks, but I really did enjoy it. I really think you guys will enjoy it too. And that brings up another point. Organizations like PI and ISA and other organizations, they’re not vendors. They don’t sell stuff. Right? And so this episode is not sponsored by a vendor. And, you know, as I was going through it yesterday, I was like, you know, there’s a lot of great slides in here. I wanna share it with the public. So I’ve decided to sponsor this episode myself, and I’ll use this as an opportunity to tell you a little bit about my company and the automation blog, the automation school, and the content I have planned to release this fall, including content on these products right here, all focused on IO Link. And I just actually did a live stream with these, products in front of me. I’ll be doing more tomorrow, and I’ll be adding lessons to my, courses as well on these products. So in any case, but before we get to that, let’s go ahead and jump right into the show and hear from Michael and learn all about IO Link. I wanna welcome back Michael to the show. It has been four years. He was last on in podcast 76, back in September 2021. So just going on four years. Michael, thank you for coming back on the show. If you could, a lot of people may not remember four years ago. Mhmm. So before we jump into your presentation, which which I am so excited about talking about IO Link again. But before we jump into that, could you please tell me a little bit about yourself and a little Michael Bowne (PI): bit about PI? Yeah. Sure. First of all, my pleasure, to be back on on the podcast. It was a lot, a lot of fun. I remember that back in in 2021, and, I’m glad to be be back doing it again. I started with PI North America in 2011 as the technical marketing director. And since 2016, I’ve been the executive director running the show and chairman of the board since last year. I, have the, let’s say, pleasure to serve as the deputy chairman of PI on a global scale since 2015, and I come from a prior to working for PI, I worked for a sensor manufacturer who had some interfaces on there that that brought me an introduct to to Profibus and Profinet. And before that, I studied, physics and and math at at Penn State University. Just, really quick for those. I’m I’m sure many of you are familiar with with PI, but, it was started in the late eighties. Half a dozen companies and universities got together, and they wrote the PROFIBUS spec, and that evolved into the into into PROFIBUS DP and PROFIBUS PA for process automation in the early two thousands. PROFINET came under the umbrella. And the reason I bring all this up is because there are some newer technologies under our umbrella that I I think the audience might wanna know about. Of course, EyeLink is is the one that we’ll talk about today, and that was in 02/2009. But there are some others like Umlocks, which is a location tracking standard. There’s one called MTP, module type package, NOAA, NAMR open architecture, also under our umbrella. And, basically, what we do is promote, maintain, write the specs, turn them into standards, and the work on those specs is done in working groups, which are staffed by volunteers, engineers from member companies. They donate their time to to develop the specs, for these technologies we have under our umbrella. And we’re a little bit unique in that we’re decentralized. So we have competence centers and test labs and training centers located throughout the world. It’s not all just in one headquarter kind of place, and they’re all independent. But they have a contract or quality of services agreement with PI that says, hey. If you have a question about the technologies, go to a competent center. If you want further training, go to a training center. If you want to to test the device, go to a test lab. And then they are all working with regional PI associations of which we PI North America is one of them. We were founded in 1994 by a guy by the name of Mike Bryant. At that time, we were called Probibus Trade Organization. And we are the and now I didn’t come up with this this name. We are the North American Rio League. This is a an IO Link designation, a regional IO Link interest group, which means that we have a a separate contract and and quality of services agreement with the IO Link community to to promote and and work with members, specifically for IO Link here in in North America. And we’re nonprofit, member supported. I got nothing. So you’re talking about products and and and stuff at the beginning. I got nothing to sell today. We’re we’re working solely on on technology. Shawn Tierney (Host): You know, I do wanna throw out there, though, you have a great update every month about all the new products that fall in the buckets of IO Link, PROFINET, PROFIBUS, and a lot of those new products across our IO Link. So while they may not have products of their own, they do keep the, industry up to date on who’s joining up and signing up, for these new these you know, the jump on board and release new products that, that, you know, meet these specifications. And you know what? Maybe you’re not using PROFINET because you’re using brand x or y. You still probably use an IO Link. So Oh, that’s for sure. Very interesting very interesting updates that you publish every month and, as a blog. And, I know when I was doing the news for a couple years, I would always, go to your site to look for new updates. Michael Bowne (PI): Cool. Yeah. Yeah. I guess, I got a slide on that at the end, but the the you’re referring to the, the PROFINews. Shawn Tierney (Host): Yes. The PROFINews. Yeah. Michael Bowne (PI): Yeah. That’s a that’s that’s been a baby and a labor of love, for a while now. And and, oh, man, it’s it’s it’s incredible because every month, the most when we track this kind of stuff, obviously, the most popular article is the new products. Well, because that’s what, right, that’s what people want is the stuff they can buy, the stuff they can use. Yeah. Yeah. That’s and we got another one coming out next week, and every month, we we push that out, and it’s always half a dozen or a dozen new products, half of which are are IO Link. I mean, it’s just growing like crazy. Shawn Tierney (Host): Yeah. And you guys have had some good articles. I think you had a great series, and I’m now I’m stretching it. So stretching the old memory here. I thought you had a great series on on, MTP, which I really enjoyed. Did did I remember that correctly? Michael Bowne (PI): Yeah. We we try and, you know, we try and get some editorial content in there. It’s it calls it falls into, like, three main buckets. What’s new products? What are new trainings and events that are coming up? And then and then some editorial content. I think I think what we’re driving at is I think we need to do maybe an MTP podcast here at some point in the down the road. Shawn Tierney (Host): Probably. Yeah. Down the road. Definitely. Definitely. I I’m still you know, I still have a very casual understanding of it. But, let me throw it back to you because I kinda jumped in and interrupted your your your, update. Michael Bowne (PI): No. It’s good. It saves it saves us at the end when when that slide, we can just just jump over it. Now we’ve we’ve got it covered, and it’s and it’s an and it’s an important one. But you kinda you kinda gave me a nice lead into the to the next one, which talks about, the Ireland community. And I’ll start from the bottom, work my way up as being fieldbus independent. Shawn Tierney (Host): I just wanna break in here for a moment and thank you folks in the audience who’ve signed up for my membership program. Really, really appreciate you all. Eighteen months ago, after reviewing ten plus years of being on YouTube, you know, it was pretty obvious that there’s no real revenue on YouTube. I mean, it comes in at maybe 1% of my monthly expenses. And so that ad revenue there is just not something to rely on going forward because it’s not something that’s been reliable in the past. And so I set up the membership program both on YouTube and at the automationblog.com. And I wanna thank all of you who signed up. I, we have a $5 tier, which I know most people sign up at, and then we have a couple other higher tiers. And so I just wanted to thank you all for doing that. You are actually the membership program’s probably 3% of my monthly, revenue. And so that’s, you know, one or two times more, than, what the YouTube revenue was. So thank you all for that. And I hope that, some of you who are not part of the membership program will consider becoming a member, supporting my work so I can do videos that are not always sponsored videos. Now I love sponsored videos. I love it when a vendor sends me a piece of hardware and then sits down with me and teach me how to use it so I can create a video ad free and share with you on how to use that product, or maybe they just come on the podcast and sponsor it to make it ad free so we can tell their story about their product or service. And I I will continue to do that going forward, but I would really also like to do more audience generated type of, content. So content where you generate the idea and say, Shawn, why don’t you try this? Or, Shawn, why don’t you do this? And a lot of those topics that the audience wants to see, they’re not necessarily topics that the vendor wants to promote with advertising dollars. Okay? And so that’s the whole purpose of the, membership program. Like I said, right now, it’s around 3% of my monthly income comes from and I’m talking about the business income, not my personal income, the business income. 3% of what the business needs to, to move forward and pay its bills every month. But, still, I that that, you know, so many of you have decided to jump in and support me. I just wanted to stop and say thank you very much from the bottom of my heart. And if you’re not part of the membership program and you’re doing financially well, please consider if you enjoy. This is episode two forty six of the automation podcast. Every episode has been free. The audio has been free for all 246 of them. And most of those episodes I funded myself just by well, you can understand how you fund something when you don’t have the income coming in. But in any case, if you enjoy it, please consider becoming a member, and we can branch out and do other things together. And with that, let’s go ahead and jump back into this week’s episode and learn more about IO Link. Michael Bowne (PI): So like you said, yeah. I mean, organizationally, the IO Link community came to PI in 2009 and organizationally under PI because we have the infrastructure for working groups and and IP policies and contracts and things like that. But the IO Link community has their own steering committee, and from the from the outset and from every IO Link event that we do and everything that we do is is independent of, of any Profibus or Profinet stuff. And we try really, really hard to maintain that independence, no matter what vendor you’re using. And there, at this point, we’ve got 500 companies in the IO Link community, and it’s really just growing by by leaps and bounds. So we kinda track this stuff by nodes and all the IO Link companies. They send their node count to an independent auditor, collects the counts, and gives us back an an an anonymous total. So we don’t know where or who is selling them, but we get the total. And you can just see this this hockey stick exponential growth. Particularly in 2023, there was some supply chain over purchasing that that went on. I mean, that’s like we’re looking at a a growth rate of 89% there, which is obviously unsustainable. But still, last year, 9,700,000 nodes were added. Again, because it’s field bus independent, it really has no competitor. And that’s what’s kinda cool about IO Link. I mean, you wanna do and and you don’t need to choose a field bus and therefore get IO Link. You can use any field bus or industrial container protocol, and IO Link works with it. Shawn Tierney (Host): You know, I wanna just, mention for the audio listeners. If we go back to 2012, it looks like we’re probably at the 1,000,000 mark or below it. And as you go to, you know, 2022, you look like you’re 35,700,000. Is that 2022 or 2023? Michael Bowne (PI): Yeah. That’s the 2022. Exactly. 35,700,000.0. Yeah. Shawn Tierney (Host): And then at, the end of twenty twenty three, we’re at 51.6. So you talked about that, you know, overbuying. And then at the end of 2024, we’re at 61,300,000.0. So you can just see from, you know, 2022 to, 2024, you went from 35 to 61. So the adoption, like you said, it’s a hockey stick. The adoption has really picked up. And I think you you hit the nail on the head because it is fieldbus independent. It’s a way to just get more information out of our devices, like sensors and photo eyes, you know, and it’s just you know? I mean, though, these chipsets that come in these, devices now are just amazing. Michael Bowne (PI): And that’s what, I mean, that’s what the whole point of this is. You’re you’re not gonna put a $5 ethernet chip, like, enter $5 ethernet interface on a $15 proximity sensor. But computing and memory has gotten really, really small and really, really cheap that it’s on just about everything. And so this proximity sensor not only can tell you if, like, for example, let’s say it’s on a conveyor belt. It cannot only tell you if the box is there or not, but it can tell you how many blue boxes would buy or how many red boxes would buy or if the box that’s going by is off kilter or or misaligned or something like that. But how do you get that data out in in inexpensively, and here we are. IO Link is is the way to do it. Shawn Tierney (Host): I’m sad to see a lot of these sensors too come with humidity, temperature, and all these other things should be like, really? I can get that out of my Michael Bowne (PI): photo eye. But yeah. Multivariable. Exactly. Yeah. Yeah. You know, traditionally, with an analog interface, how did you get that? You couldn’t get it. Mhmm. But now with a digital interface, which is what we’re talking about, digitalization in the last meter, now you can get that informate that data, that information, and do some pretty cool stuff with it. Shawn Tierney (Host): Yes. You can. Yeah. I’ll talk Michael Bowne (PI): a little bit about the architecture a little bit here to kind of get a little bit into the technical side of things about how IO Link works, but it they’re kind of some main devices, and that’s the IO Link masters and the IO Link devices. And these IO Link masters are available for we have here 16 different industrial Ethernet or field bus systems. 21 manufacturers offer central PLC, like an IO Link master built into the backplane of the PLC if you so desired. And the number of devices that so that hockey stick we showed before is just exploding. I mean, we’ve got 60 something million sold, and we have tens of thousands of unique IO Link devices from hundreds of different device manufacturers that have implemented this interface. And for those that if there’s anybody on the podcast that wants to do this and add this to their sensors, there are a number of different companies that help with, product design, either with the chips, the transceivers, the software stacks, and then a number of companies that help provide technical support in order to do that. So an IO Link system kind of is made up of four parts. Like I said, you have the IO Link master. That’s the gateway between the IO Link devices, the IO Link interface, and the higher level communication system, such as the fieldbus or the in industrial Ethernet protocol or backplane. You have the devices. This is the exciting part. Your sensors, your switch gears, your valves, your signal lamps, maybe some simple actuators, whatever the case may be. You’ve got a IO Link cable, just a three wire unshielded, super simple connection between the master and the devices. And then every device has an IODD or IO Link device description file, and I’ll explain how that gets used to engineer and parameterize the IO Link system and the and the devices. And what this kind of enables you know, traditionally, communication only reached the IO level. You had connection between the PLCs and the and the the the IO, and then it kinda stopped there because all those sensors and actuators were not accessible. They were analog, and you got your one process data. You brought process signal, and that’s where it ended. But with IO Link, what we do is we enable that communication bidirectional, cyclic and acyclic, and that’s the cool part, all the way from higher level systems, not only to the PLC or especially from the PLC, but down all the way down to the simple sensors and actuators, which are now accessible. And you kinda touched on this before where these chipsets have gotten really, really smart and really, really powerful. And it’s not that the it’s not that any of these use cases that are that are being solved with IO Link that none of them are new. What’s new is the ease with which they can be solved. So because you can get all this extra data out, things like OEE, showing things like downtime tracking, track and trace, predictive maintenance, for example, remote monitoring, recipe management, SPC, all these things. It’s not that these use cases are now being solved. The you know, we’ve we’ve been doing this for a long, long time. It’s just the ease with which because because it’s a standard and because all this stuff is standardized in how it gets from the the the device to the master and upwards to the controller, it just makes it easier. If you spend all your effort trying to gather and collect and sanitize the data because every device is different and, you know, that’s just that’s just a mess, and the ROI disappears really fast on any kind of project to do that. But if we have a standard on how to do that, then we make it very, very easy to do, and everything can come in, quite nicely. And and and it just and it just works a whole lot easier. You start getting access to that data. And so what we’re starting to see is connections being made. You know, you talk about the the flattening of the traditional automation hierarchy where now not only is that IO block or that sensor connected to a to a PLC, but it’s got some extra data. Like you said, like, this little photo I might have a a a temperature or a a moisture, you know, sensor also in there, just because it’s part of the the chipset. But the PLC don’t care about that. He just wants to know about the, you know, the information from the photo eye. So what do you do with all this extra beautiful information that isn’t necessarily processed data? Well, maybe the MES wants to know about that. So how do you get that? And in a running factory, in a brownfield environment, rule number one is don’t touch the running PLC. Shawn Tierney (Host): Yeah. Michael Bowne (PI): And rule number two is see rule number one. That thing is running, and any minute of downtime costs more than any one thing on the on the factory floor. Shawn Tierney (Host): Before we go on, I did wanna break in here and tell you a little bit about my website, theautomationschool.com, where I do my online training. I also do in person training. And you probably don’t know that that all started back in 2014 with a Kickstarter I ran for my first PLC basics course. At the time, it was called microprogrammable controller basics, and I ended up changing it just the PLC basics. But in any case, since then, I’ve had added a dozen courses on a various number of topics, and you’ll find them all at the automationschool.com. But what I really wanted to talk to you about is why. Why did I do that? Well, I had spent twenty five years as a certified authorized Rockwell Automation distributor specialist covering PLCs, HMIs, SCADA, MES, and other stuff too. Right? And I knew from visiting, customers in the plant every single workday, almost every workday, that there was a real need for affordable training. So the first thing is, you know, large companies have large expensive, large paychecks, and lots of overhead, so they gotta charge a lot. Right? And so that was a problem because a lot of the people I was working with, you know, the controls engineers, automation engineers, high end electricians and technicians, they had to fund their training themselves. Their company was sort of like, no. We trained this guy back in the nineties, and then he will have to get a better job. So we’re not spending money on training. And so all these people were having to train themselves, and it was unaffordable to either, you know, buy the the, vendors courses. Or even if the the company did have training dollars, it was unaffordable to send them away for a week to a $3,000 course somewhere halfway across the country, probably $3,000 worth of travel and hotels too. Right? And then they go where without one of their smartest guys, right, one of their best people, because you you that’s usually who you’re gonna train and and uplift through the through the organization. Either people are doing good on the lower level, you wanna bring them up and train them on automation. And so that’s why I started the the, automationschool.com because of the the try to provide I knew the the courses would never be Hollywood quality. I mean, this isn’t Hollywood quality. Right? But I knew it could be helpful and and, you know, be affordable by just filming them in my garage. Right? And, you know, picking up some used equipment and putting together the episodes. And the site has grown so much. We have thousands of, students from over a 150 countries. We have hundreds of, vendors we work with. But the other thing I did is, is made up by one’s own forever. Right? So more like an ebook or an audiobook or an m p three album. Right? And the reason I did that and I understand why the vendors don’t do that because they’re like, well, they’ll sign up one guy in the I and e shop, and he’ll share his password for everybody. You know, that could happen. Right? People could rob a bank too. But I’m like, you know, most people, when they buy a course and I saw this. I was on an independent platform for a while, and on that platform, they showed you how the progress of every student. Most people buy the course well before they’re ready to take it. And I’m like, I’m not gonna charge people a monthly fee or only give them access to to a short window if, you know, they have good intentions now, but it takes them a while to actually free up their schedule to get into the course and take it. So that’s why my courses are buy one’s own forever. And it can you know, as they grow, the price goes up because I’m adding more and more content, and I do split them out and make cheaper versions over time. But, those people who buy in early, they get the like, my s seven course. Like, I think it originally came out at 40 or $50, and now it’s $200 because I’ve added so much to it over the years. But in any case, same with ControlLogix and CompactLogix. And then the other thing too is I want them to be able to take it more than once. Right? So if you take a let’s say you take a ControlLogix course. Right? You don’t use it for a couple years, you probably gonna have to take it again. And I don’t want you to feel like you have to pay a monthly fee to do that. It’s like an ebook or an m p three album. You bought it. You bought access to it, I guess I should say, and now it’s yours. Right? And the other thing too is I support my students personally. Okay? So I check the website every day for questions, every work day. I should say, you know, I do take Sundays off. So in any case, if you’re if it’s a work day, though, and I’m working, I’m not on vacation or traveling for business, I’m up there. I’m answering questions. And I should say, even when I’m traveling on business, I’m I’m on there answering questions. So although if I don’t have any hardware, there’s some questions you can’t ask. Right? I guess I should have said some questions you can’t answer. But in any case, I just wanted to share that with you. Theautomationschool.com, a high quality online courses, five star rated, buy once, own forever, and guess what? I’m updating all the PLC courses, and if you already own or buy one of the existing PLC courses, you not only get the updated lessons that get added to that course, you get the new course completely free. So I’m not gonna charge you for just an updated version of a class on the same core on the same product. Right? That would be kinda silly in my opinion. So, I hope you guys appreciate that. Again, if you didn’t know any of this, if you have any questions, if you go over to the automationschool.com, at the very top of the site, you’ll see links to contact me, set up a meeting, leave me a voice mail, fill out a form. You know, I have many ways you can get in touch with me. And if you have multiple people you wanna sign up, I do have multiple seat discounts starting at three seats. And, I do actually work with a number of Fortune 500 companies who, you know, enroll maybe 10 people at a time to get that discount. And you know what? Unlike the big vendors, if somebody you sign somebody up and they all take the courses, I’ll let you replace that person for free of charge. You don’t have to pay anything extra. If you sign up Joe and he decides to quit or leave or not to learn, you can put Bob in his place. That’s not a problem. Now I have said some situations where the same spot kept getting replaced or replaced or replaced. At some point, I do charge a maintenance fee to to switch the names out. And then, hey. Look. If Joe leaves and he took, you know, two out of three courses, I’ll prorate refilling that seat with the new person. Right? So whatever percentage of the lessons he took versus the total number of lessons, I’ll prorate it. So, you know, we’ve had number of cases where somebody goes through half of the content then leaves, so we can reset that seat for half price. And I that’s something you won’t find, any major vendors doing as well. So if you have any questions about that, reach out to me over at the automation school dot com. And with that said, let’s jump right back into this week’s episode of the automation podcast. Michael Bowne (PI): In a brownfield installation, what we’re seeing these these cool little edge gateways, And what they’ll do is they’ll grab the bus, they’ll collect some data, and pump it out the other side via, you know, maybe an IT protocol that that the IT guys wanna know about or, you know, like an MQTT or an OPC UA. Of course, in a in a greenfield, in a new installation where you’ve got a brand new PLC, yeah, get the data there. That guy has all the brains, has all the all the information in one ply in all in one place, so get it from the PLC. But in Brownfield, I the edge gateways, even some IO Link masters are being put on the market that have not only an industrial Ethernet interface, you know, just on one port, on the same port, industrial Ethernet interface for control, but that interface will also speak like a higher level IT protocol like an MQTT or an OPC UA, so you can get it even from the IO Link master that data is is accessible. So the different ways to get it, and, and that’s kind of the whole point is is getting that data from the sensors to the to the master and then further upwards. Shawn Tierney (Host): We actually covered a product on the show that had two ports. It had one for your fieldbus Michael Bowne (PI): Yeah. And then it Shawn Tierney (Host): had a separate one for your IT or your IOT or your MQTT, which I thought was so inventive too because now the control system gets its data, and it’s under control. But reporting wise, you know, that’s kind of the best of both both worlds. You don’t have to have two sensors. You can send it to data both ways. And, yeah, just it’s the way you can do with these things and, you know, a lot of the sensors you probably have out there, I’ve noticed that some vendors, every sensor they sell is IO Link. So Yeah. You may already have it installed and not know it because the price difference to add it to some products. Once you get up to the fanciest sensors, of course, not the simplest sensors, but once you get up to the fanciest sensors, it’s it’s, you know, there’s a lot of horsepower in that chipset. So, you know, they can add IO Link for for pennies on the dollar. So very interesting stuff, though. Michael Bowne (PI): Yeah. That’s that’s a good point. And and, you know, of course, we could spend all day talking about IT, OT, and the segmentation of networks and all who’s who owns the IP addresses. And we I mean, that’s a whole separate topic. But in cases like that, yeah, it’s cool. You got a separate port. IT can do what they want on their one port. And if but, hey, don’t touch me in the control realm because Mhmm. This is my this is my realm. And and you bring up another good point, and that’s kind of there’s a I don’t I don’t wanna say that, you know, there’s there isn’t, like, a thick black line between, okay, this sensor is simple, therefore, should have IO link, or this sensor is complex, therefore, should have its own industrial Ethernet, interface. There’s almost a little bit of a gray area, but you’re right. I mean Mhmm. We kinda leave it up to the vendors to decide. Hey. My thing needs the horsepower that and it’s so complex that I need something like, like, an industrial Ethernet protocol. But, oh, you know what? This other central line is tailored for low cost, and so, therefore, I’m gonna put IO Link on it. But that’s, you know, that’s up to them to to decide. So when we talk about IO Link in terms of benefits, we kinda like to make the analogy with USB because everybody knows USB. You got your USB cable. You plug it into your computer on one end. On the other end, you plug it into your you know, you plug your mouse in or you plug your keyboard in, and you plug your key your printer in. Automatically, it it uses the same cable. It’s always the same. Everything everybody’s using that interface, and we kinda see the same thing with IO Link where it’s just a unified, unshielded three wire sensor cable, and it can use be used with all IO Link devices. Up until now, you know, if you had smart devices, right, memory and computing power is smaller and cheaper. Up until now, to get that extra information out, you would need multiple cables. The wiring is time consuming. It’s expensive. They’re large, costly to to install and maintain. But But with iolink, you just you just plug it in. It’s a simple m 12 plug, and then you don’t have all these spare parts of different cable types. It’s just one cable and, easy to maintain, thin, flexible. I’ve got a I’ve got an example here I’d like to highlight, and I’ll try and talk through it for those that are that are listening instead of instead of viewing. This is an example of 256 IOs via 16 fieldbus modules. So, like, fieldbus like remote IOs or whatever the case may be. So we’re connecting them to a PLC out in the field. And to do that, we would need 16 fieldbus modules in order to do that. These are just let’s let’s call them simple DI, you know, digital input proximity sensors. Mhmm. Shawn Tierney (Host): Mhmm. Michael Bowne (PI): With IO Link, we can do that via just one fieldbus module. So that’s just one IP address or one IO Link master. So already you’re cutting out 15 of those more expensive devices. And then we use what are called so called IO Link hubs, which bring those DI signals, put it all on one IO Link connection, put it into IO Link master, and send it out the other side. And with that, we can connect if you imagine these 272 IOs as shown here via just one fieldbus module. So it’s showing just huge, huge, huge savings simply on cost alone, due to the wiring. And, that that one cable, it fits all sensor types. So simple sensors, like a proximity sensor all the way up to complex devices like pressure, temperature, signal lamps, and even simple actuators all use the same IO Link cable. Shawn Tierney (Host): So where an IO Link device would be giving you not just on or off, but a lot of other information and some of that analog information. If all you had was a dumb device, well, now I can put 16 of them or so, you know, some number of them together Mhmm. Bring them into a hub. And each since each device only has an on or off, where a regular IO Link device would have lots of other information, you can now just join them all together and say, okay. Here we go. Here’s inputs one through x. Michael Bowne (PI): It’s, almost like multiplexing, put it all together on one and then Mhmm. Pump it out the other side. Yeah. Shawn Tierney (Host): Perfect. Michael Bowne (PI): The other way we relate IO Link to USB is kind of in the the identification and parameterization. So if we look at how you plug your printer into your computer, you plug it in, and automatically, your computer says, oh, okay. I know that that’s a HP something something desk check printer and and okay. How do you wanna do you wanna do color or black and white? Do you wanna do full duplex? Do you wanna do back and white, back and front on on the printing? And the same is true for for IO Link. So you plug in that IO Link sensor into your IO Link master. It reads it. It says, hey. The dialing says, hey. This is who I am. This is my type. This is my serial number. Every device has a vendor ID and a device ID. And then the IO Link master goes up and gets the IODD file, and I’ll show that here in a little bit, and then you can start that parametrization. And it’s just like it’s just like a USB. It’s it’s, no special knowledge is required. You can format changes very, very easily. You can even do them on the fly, for example, with an HMI on the on the machine. And, the identification methods make sure that you don’t plug in a wrong device into an IO Nialink port, which could stop the machine. It’ll it’ll it’ll recognize that and prevent, incorrect connections. It allows you to exchange devices very easily of the same type or the the same same manufacturer, same same device. So just like USB, it it it kinda works in that way. And then the other way, it’s kind of like USBs in the diagnostics, and this is a really, really powerful part of IO Link. So when your printer says, I’m out of paper or I’m out of toner or there’s a paper jam, it sends that signal, standardized signal to the to the computer, to your computer, your PC, and you know exactly what what to do, how to fix your your printer, why your printer isn’t working the same as true for IO Link. We’ve standardized these diagnostics. So this is a, a photo eye saying, hey, under voltage or over temperature or the the window on the photo eye has gotten dirty, so signal quality is deteriorating. So we standardized all this, so that these diagnostics all come in the same way, and, you can, you know, fix any any problem as fast as possible to to to, minimize downtime. And in the case of things like signal quality, hey. The the the window’s getting dirty. This enables things like preventative maintenance. Oh, I know I’m going into a planned shutdown next week. Now’s the time to go out and clean those sensors kind of thing, because I know that they’re I know that the signal’s going is deteriorating. So some cool things like that, that wouldn’t be possible with a traditional analog signal, which we’re showing here. And it also makes really no sense. I mean, in this example, what we’re showing here is a generic this is a pre pressure sensor. You know, it does its measurement. It then does some amplification, and then to stabilize the signal, it does an a to d, puts it into a micro, which does some temperature compensation linearization. But then, traditionally, prior to IO Link, what you do is then do another data a to send it out via zero to 10 volts or four to 20 milliamps, whatever, into the into a, an a to d card on the backplane of the PLC, I mean, this is just this is just crazy. It’s it’s time consuming. It’s, the the signal is still susceptible to interference. The the analog inputs on the cards on the PLC are expensive. There’s manual calibration of the signal. But with IO Link, it just makes sense. You take that signal right from the micro, pump it out digitally via an IO Link inexpensive interface to your, to your IO. And, we use that unshielded three wire inexpensive cable, Shawn Tierney (Host): and Michael Bowne (PI): then you get all those parameters and diagnostics. And, really, that’s the point of using IO Link is all that extra data, all that extra information that that comes along with the the process data. Shawn Tierney (Host): Yeah. And so those of you who are listening, I mean, what we saw there was to to shoot out a four to 20 milliamp signal or zero to 10 volt signal, it had to convert it from the digital value that was inside the device to analog, then I have to pump it out. And, you know, we always have to worry about noise and, you know, shielding and all that, you know, depending on the length of the run. And then in the PLC analog card, it’s converting it from analog back to digital, so you have that zero to 32,000 value or zero to 64,000, whatever your PLC does. And so IO Link does eliminate that. It eliminates the noise of your traditional analog. And I know I’ve met so many customers say we have no noise issues on our analog, and that’s great. But not everybody’s in that same boat. So you’re eliminating that d to a and then a to d, and that’s that’s you’re keeping everything digital. So you’re not only getting a cleaner, more accurate value from your device, you’re also getting all those additional pieces of information and the ability to be maybe configured to products. Some of these products need to be changed based on the type of product they’re sensing, you know, the type of fluid going through, the recipe that’s being drawn, the lighting, the colors. So all those different things, you you know, with a typical analog signal, you’re not gonna be able to send back and do a configuration to it. So, go ahead. Back to you, Michael. Michael Bowne (PI): No. You’re right. Exactly. We we have I I took this line out of this deck for the for, you know, for for brevity, but we show examples of of particularly food and bev, right, where you have batches, different I’m running a different batch. I’m running a different product. I need a different label on the on the bottle or whatever I’m running through the the the machine. You reconfigure that via the HMI. It sends all that stuff down to the sensors. Okay. Now I know I’m looking for I should be sensing this instead of this. Shawn Tierney (Host): Yeah. It could be a clear bottle sensor, the clear bottle detector that the bottles change colors. So it’s has a different setting, or it could be background suppression depending on the color of the product. You need a different setting or a color sensor. Maybe you’re making different products and the different colors, and so, you know, all this is now configurable through your PLC, through your control system, through your HMI, which I just think is so cool. Michael Bowne (PI): Yeah. It’s it’s it’s super cool. Alright. Let’s get a little bit technical here. I think for some of the engineers, that might be nice. The IO Link signal and 24 volt power supply, like like we talked about before, it’s it’s an m 12 connector. So you’ve got five pins. Your pin one is your high, pin three is your low, and then pin four is your CQ line. That’s that’s where the IO Link digital signal lives. It’s serial. It’s bidirectional. It’s point to point. And then we also have on that same pin four, if you so desired, you could also parameterize your device via IO Link, set it all up, and then put it in what’s known as a CO mode or simple IO mode. And I’ll show that on the next slide too if maybe you’ve just got a digital IO, that you want a fast switching interface. So pins one and three are our power. Pins two and five are freely assignable. So for example, if you wanted to use that pin four for your IO Link signal and then separately have your own DI or DQ line, you could do that using a three wire, four wire, five wire cable. And then what’s cool also in IO Link and we’re starting to see this more and more is we call this port class b, same m 12 connector, same five pins, but pins two and five provide a separate power supply for additional power because and this is cool. We’re starting to see more and more IO link just, like, simple actuators Mhmm. On the market. And that’s really neat. So let’s say you’ve got some simple linear actuator, not not a complex, you know, driver, you know, or motor or something like that, but a a simple linear actuator. You can drive that via IO Link if you just gotta move something really, you know, maybe maybe even within connected to the same ports, on the master as some other sensors, and so you can do that logic in the master itself, you know, simple simple stuff like that. But that’s also possible with IO Link where you can drive it, not just sense it, but also actuate it with with IO Link. So that’s that’s some cool stuff that’s coming down the line. Shawn Tierney (Host): You know, and I found that all the IO Link devices I had here, they came with the SIO mode already set up. So I was able to use the photo eyes and the proxies and all the other devices just as simple IO devices and without even touching the IO Link side of it, which I think is cool because, you know, in in many cases, you just need a photo eye to get up and running. Right? Michael Bowne (PI): Yeah. And that’s and that’s how they come out of the box. So out of the box, it’s in that CO mode. And I think you you kinda touched on this before. Maybe many customers have IO Link devices Yeah. On their machine. They don’t even know it Mhmm. Shawn Tierney (Host): Because they Michael Bowne (PI): took it out of the box. They needed that photo. They plugged it in and away they went. But there’s also that all all that extra stuff. If they wanted to, they could get down into the IO Link part of it. Mhmm. Maybe to reparameterize it, or what if you got to change, you still wanna use the CO mode. You just want that digital input. What if you wanna change the switching distance, for example, something like that? I don’t want it to switch at one meter. I want it to switch at two meters or whatever. So all that all that can be configured via IO Link. So on the if we if we talk about the the IO Link communication itself, there are three transmission speeds, comms one, two, and three. Comm one is 4.8 kilobits per second. COM two is 38.4 kilobits per second, and COM three is 230.4 kilobits per second. IO Link masters support all three comm modes, but devices are free to choose based on what they’re sending. If it’s temperature, maybe you don’t need COM three because that’s changing more slowly than something like like like we’re talking about a proximity sensor, which may want to send that a little bit more quickly and uses that that COM three mode. Many, many devices use COM three mode because still two hundred two hundred thirty kilobits per second, that’s, you know, that’s not gonna that’s not gonna kill you. And then a typical cycle time, because this is the question we get all the time, is what kind of cycle time can be achieved? It’s about a millisecond at at com three. So if you’re, you know, trying to go submillisecond, you know, maybe IO Link is not is not the solution at that point. But for many, many applications, that one millisecond cycle time can can, can accomplish whatever they need to. And then what’s cool is that from the EyeLink master’s perspective, it’ll have eight or 16 sensors connected to it. Each device can be set independently. So on this port this device, I’m talking at this comm rate and this cycle time. This other port number two, I’m speaking at a different transmission speed and a different cycle time and so on and so forth, you know, so that you’re not sending data unnecessarily that is simply just being sent for the purposes of being sent. And that’s and that’s pretty cool. Shawn Tierney (Host): And a lot of times, you don’t because you’re not reading a digital on off, you don’t the speed, you’re you’re actually getting a value, and that value a lot of times your PLC is not gonna be running faster than a millisecond scan time. So if you’re getting your value updated, you know, faster than the PLC, then that’s a then then that’s really what you need. Do you know how fast is your PLC running? How fast can your program controller use that value? And, you know, I’d be hard pressed to see a lot of applications where they’re breaking that one millisecond update rate. The other thing too is just because we’re talking at the speed doesn’t mean the actual calculation is even possible in a millisecond. So, you know, temperature changes, things that that sensors there’s limit limitations to the physical world. You know? And, you know, I I don’t know if anybody’s ever said this to you before, Michael, but when I first saw the whole comm thing, I thought that was confusing because having grown up with PCs, I always thought of comp one, comp two, comp one group. Right? And these are really just bought what I would call from the old days, sewer rates. Right? Michael Bowne (PI): Yeah. Exactly. Shawn Tierney (Host): Exactly. Insight why why they is it just maybe because it was the standard started overseas or any idea why they went with CALM? Michael Bowne (PI): I’m not gonna lie to you. That’s the first time I’ve gotten that question. Shawn Tierney (Host): Really? Okay. Michael Bowne (PI): Why they’re called that yeah. Let’s just let’s just rewrite this. They call it BOD one, BOD two, BOD three. Shawn Tierney (Host): I know. It’s just so weird. But, anyways, sorry sorry, audience. I just have Michael Bowne (PI): That’s a good one. That’s a good one. Nope. I’ll take that one back. Alright. So IO Link data comes in a couple different flavors. You have your process data. That’s your bread and butter, what you’re using to run the run the factory. Transmitted cyclically in a Telegram, the the data size is defined by the device, and it can be up to 32 bytes for each device, both input and output. Along with that comes a value bit indicating whether the process data is valid or invalid, and this can be transmitted is transmitted cyclically with the the process data. And then you have things that happen acyclically. These would be device data like parameters, identification data, diagnostic information, and these happen on request of the IO Link master. Obviously, a lot of that happens during startup, but also can happen during runtime if, as shown here on the slide with the with the last case, events can be error messages. So the the, the device will set a flag. Hey. There’s a short circuit or so, and then the the master can pull that device for more information, more diagnostic information, based on that event flag that’s that’s set by the set by the device. And so, the the question we always get at this point is, how do I make this all work? How do I integrate this stuff into my into my plant? Shawn Tierney (Host): Before we go any further, I did wanna jump back and tell you about a service I’m doing that I don’t think I’ve talked about very much, and it’s comes in two different flavors. First of all, I’ve actually had some vendors and companies reach out to me and say, Shawn, I know you don’t wanna travel all around the country with all your equipment. Right? That’s not what you do, but we want you to come out and teach us something. Would you come out and do a lecture? We’ll set up our own equipment. And, can you come out and just run us through some of the products and teach us some of your knowledge, and you don’t have to worry about bringing all the equipment with you. And so that’s something I really don’t talk about much, but I do wanna tell you that if you’re looking for training and you need it on-site, of course, you do have to pay for my travel time. But if you do want me to come out for a day or two days or for a week and do training on any of the products I train online now. Now if you want me to come out and do training on a product I don’t already have a curriculum on, I can’t do it. The building the curriculum is where all of my costs is on the training. Right? I shouldn’t say that. The web service in in in the back end does cost something every month as well, but most of the time it goes into and that’s really what being self employed is it’s time. Right? Most of the time goes into build building the curriculum. So if you have a need for somebody like Shawn, we can’t do a webinar. We can’t do a Teams meeting. We we can’t do online training. We want you to come out. And, again, I just got a call on this yesterday. Yes. I can do that. As long as the curriculum I’m gonna teach you is something I already have existing. And, I’m not gonna hand out lab books. We can buy you lab books if you want. People sell great lab books for $80.90 dollars a pop. If you want lab books, I’d be more than happy to include that in the quote. But in any case, I that’s one thing I do. The other thing I’ve been doing with vendors is they’ve hired me to come out and interview them at their trade show. So, usually, what happens is somebody will sponsor a podcast for $5.99. They’ll come on. We’ll do the interview. I’ll edit it all up. I’ll put their links in. We’ll talk about the thumbnail, and then we’ll release it ad free. Right? And so that covers my cost of producing that episode roughly. Right? We just raised it from $4.99 to $5.99 because most of the shows were were actually upside down on, so we need to raise it a little bit to make sure we’re covering our cost. But in any case, sometimes vendors have, you know, they have their own trade show, and they may have all of their product specialists there. And they’re like, hey, Shawn. We would like to do six or seven interviews at the trade show. Would you come out and actually record them there? We’ll pay your flight. We’ll pay your hotel and your expenses to get there and back. And so that’s another thing I haven’t talked about much that I’m doing. I’m working with some, you know, top five vendors to do that, and I’ve done it in the past. And so I did wanna explain it to you if you’re a vendor listening or if you are, talking to your vendor, like, you should have Shawn come out and interview all your people. You have them all in one place. Let them know that they can contact me about doing that. Again, you can contact me at theautomationblog.com, LinkedIn, YouTube, theautomationschool.com, pretty much any way you want. You can write me snail mail if you want. But in any case, I do wanna share that, and we also have in person training. I think I’ve talked to you guys about this quite a bit. We do custom in person training for as little as two people, $900 a day up to four people. And so if you wanna get some people in here, we can actually do Allen Bradley and Siemens in two days back to back. One day Allen Bradley, one day Siemens. So if you wanna learn two PLCs in two days back to back now I do have somebody ask me, hey, Shawn. Where’s your schedule of upcoming courses? And back in my previous life of twenty five years, we were always trying to sign people up and then canceling, you know, events and classes because, we wouldn’t get enough people to meet the vendors minimum. So I don’t wanna do that. So I don’t have actually any dates now. I have been talking with doing a intensive POC boot camp, but, you know, I just got so much things going on in my life right now that I don’t think I could pull that together this fall. But in any case, if you need some training, you wanna send your people here, we can even start at, like, noontime and then end the final day at noontime so you can get your flights and travel and all that. We’re one hour away from Albany, New York, and that’s a great little airport to fly in and out of. Actually, I’m flying out of it in November. They’ll go to a trade show, to interview vendors, vendors, product people. But in any case, I just wanna break in. There’s something about my company. I don’t think I ever talked to you guys about much, and so I just wanted to insert it here since I’m sponsoring this episode and eating the cost to produce it. I wanted to share that with you. And now, I won’t be back until the end of the show, so please enjoy the rest of this episode. Send any feedback you have to me, and, we’ll talk to you at the end of the show. Michael Bowne (PI): And it kinda works like this. So you have your IO Link device, which has an IODD file, which we mentioned earlier, that gets ingested by a parameterization tool. The parameterization tool comes with the IO Link master. Could be a separate piece of software. In some cases, could be a web page built into the IO Link master itself. Depends on depends on the vendor. But then what happens after that, how that data goes from the IO Link master to the controller, the PLC, is fieldbus specific. So you have your own, fieldbus file, you know, GSD or EDS or ESI, whatever the case may be, which is ingested by the engineering tool of the of the PLC and kind of outside way outside the scope of of of IO Link. And so the EDS file, the GSD file, and and that is the that data then gets sent via fieldbus, and that’s the sum of all the IO Link device data from all the ports on the IO Link master, where that IO Link communication as as defined by the IODD file, configures the port for the master and for the devices. And so an IODD file is provided by the devices, and every device manufacturer must provide an IODD for their device. It can be downloaded from the IODD finder, which is a website, and, it it describes what the entire device does. It describes the process data length, the process data structure, the parameter the name of the parameters, what range to expect, the data types, the addresses of the parameters in the in the in the indexes and subindexes. It can talk about GUI information, pages on which a parameter shall be displayed, names of parameter pages, all this kind of stuff is in an IODD file. It’s a it’s a zip file where you have that IODD as an XML. So that’s how we format the file. So it’s it’s both and this is the key part, both machine readable and and human readable. It’s got a little picture of the device, picture of the manufacturer logo. And with your permission, maybe I can show the IODD finder. It’s, ioddfinder.io-link.com. Mhmm. Looks simple enough. Let’s say we wanna look at a I’m gonna type in something here. Max ref. Let’s pick this. So this is just a this is a reference design, not an actual product that that, an end user would employ in their in their factory, but a reference design of something that maybe a device manufacturer would use. And it’s shows the manufacturer name, the article name number, the product name, the device ID. All that stuff is ingested by the parameterization tool, which then uses that information to go up to this IODD finder and grab the IODD file shown here, which can be downloaded if you wanted to look at it yourself. But in the past few years, we implemented what’s called an IODD viewer, which is pretty cool, which takes that nice XML file and parses it. So in human readable form, if you wanted to compare quickly, hey. I’m an end user. I wanna compare the IODD file from device vendor a to device vendor b to kinda see what kind of features they have. You could do that all very easily, and that’s shown here in the IODD viewer. What’s really what’s really neat about this IODD finder is that it has two ways it it it gets accessed. That’s this website that I just showed here. So as in humans are are accessing it, but it’s also accessible via API. And we we track the the traffic to the Audi divider, and the vast, vast majority of the traffic comes via API. So these are IO Link masters that just had a device connected to them. Parameter is I’m sorry. Parameterization tool that has a you know, or connected to the IO Link master that had device connected them. They go up to the AudiD finder, and they pull down that IODD file for the device that was just connected so that now they they can be, configured. And that’s really, really cool stuff. So all these IODD files are in one spot, in one database up there for for viewing or via the IODD viewer or for access from any number of IO Link tools out there. Shawn Tierney (Host): So when we’re talking about API access, we’re talking about the tool we’re using to configure the master. So it could be a web page built into the master, or it could be a separate software program. Do I have that correct? Michael Bowne (PI): Yeah. Right. So the parameterization tool, yeah, is usually is usually a software package that’ll run on your computer connecting to your, IO Link master that parameterizes the IO Link master. Yeah. Shawn Tierney (Host): Excellent. Or Michael Bowne (PI): through the network somehow. Maybe through the network. Yeah. Goes out and grabs that IODD file from the IODD finder to, you know, to parameterize that port in that device. Shawn Tierney (Host): Which is excellent because in previous iterations of smart networks and smart devices, you always have to go searching a vendor’s website, and then people would get the wrong file, and then I would be in the field saying this is never gonna work because you get the wrong device file. If they can’t give you the right device file, you’ll never get it to work. You know? And so this is much better having the organization have everybody require everybody who has IO Link to put their IODD files in the one place so everybody can always find it. And so the software tools can find it automatically for you, which is just a huge a huge change versus what we went through in the nineties. Michael Bowne (PI): Exactly. We came on a CD or something or what I mean, God only knows. I’m gonna switch gears a little bit here, talk about two topics subtopics within the IO Link domain, and one of them is IO Link wireless. This is, what we call is bridging the gap. So it’s an IEC standard, six eleven thirty nine as of November 2023, Shawn Tierney (Host): and Michael Bowne (PI): it’s enabling connections that simply weren’t possible before for IO Link. And in an example here, we’re showing a a smart machine tool where the IO Link sensor is integrated into the chuck of the lathe. Now that guy is spinning at 6,000 RPMs. That connection simply couldn’t be possible couldn’t be done any other way than with IO Link wireless or, let’s say, independent movers. So you’ve seen these moving systems where you’ve got the either floating or on a on a rail the other track systems exactly. If you integrate the smarts of IO Link onto the movers themselves instead of using, SCARA or Delta robots to do the to I mean, that’s you’re saving huge amounts of cost Mhmm. That way if the if those guys can move on their own, and they use IO Link wireless to do that. Slip rings where certainly sending power, is is well known, but sometimes communication can be tricky via slip ring. Mhmm. Yeah. End of arm tooling, like robot robot end of arms where you have a you’re gonna change the tool at the end of the arm. It’s more lightweight, saving on on robot cost that way. Less fewer lighter robots can be used, but it’s it’s, it’s cool. It the architecture looks pretty much the same, where you have your field level, your IO, and instead of wired connections, it’s it’s simply a wireless connection. Is that wired? It’s it’s wireless. And and what’s different about IO Link Wireless is that it was built for industry. So I think in the past, people have been burned by wireless technologies that made some promises that didn’t maybe you know, they they couldn’t meet the the the the the rigorous environment and and requirements of of industry, but that was different. It was built for industry from the start. So it uses the two point two point four gig license free ISM band. And what we do is a is this frequency hopping so that we use the same IO link, you know, data structure. We do this frequency hopping, and it’s it’s a cycle of five milliseconds. So you’re not going to get that one millisecond time that you get via wired IO link. We do a five millisecond cycle time, and then it’s using this frequency hopping method. It’s basically cable grade, connection, 10 to the minus nine error probability. You can have hundreds of wireless devices in a machine, and it’s deterministic. It’s designed it is designed from the outside for both for control, of course, but, of course, also for for monitoring and maybe, like, a brownfield. You wanna you can’t get IO Link to a sensor or something that you can maybe use IO Link wireless to get access to some some hard to reach sensor. Shawn Tierney (Host): Well, you know, I thought that I think this is so

Wanna hear the FULL Episode? Sign up for the Grad Program today! Training Courses and Overpenetration Myths The hosts discussed upcoming training courses in Mount Enterprise, Texas, including a basic pistol class (P201) and an advanced course (P301) scheduled for October 3-6. They clarified that the basic course is their flagship core course, while the advanced course includes advanced techniques like low light shooting and team tactics. The main discussion centered on the myth of overpenetration in home defense, where they explained that most handgun rounds, including rifle rounds, will penetrate typical home construction materials, and that controlled expansion 5.56 bullets are actually less likely to overpenetrate than slower, heavier handgun rounds. US Army Rifle Procurement Controversy The discussion focused on concerns about the US Army's decision to purchase a new, expensive battle rifle with a dedicated round that is three times more expensive than current options and only produced by one company, which the professor characterized as corruption. Jarrad then shared news from Guns.com about LMT Defense winning a $93 million contract for 6.5 Creedmoor carbines in AR-10 configuration for Special Operations Command, while Black Hills Ammunition was awarded a $40 million contract for 17,367,760 rounds of 6.5 Creedmoor ammunition for the Navy and Marine Corps. The conversation concluded with a reflection on how the 6.8mm SPC cartridge, once hyped as the future standard for M4 rifles, never materialized despite initial promises. Christians Under Attack and Gun Control The professor discussed a recent attack on Christian children by a 23-year-old man who identifies as transgender, emphasizing the importance of recognizing evil and the futility of gun control in preventing such acts. They highlighted the absurdity of left-wing priorities, comparing the perceived severity of gun control versus murder, and criticized the double standards applied to different crimes and societal issues. The conversation also touched on the inefficacy of laws in preventing illegal activities, using examples like drug prohibition, and questioned the sincerity of those advocating for stricter gun laws. Preparedness and Heroism in Danger They next focused on discussing the importance of preparedness and action in the face of danger, using James' advice to "run, hide, and fight" as a guiding principle. The professor emphasized the four possible outcomes of such situations: living hero, dead hero, living coward, and dead coward, urging listeners to prioritize protecting innocent lives.  Jarrad provided details on how to join the grad program, which offers the full show content, and clarified that only hosts and co-hosts can hear the recording notification. ----- TOPICS COVERED THIS EPISODE Huge thanks to our Partners: EOTech | Spike's Tactical [0:13:21] EOTech Talk - EOTechInc.com - TOPIC: LMT Wins $93 Million SOCOM 6.5 Creedmoor Rifle Contract www.guns.com [0:28:54] Warrior of the Week - James Yeager's “Virtues of a Warrior” - TOPIC: James Yeager [0:39:25] SOTG Homeroom - SOTG University - TOPIC: Minneapolis shooting live updates: Fletcher Merkel, 8, and Harper Moyski, 10, ID'd as students killed nypost.com

Facebook's early culture was chaotic, fun, and fueled by a belief that "you can just do things."Andrew Bosworth, Meta CTO, joins Aditya Agarwal to revisit that foundational energy. He covers the creation of News Feed, the grit behind the pivot to mobile, and how Meta is tackling long-term hardware innovation for the AR/VR future.Apply to SPC membership -https://airtable.com/appxDXHfPCZvb75qk/pagIZspLSFX7QrXcn/formConnect with us here:1. Andrew Bosworth - https://www.linkedin.com/in/andrew-bosworth-8247a01/2. Aditya Agarwal - https://www.linkedin.com/in/adityaagarwal3/3. South Park Commons - https://www.linkedin.com/company/southparkcommons/

Today's guest knows what it means to lead when the stakes are high. Nate Amidon spent 15 years guiding people and programs across the U.S. Air Force, Microsoft, Boeing, and Alaska Airlines. He's an Air Force C-17 evaluator pilot with more than 3,200 flight hours—including 800 in combat—and over 1,500 hours as an instructor teaching young pilots how to fly, make decisions under pressure, and lead crews on global missions. When he transitioned from active duty, Nate brought that same discipline into technology—consulting as a Project Manager, Scrum Master, and Scaled Agile Framework coach on enterprise software programs. He went on to found Form100 Consulting, where he helps clients apply military-tested leadership practices to build strong, high-performing teams that endure. In our conversation, Nate and I talked about how hard that transition actually was. Even with a degree from the Air Force Academy and an MBA, landing his first role at Microsoft wasn't simple—and it showed him how untapped the veteran talent pool really is. That frustration was the spark for Form100, where he now connects veterans with organizations desperate for alignment, communication, and trust. We also dug into why veterans are uniquely equipped for tech: they're trained to see the whole mission, not just their own slice. They know how to drive clarity in chaos, how to align teams across silos, and how to solve problems with urgency but also with care. Nate reminded us that in technology, speed without alignment is just drift. Veterans bring the perspective to check the vector, build relationships, and keep the team moving in the right direction. Nate holds a Management degree from the U.S. Air Force Academy, an MBA from the University of Nebraska, and certifications spanning PMP, CSM, SPC, Lean Six Sigma, and DevOps. He also continues to serve as a reservist C-17 pilot with the 313th Airlift Squadron.

Episode 3: It's Not All in the Toolkit – Centring Indigenous Knowledge in MEL Dr. Apisalome Movono, Alessandra Mel and Ascenaca Blake dive deep into what it really means to centre Indigenous Pacific knowledge in monitoring, evaluation and learning (MEL) beyond checkboxes and toolkits. With Eroni Wavu, they unpack what happens when we don't take Indigenous Knowledge Systems (IKS) seriously as well as how IKS can shape more ethical, authentic, and context-grounded MEL. This podcast was made possible through SPC's Funding with Intent initiative, funded by the New Zealand Ministry of Foreign Affairs and Trade.   Please provide us feedback here: https://forms.office.com/r/yHK0eDhrex    Guests: Dr. Apisalome Movono – Associate Professor of Tourism, University of the South Pacific   Fijian academic and tourism expert from Buca, Natewa in Cakaudrove, with maternal roots in Naimalavau, Nakelo, Tailevu. He is an Associate Professor of Tourism at the University of the South Pacific (USP), bringing decades of expertise to the Pacific development space.   Alessandra Mel – Integrated Programming and Innovation Officer, SPC   A proud Pacific Islander and an experienced accredited partnership broker, futures facilitator, and MEL practitioner. With over a decade of experience working in PNG and now across the Pacific region, she has supported diverse teams and organisations to navigate complexity, build trust-based collaborations, and make sense of change.  She brings a unique mix of systems thinking, creativity, and care to her work and is deeply passionate about inclusive, locally led approaches to development, and her work reflects a strong commitment to reflection, equity, and imagination.   Asenaca Blake – Senior MEL Manager, Pacific at Conservation International   With 18 years of Pacific development experience, she facilitates learning cycles, strengthens partner capacity, and translates evidence into program and policy decisions. practice centers on Pacific-led development, Indigenous knowledge, and measurable outcomes for climate resilience, biodiversity, and community wellbeing.  Links: People-Centred Approach (SPC): https://www.spc.int/updates/blog/dynamic-story/2024/08/ensuring-a-people-centred-approach-is-at-the-heart-of-spc-work  People-Centred Development: https://forumsec.org/people-centered-development  Kakala Research Framework:  https://www.researchgate.net/publication/366784502_Kakala_Research_Framework  https://repository.usp.ac.fj/id/eprint/8197/1/Kakala_Research.pdf  https://link.springer.com/chapter/10.1007/978-3-031-04394-9_44    

Having time off after giving birth not only gives new mums time to physically recover and bond with their baby, but it has significant health, economic and community impacts.This week's episode of Sistas, Let's Talk is a repeat of the show broadcast on 27th February 2025

Na intersekciji podcasta Dopisi iz Diznilenda i ExKurs Podcast nalazi se Peder, Pop i Pravnik Podcast. Miljan (Peder) kao poveznica između Vukašina Milićevića (Pop) i Nemanje Paleksića (Pravnik). Sve teme iz oba podcasta i one kojima u njima nema mesta, ovde, na jednom mestu. Vidimo se (i čujemo), za sad, dvaput mesečno. U današnjoj epizodi bavimo se post festumom saslušanja Vukašina i Blagoja u crkvenom sudu, pa Nemanja pita Miljana da li bi isključenje iz SPC bilo toliko strašno i da li bi mogao da se pričešćuje onda drugde. Govorimo naravno i o aktuelnim protestima i brutalnosti države, lagano se dotičemo teme Milorada Dodika i sastanka Putin/Tramp (opširnije u Diznilendu), a zatim odgovaramo na pitanja publike iz prethodnih emisija: Vukašinova priča o mističnim iskustvima, etnofiletizmu, šta nam smeta o. Peđa Popović, kako je Beogradski Sindikat služba i kako Miljan povezuje to što je peder i hrišćanstvo/Crkvu. I za kraj, neke preporuke i obavezna poezija mitropolita Fotija. PLUS: Aktivirali smo YT članarinu - možete za 400 RSD mesečno postati članovi kanala, uz to dobijate bedeževe uz nick (koji se menjaju zavisno od trajanja članstva), vaši komentari biće istaknuti i prioritet za odgovor i čitanje pitanja - to je to za sad, a aktiviraćemo još neke benefite u budućnosti. Pratite nas na: https://www.youtube.com/@dopisiizdiznilenda www.facebook.com/DopisiizDiznilenda/ www.podcast.rs/autori/dopisi-iz-diznilenda/ Ako želite da nam pomognete u održavanju servera na soundcloudu, uplate rado primamo na PayPal: mtanic@gmail.com ili postanite naš patron na www.patreon.com/dopisi Snimak saslušanja Blagoja Pantelića u crkvenom sudu: https://teologija.net/moje-saslusanje-pred-crkvenim-sudom/ Miljanov tekst na Peščaniku: https://pescanik.net/lov-na-vestice/ Miljan: fb: /mtanic, Twitter/Instagram: @mtanic YouTube: /Mtanic Nemanja: fb: /paleksic @diznilend iTunes: itunes.apple.com/us/podcast/id1223989792 Stitcher: https://www.stitcher.com/show/dopisi-iz-diznilenda-podcast Pocket Casts: pca.st/pT2h podcast.rs/show/dopisi-iz-diznilenda/ Spotify: https://open.spotify.com/show/4U3wm6QOkJ30QEbk1kvqZS?si=RM6QdrOlTuO0WUJzYBl7hA

In the 138th episode of The Texas Private School Podcast hosted by Walker Lott, Wes Tolleson, and Ryan Schroeder! Wes, Walker, and Ryan sit down and preview the SPC! If you want to follow the boys on social media you can find it below! https://twitter.com/TXPSMedia https://www.instagram.com/txpsmedia/ https://txpsmedia.com/ Walker Lott https://twitter.com/walker_lott​​​​​ https://www.instagram.com/_walkerlott/ Wes Tolleson https://twitter.com/tolleson_7​​​​​ https://www.instagram.com/tolleson.7/ Ryan Schroeder https://twitter.com/RyanSchroeder25​​​​​ https://www.instagram.com/ryan.schroeder_/

In this episode of The Korea Pro Podcast, Jeongmin and John dive into President Lee Jae-myung's escalating confrontation with major firms after a series of deadly workplace accidents, with POSCO and SPC under fresh scrutiny. They examine what the government's shift toward aggressive administrative penalties means for business. The hosts also break down why inflation remains volatile despite a steady consumer price index and why South Korea's export outlook is darkening amid U.S. tariffs. They then turn to the upcoming Ulchi Freedom Shield drills — including the decision to postpone half of the planned field exercises — and preview next week's ROK-Vietnam summit and President Lee's Aug. 15 Liberation Day address. About the podcast: The Korea Pro Podcast is a weekly 15-minute conversation hosted by Korea Risk Group Executive Director Jeongmin Kim, Editor John Lee and correspondent Joon Ha Park, diving deep into the most pressing stories shaping South Korea — and dissecting the most complicated ones for professionals monitoring ROK politics, diplomacy, culture, society and technology. Uploaded every Friday. This episode was recorded on Thursday, Aug. 7, 2025. Audio edited by Gaby Magnuson

Step into a treasure trove of rare stories, photos, and audio clips as Bill Scherkenbach shares his decades with Dr. Deming. From boardrooms to sleigh rides, discover the moments, minds, and memories that shaped modern quality thinking, told by someone who lived it. A powerful blend of insight, humor, and history you won't want to miss. (You can see the slides from the podcast here.) TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with Bill Scherkenbach, a dedicated protégé of Dr. Deming since 1972. Bill met with Dr. Deming more than a thousand times and later led statistical methods and process improvement at Ford and GM at Deming's recommendation. He authored 'The Deming Route to Quality and Productivity' at Deming's behest and at 79 is still championing his mentor's message. Learn, have fun, and make a difference. Bill, take it away.   0:00:41.2 Bill Scherkenbach: Well, thank you. Thank you, Andrew. It's an honor to be asked back. Many places don't.   0:00:48.7 Andrew Stotz: I really enjoyed our first discussion, and particularly towards the end of it, it got a little personal and emotional, and I appreciate that you shared your journey. That was amazing.   0:01:00.9 Bill Scherkenbach: Thank you. Thank you. It is personal.   0:01:05.2 Andrew Stotz: Yeah.   0:01:05.4 Bill Scherkenbach: But today, along that wavelength, I brought some pictures or photos and letters and audios of my association with Dr. Deming. So, if you might bring them up, we can start the commenting.   0:01:27.9 Andrew Stotz: Wonderful. Well, hopefully you see a screen now up.   0:01:34.8 Bill Scherkenbach: Yes. Yep.   0:01:35.8 Andrew Stotz: Okay. And for the audience, just to let you know, for the listeners, we're going to show these and I'll try to explain a little bit about what we're talking about because you're not going to be able to see the pictures. But the first thing is the title is An Insider's View of Deming. Learn, have fun, make a difference. And we see a great picture on the left-hand side, and then I threw in a picture of a Lincoln Continental, which we're going to talk about later, which is kind of fun. But maybe you can take it from there, Bill.   0:02:07.2 Bill Scherkenbach: Yeah. Well, we can talk a little bit later on on that, but this is a picture of me and my wife, Mary Ellen, with Dr. Deming having fun. We were at a restaurant in Northville called Elizabeth's, and it's something that he enjoyed to do just about every evening.   0:02:31.3 Andrew Stotz: Great. Well, what a kickoff. So let's go to the next one. And you guys all look great in that photo.   0:02:38.2 Bill Scherkenbach: Thank you. Thank you. Thank you. Yeah. This is a letter that I received from Dr. Deming back in May of '85, auspicious because the letter dated 13 May, that's my birthday. But for those who cannot read it, should I read the letter for you?   0:03:05.2 Andrew Stotz: Either you or I can read it for you. You tell me.   0:03:08.3 Bill Scherkenbach: Okay. Well, yeah. Why don't you read it?   0:03:10.9 Andrew Stotz: Okay. So, the letter is addressed to a particular person. It says, this is written by Dr. Deming, this acknowledges your kind letter of the 29th April. He that depends solely on statistical process control will be out of a job in three years. The record is clear, the record is clean, no exceptions. A whole program of improvement of quality and productivity is necessary, and it requires that top management learn what their job is. No part of the program will by itself suffice. Your letter does not describe your program, hence comment is difficult. I am happy to learn that Bill Scherkenbach will work with you. His achievements are renowned. He is excelled by nobody. I am sure that you will follow his guidance, not only while he is there with you, but from that then on out. I send best wishes and remain yours sincerely, W. Edwards Deming.   0:04:19.2 Bill Scherkenbach: Yes. I did spend a week with this organization, and as Deming said, and in many, many cases, the local management or local part of the organization get very enthusiastic, but the top management did not buy in. And so very little happened there, unfortunately.   0:04:53.9 Andrew Stotz: Yeah. And I missed that the top right-hand corner in handwritten, it says Portland, 20 May 1985. Dear Bill, I neglected to hand this to you in San Francisco, W. E. D.   0:05:08.1 Bill Scherkenbach: Yeah. We went to, we. Dr. Deming and I were in San Francisco to meet with Shoichiro Toyoda and his wife. It was a social call. Shoichiro was in town. I don't know where his brother Tatsuro was. Tatsuro headed up NUMI, but Shoichiro was head of it all and was in the US. And wanted to just have a dinner with Dr. Deming. I'm embarrassingly cloudy. We met in a hotel and I can't tell you which one, but it was a nice, relaxing dinner. The English was a bit stilted, but Soichiro wanted to have a dinner with Dr. Deming and to express his appreciation.    0:06:31.3 Andrew Stotz: And he was a titan of industry at the time and in 1985 was really making a beachhead and a real expansion into the US market. Why did he want to meet with Dr. Deming? What was the connection there? Maybe for those that don't know.   0:06:55.2 Bill Scherkenbach: He was in town and Deming was nearby in town and just wanted to express his appreciation. I guess, Tatsuro, his brother wasn't there, and Tatsuro headed up NUMI, the partnership between GM and Toyota. But Shoichiro was there and just wanted to express appreciation.   0:07:35.1 Andrew Stotz: Great. Okay. So shall we continue on?   0:07:40.0 Bill Scherkenbach: Yeah. We have a Where is Quality Made? Famous talking from Dr. Deming, and hopefully the audio translates well.   0:07:55.3 Andrew Stotz: Yes, we'll see. Let's go.   0:07:59.5 Speaker 3: Where is quality made, Andrew, in the top management? The quality of the output of a company cannot be better unless quality is directed at the top. The people in the plant and in the service organization can only produce and test the design a product and service prescribed and designed by the management. Job security and job are dependent on management's foresight to design a product and service to entice customers and build a market.   0:08:31.6 Andrew Stotz: So where did that come from? And tell us more about that.   0:08:36.2 Bill Scherkenbach: Well, I'm not exactly sure which particular seminar or meeting that was, but over the years I have, have, we've made a number of audio recordings and videos of Dr. Deming in his meetings. And so we're looking to get them to the Deming Institute so they can process them and distribute.    0:09:11.8 Andrew Stotz: And why is this so important? He's talking about quality is made at the top where we can see many people think that quality is made by the worker. Do your best. Quality is your responsibility. Tell us more about why you wanted to talk about this.   0:09:32.9 Bill Scherkenbach: Well, it's a common, it's a common, very common mistake. He learned back in 1950, and I think I mentioned it in our first talk, that he gave a number of courses at Stanford during the war and people learned SPC. But when the war was over, over here, because management didn't buy in, nothing really happened. And he learned in his visit in 1950 when he was able, as we said, Mr. Koyanagi was able to get a meeting, a number of seminars done with top management in Japan after the war. And he thought that that, he saw that that actually did make a difference, that management was absolutely key. And in every one of his seminars, he would make, he would make  this point, that quality is made at the top.   0:10:54.0 Andrew Stotz: And what was interesting is that, of course, the Japanese senior management, were very receptive. It's many times the case that Deming may have interacted with some senior management at the top of a company, but they weren't receptive or willing to implement what he's talking about.   0:11:12.6 Bill Scherkenbach: Yeah. I think I mentioned last time that you need maybe a significant physical or logical or emotional event. And Ford lost a few billion dollars and was then looking, is there a better way? Japan lost a war, and the tradition over there is to perhaps listen to the conqueror. But MacArthur was very astute, my understanding, that you're not going to go in and replace the emperor and really mix the place up from what their culture is, which is very, very, very astute, in my opinion.   0:12:11.4 Andrew Stotz: Okay. So let's continue. And we see a document now up on the screen and a diagram. And maybe you can explain this one.   0:12:24.8 Bill Scherkenbach: Yeah. This is one of the foils, as he called them, that he wrote on his lantern, which is the overhead projector for all the young people. And making another very, very important point. And that is, he's quoting John Tukey, "the more you know what's wrong with a figure, the more useful it becomes." And he also, at various times, would, would, would talk about George Gallup. And Gallup was his friend. And George Gallup would say that unless you've gone through the slogging of collecting data, you shouldn't be too quickly using data or analyzing data. Because if you go to collect it, you know that some people just aren't there. And this is primarily survey stuff that Gallup was talking about. But Tukey was talking about anything. And Deming, along the way, with his learnings from Shewhart, what I've developed is based on Deming's questions come from theory, created a theory, question, data, action cycle, similar to a PDSA. And so that you need to know what the question was before you can use the data. And Dr. Deming's example was you can't use manganese dioxide for just anything. If it's really, really critical work, then you need to know what's in it that could contaminate it or interact with the other chemicals that you're trying to mix it with. Hugely important in chemistry, hugely important anywhere. And he talked, yes, we do have some audio from Dr. Deming talking about another analogy, on I can't even wash the table unless you tell me what you're going to use it for.   0:15:24.0 Andrew Stotz: I remember watching a video of this with him, with Robert Reich, I think it was, being interviewed. And it was such an impactful thing because I always thought you just tell people what to do and they go do it. And so let's listen to the audio. I'm going to play it now. One second.   0:15:42.6 Speaker 3: I can teach you how to wash a table, teach you how to rub, scrub, use brushes, rags. I'd be pretty good at it. But you know, I could not wash this table suppose you told me my job is to wash this table. I have no idea what you mean. There's no meaning to that. You must tell me what you're going to use the table for. I want to see a flow diagram, work moving. Here I am. My job is to wash this table. I do not understand what you mean. Wash this table. There's no meaning to that. I must know what you're going to use the table for, the next stage. What happened to the table, next stage, in the flow diagram? You want to put books on it? Well, it's clean enough for that now. To wash the table, I just go through it from just here, make a look at it. If I work a little, good enough. If I clean enough to eat off of it, well, it's good enough now. Or use it for an operating table? Oh, totally different now. Totally different. Now I scrub it with scalding water, top, bottom, legs, several times. I scrub the floor underneath for some radius. If I don't know the next stage, I cannot wash the table.   0:17:28.8 Andrew Stotz: Tell us your thoughts on that.   0:17:31.5 Bill Scherkenbach: Yep. Yep. Well, again, my theory, question, data, action cycle, if you're asking a question, you, you, if you can, and there are some confidential considerations, but if you can, you need to tell the people who are trying to answer the question what you're going to do with it. And so if you want the table washed, tell them you're going to just eat off of it or assemble microchips on it. If you, so that's the responsibility of the manager or anyone who is asking the question. So if you want to improve your questions, you got to go back up and think of, well, what's my underlying theory for the question? If this, then that, that prompts a question and the circle continues. And if you, the only reason to collect data is to take action. Both Eastern and Western philosophers absolutely have said that for centuries.   0:18:55.2 Andrew Stotz: Yeah. What's interesting, I didn't hear him say it in any other cases when he was talking about the next stage. I did hear him say before, like, what's it going to be used for? But you could hear when he's talking about the next stage, it's saying to me, that's saying the responsibility of management is looking at the overall system and communicating that and managing that, not trying to, you know, just give some blind instruction to one group, one team, one person without thinking about how it all interacts.   0:19:29.9 Bill Scherkenbach: Absolutely. Absolutely. But in the local aspect of, well, some question answers are not so local, but it's what the question asker's responsibility to let the people know what they're going to use the data for.   0:19:51.9 Andrew Stotz: Yep. Great lesson. All right. So now I've got a interesting picture up on the screen here. We have Dr. Deming and there's John Turkey, Tukey how do you say his last name?   0:20:05.6 Bill Scherkenbach: John Tukey, T-U-K-E-Y, yep. George Box and Sir David Cox. Anyone in the statistics arena knows them. We also had Stu Hunter and I believe John Hunter was there. They're not in the picture. I took the picture. But we were at Meadowbrook, which is, which is, on the old Dodge estate where Oakland University is near Detroit. And had a, we called the meeting to discuss the importance and the various perspectives of enumerative and analytic. Now, each of these men, Box, Tukey, and Cox, and all of them, all of us in the university, quite honestly, were brought up with enumerative methods. And so your standard distributional stuff and T-tests and whatever. And Deming and Tukey realized the importance of being able to not just take action on the sample, but the cause system, the system that caused the sample, or the process term, in process terms. So yeah, John Tukey was strangely enough, well, not strangely enough, but came up with a graphical method to look at data called the box and whiskers plot, with George Box standing next to him, but it's not that George didn't shave. But Tukey, very, very well known for graphical methods.   0:22:24.2 Bill Scherkenbach: George, well known for experimental methods. One of the Box, Hunter and Hunter book on statistical design of experiments is legendary. And Sir David Cox, logistic regression, which is hugely, strangely, well, not strangely enough, but huge nowadays, very important in AI, in how you would be looking to teach or have your model learn what it is that you would like them to learn to look for. So each of these gentlemen, very, very much a pinnacle of the statistical career. We were very, in a large company like Ford, we were very lucky to be able to make big meetings like this, or meetings with very influential people happen.   0:23:38.9 Andrew Stotz: Yeah. That's got to be amazing because I think when most of us listen to Dr. Deming and all that, we get a lot of what he says. But I would say that the statistical aspect and his depth of statistical knowledge is what many people, you know, it's hard for many Deming followers to deeply connect with that. And I think even myself, having, you know, read everything, listened to him, learned as much as I can, the best that I probably come up with is the idea that once I started understanding variation, one of the things I started realizing is that it's everywhere and it's in everything. And I didn't understand...   0:24:27.3 Bill Scherkenbach: Well, I still have the cartoon of a popcorn maker that was very surprised when he said, "They all popped at once." And his popcorn stand has blown up. So yeah, variation is everywhere, a lot or a little. And the thing is that you need to be able to take appropriate action. Sometime, I can remember, I can remember Bob Stemple asking me, "What did I think of the Shainin methods, Dorian Shainin, and technical approach?" And I wrote back to him and I said, "It's no better or worse than any of the other methods we don't use here at GM." The point is, all of these methods are better than Bop-A-Mole. And one of the things, well, one of the things that concerns me is that in these tool areas, and Deming's counsel to me long ago was he remembers the fights that the technical people, the statisticians in the quality profession, would have over which one is a tenth of a percent better or more effective doing this and that. And they would publicly argue, and Deming said, "Stop. It confuses management because they don't have a clue and they're staying away from all forms of quality." So, you, and I don't know the solution in this day and age where everyone is connected. But all of these methods have their strengths and weaknesses, but you have to have the savvy to figure out which one to use to help you improve. All of, each of these four were great teachers, and I have a comment from Dr. Deming on that.   0:27:11.7 Andrew Stotz: And just in wrapping this up, it's like, I think one of the things that you realize when you see this one and what you're talking about, what I realize is what a powerhouse Dr. Deming was in the area of statistics. And in some ways, it's kind of like seeing a rock star that you love to listen to and that rock star is great. And then one day on a Sunday, you go to the church and you see he's a reverend and a very solemn man who is a very, very devout devotee of Christianity and something. In some ways, that's the way I feel when I look at this, like, wow, just the roots of the depth of that is so fascinating.   0:28:03.2 Bill Scherkenbach: As you mentioned that, I'm thinking back, we were in Iowa and one of the professors there, and I forget his name, but you're right. Deming was held in awe and he was riding in the backseat. I'm driving and this professor is beside me and Dr. Deming said something and I said, how do you know? And the guy thought the world was going to come to an end that I dared ask the master, how did he know? Well, it, it, it ended up fine.   0:28:52.9 Andrew Stotz: That was the question he was trying to teach you to ask.   0:28:55.3 Bill Scherkenbach: Absolutely. You don't accept it at face value.   0:29:02.2 Andrew Stotz: So we got this other slide now. It says, what do you mean by a good teacher? Maybe you want to set this up and then I'll play the audio.   0:29:10.7 Bill Scherkenbach: Yeah. This was one of his favorite stories when he studied under Ronald Fisher, who is the big godfather of statistics, well, relatively modern stuff. So, Fisher was there at University College, as Deming will describe, and Deming wanted to know, and this is where a number of you will have recognized, he wanted to know what great minds were thinking about.   0:29:56.7 Andrew Stotz: All right. I'm going to play the clip right now.   0:30:00.2 Speaker 3: What do you mean by a good teacher? I taught with a man, head of a department. The whole 150 students spellbound him, teaching him what is wrong. And they loved it. What do you mean by a good teacher? Holding students spellbound around him. What do you mean teaching them something? I've had a number of great teachers. One was Professor Ronald Picker, University of London, University College I should say, part of the University of London. In London, 1936, no teaching could be worse. A lovable man, if you tried to work with him, could not read his writing, could stand in the way of it, room was dark and cold, he couldn't help the cold, maybe he could have put some light in the room, make mistakes, Professor Paul Ryder in the front row always helped him out. He'd come in with a piece of paper in his hand the ink not yet dry, talk about it. Wonder why the room was full of people from all over the world. I was one of them. Made a long trip, at my own expense, to learn, and we learned. We learned what that great mind was thinking about, what to him were great or important problems today.   0:31:45.9 Speaker 3: And we saw the methods that he used for solutions. We saw what this great mind was thinking about. His influence will be known the world over for a long, long time. He would rated zero by most people that rate teachers. Another teacher that I had was Ernest Crown at Yale, very poor teacher. We'd get together afterwards, some of us, and try to figure out what he was teaching us. He was not even charismatic the way Ronald Fisher was, but we learned. We learned what that great mind was thinking about, what he thought was the problem. We learned about perturbation. His work on lunar theory will be a classic for generations. We learned. Worst teacher there could be, but we learned.   0:32:49.0 Andrew Stotz: Wow. Tell us more about that.   0:32:53.6 Bill Scherkenbach: Well, he also had a similar story because, from great teachers at NYU, and that's where I first met him and learned from him. He was my teacher, but NYU had a, they had nominations for great teachers. And Deming was able to convince, and I forget who was the, Ernest Kurnow was the dean, and he convinced the dean to wait 10 years before you survey any of the students. And the question was, did any teacher you have really make a difference in your life? And he was able to get that done or get that process agreed to, and it was for the better because in, and I don't want to... I mean, every generation has said this new generation is going to hell in a handbasket, I mean, that for forever. That's nothing new. But what's popular, it's great to be entertained, and as he said, teaching what is wrong. And so did someone make a difference in your life? And not surprisingly, Deming was one of the people selected as a great teacher from NYU Graduate Business School.   0:35:15.4 Andrew Stotz: So that's your review after 50 years after the course, huh?   0:35:21.6 Bill Scherkenbach: Yeah.   0:35:24.5 Andrew Stotz: Yeah. And so the point is that, let's separate popularity from original thinking. And also he highlighted the idea that some teachers may not come across very organized, very polished. They may need assistance to help them clarify what they're trying to get across. But just because they're kind of a mess in that way, doesn't mean they're not thinking very deeply. In fact, it may be a sign that they're thinking very deeply about it.   0:36:01.9 Bill Scherkenbach: Yeah. Now, again, remember, and I know it's a broad brush, but Deming was eminently logical. Crosby would have loved it. Wine and cheese parties showed Juran more physical. And so I think Deming's preferences there, the key to his statement is teaching what was wrong. Some people get excited in class for a variety of reasons, but the key is what are you teaching? The method depends on the ability of the teacher to connect to the students and actually teach. So it gets you back to physical, logical, and emotional. But for Deming, Fisher struck a chord with him.   0:37:09.9 Andrew Stotz: Yeah. And I think for the listener, the viewer, think about some teacher that really made an impact on you. And it could be that there was a teacher that was able to connect with you emotionally.   0:37:25.2 Bill Scherkenbach: Absolutely.   0:37:26.7 Andrew Stotz: So there's different ways. But I think of Dr. Deming wasn't a teacher of mine in university, but at the age of 24 to learn from him was definitely a teacher that left me with the most to think about. And I would say there was one other teacher, a guy named Greg Florence that was at Long Beach City College who taught me argumentation and debate. And he also really encouraged me to join the debate team, which I really couldn't because I didn't have time because I didn't have money and I had to work. But he really saw something in me, and now I love to teach debate and helping young people construct arguments. And so for all of us, I think this idea of what do you mean by a good teacher is a great discussion. So, love it. Love it. Well, we got another picture now. Speaking of teaching, the City University of New York is in the backdrop. Maybe you can set this one up.   0:38:27.0 Bill Scherkenbach: Yeah. This was a one-day, maybe one and a half with some pre-work, but essentially a one-day meeting in New York that was able to gather some of the top educators in the US, the head of the schools in California. There were some folks from Chicago. We had, as I mentioned, Albert Shanker, who was head of the American Federation of Teachers, was sitting right beside me. Other teacher organizations and education organizations. And we got together for a very meaningful thing. We got together to try and determine what is the aim of education in America. And it turned out that everyone was looking for their mic time, and we couldn't even agree on an aim for education in America. And if you can't agree on an aim, your system is everyone doing their best, and it's all, there's not too much progress, except locally or suboptimally.   0:40:02.3 Andrew Stotz: Yeah. That's a good illustration of the concept of best efforts. Dr. Deming often talked about best efforts. And here you're saying, without an aim, everybody's going to just go in their own direction. And it reminds me of a story I tell people in relation to management, which was that I had a really great boss many years ago in the field of finance research in the stock market. He was very brilliant, and he hired really good analysts. I was surrounded by the best. But he never once really brought us together to say, this is our aim. And so what ended up happening was that each person did their best, which was very good as an individual, but as a group, we never were able to really make an impact. And I explain that to my students nowadays, that I believe it's because he didn't set an aim and bring us together for that.   0:41:09.1 Bill Scherkenbach: Now, one of the, I mean, one of the things Deming very predictably talked about, as I recall, is the grades and gold stars, which were part of his forces of destruction. And the education is the way we approach education here was part of that, even before people get to get beat further down by corporate and other organizational stuff. And the grading and gold stars, I don't know how much that was, that criticism was appreciated. But everyone had a chance to talk. And in my opinion, not too many people listened.   0:42:09.3 Andrew Stotz: Now, the next one is titled Mongolian Rat. What the heck, Bill?   0:42:17.1 Bill Scherkenbach: Well, this is part of teaching what good teaching would be. You've got to listen. It's one of my favorite stories of his.   0:42:30.3 Andrew Stotz: Well, let's roll the tape.   0:42:33.3 Speaker 3: I met a professor in New York. He was a surgeon, professor of surgery. He did gave out some marble, had plenty. One student in the class, he told them describe the surgical procedure on the jaw in which a certain breed of Mongolian wrap was very helpful. The rat, the flesh right down the bone cleaner than a surgeon could do it. Very important wrap. Describe it in details to the listeners and students. On examination, one, the question was to describe the surgical procedure by use of the Mongolian rat. Plenty of students gave him back the same marbles that he doled out. He described it in exactly the same words that he described it. He flunked them all, all the time. One of them said, my dear professor, I have searched the literature. I've inquired around in hospitals and other teachers, I can find no trace of any such procedure. I think that you were loading us. He laughed. He had to take a new examination. He gave them back the same marbles he doled out to them. He wanted to think.   0:43:55.0 Andrew Stotz: Marbles. I haven't heard that expression. Tell us a little bit more about what you want us to take from this.   0:44:02.6 Bill Scherkenbach: Well, I think it's pretty self-explanatory. His comment on education that teachers are handing out marbles and pieces of information, not necessarily knowledge, and the testing, you're expected to give them back what the teacher said instead of how can you process it and put it in the context of other things, as well as, I mean, maybe not in the early grades, but in the later ones, you need to be able to look at various perspectives to see who has this opinion and that opinion. And unfortunately, today, that discourse is nicely shut down.   0:45:07.3 Andrew Stotz: At first, when I heard him saying marbles, I thought he was kind of using marbles as a way of kind of saying pulling their legs, but now I understand that he was trying to say that he's giving something and then the students give it back.   0:45:24.1 Bill Scherkenbach: Yeah. Yeah. Yeah.   0:45:26.0 Andrew Stotz: Okay. Mongolian rats.   0:45:31.0 Bill Scherkenbach: Yep. Yep. So we go from learning to having fun, and here's a picture of our statistical methods office at Ford.   0:45:48.1 Andrew Stotz: And you're sitting in a sleigh? Is that what's happening there?   0:45:50.0 Bill Scherkenbach: We're sitting in a sleigh, yes, at Greenfield Village, which is where the Henry Ford Museum is, and it happened to snow, so we've got the, we've got the horse-drawn sleigh, and I was listening to your first interview of me, and I want to deeply apologize. It's Harry Artinian, and so from the left, you've got Ed Baker and Bill Craft and Pete Jessup, Harry Artinian, Narendra Sheth, Dr. Deming, Debbie Rawlings, Ann Evans, my secretary, uh ooooh, and the gentleman who worked with Jim Bakken, and then me. So, we were working and decided to have a good lunch.   0:46:58.5 Andrew Stotz: And it's a horse-drawn sleigh. And I wasn't sure if you were pulling our leg here because you said, I'm second from the far right. First from the far right, to me, looks like the horse.   0:47:09.0 Bill Scherkenbach: Yes. That's the horse's ass. Yep.   0:47:14.6 Andrew Stotz: That's a big one.   0:47:16.1 Bill Scherkenbach: It is what it is.   0:47:18.7 Andrew Stotz: Yep. Okay. Next one. Who's Sylvester?   0:47:22.3 Bill Scherkenbach: Sylvester is my son's cat. And this is one of the times Dr. Deming was in my home. And he sat down in my office at my home. And Sylvester saw a good lap and he jumped up on it and took it. And as I said, I couldn't tell who was purring louder. They both were content.   0:47:52.7 Andrew Stotz: Yeah. That looks beautiful.   0:47:55.4 Bill Scherkenbach: Yeah. It was very, very peaceful. Another fun thing, after a long day of work at Ford, we would go to Luigi's restaurant in Dearborn. I think there was a Dearborn Marriott, a big hotel. I don't know if it's there now. But that's Larry Moore, director of quality, next to Dr. Deming and me. I had a mustache back then.   0:48:30.4 Andrew Stotz: Yes. And we all loved soft serve ice cream.   0:48:34.0 Bill Scherkenbach: Soft serve ice cream. Yep.   0:48:38.0 Andrew Stotz: Yep. All right. Star-Spangled Banner.   0:48:40.9 Bill Scherkenbach: Yep. Now we're at one of my earlier houses in Northville. And Dr. Deming had written a new tune for the Star-Spangled Banner because it was an old English drinking song, Anna, the what? The Anacrocronistic Society. And he thought it was just too bawdy. I mean, you're an unsingable, except if you're drinking. So he rewrote the music for the Star-Spangled Banner. I have a copy of it here. But he, my son Matthew, my oldest son Matthew, we had just gotten one of those first Macs from Apple, Macintosh. And it had a very elementary music thing. So he put the notes that Deming had handwritten. And we put it in there and it played the tune. And so Deming was playing on our piano the Star-Spangled Banner.   0:50:04.7 Andrew Stotz: So he had a musical talent.   0:50:10.8 Bill Scherkenbach: Oh, yeah. He was a very serious study of, a student of music. Very much so. He wrote a complete Mass. He was a high church Episcopalian. And he wrote a complete Mass of the Holy Spirit with all parts. So, very much a student of music.   0:50:41.8 Andrew Stotz: And how did his religious beliefs, like Episcopalian, as you mentioned, how did that come across? Was he a person who talked about that? Was he a person that didn't talk about that? Like, how did that come across?   0:50:59.2 Bill Scherkenbach: It was more of a private thing. But then again, on every one of his books, he would begin a chapter with some quotation from different books. And many of them were from the Bible. I can remember one time in London, I'm Catholic, and so we were celebrating the St. Peter and Paul that Sunday. But he was in London and he was at St. Paul's and they weren't giving Peter any traction. But he looked up and he said, yep, you're right. It was both of those saint days.   0:51:58.3 Andrew Stotz: All right. Next one, Drive Out Fear.   0:52:01.8 Bill Scherkenbach: Oh, yeah. This was Professor Arnold. And we were having lunch in the Ford dining room, one of the Ford dining rooms. And Dr. Deming wasn't too happy of what Professor Arnold was talking about. And Professor Arnold didn't look too happy either. So, I framed the picture and put Drive Out Fear underneath it and hung it in my office. And Deming came and looked at it and smiled.   0:52:46.5 Andrew Stotz: And what was the background on Professor Arnold? And in this case, did they have opposing views or was it a particular thing or what was it that was...   0:52:58.4 Bill Scherkenbach: I don't remember the particular conversation, but Professor Arnold was head of the statistics department at Oakland University. And Ford had an agreement with Oakland University that we established a master's degree in statistics, according to Dr. Deming's viewpoint on enumerative and analytic. And no, he was very, very capable gentleman. I mean, one of the things Dr. Deming mentioned to me is if the two of us agreed all the time, one of us is redundant. So there were always discussions. This is just a snapshot in time.   0:53:52.3 Andrew Stotz: I love that quote, that one of us is redundant. That's powerful, powerful.   0:53:59.4 Bill Scherkenbach: Absolutely. Yep. This is another having fun after learning in... There were a number of restaurants we went to. He particularly liked Elizabeth's,   0:54:16.1 Andrew Stotz: And how was their relationship? How did he treat your lovely wife?   0:54:22.5 Bill Scherkenbach: Oh, I mean, very lovingly. I mean, I don't know how to describe it, but one of the family.   0:54:36.2 Andrew Stotz: Yeah. He seemed from my observation, like a true gentleman.   0:54:42.5 Bill Scherkenbach: Absolutely. Absolutely.   0:54:46.0 Andrew Stotz: Well, here we come to the Lincoln that we started off with. This is a great picture too.   0:54:51.4 Bill Scherkenbach: Yeah. That's a picture I had. It wasn't a Hasselblad, but it was a two and a quarter frame. And I had black and white film in it, but this is one of a number of pictures I took of him at the Cosmos Club. I think it was a very good picture. And in any event, it was blending learning and having fun.   0:55:19.7 Andrew Stotz: Yeah. And the Cosmos Club was near his house?   0:55:22.5 Bill Scherkenbach: Yeah. Well, it was depending on who drove. I mean, it was just, it was down a few blocks and then a number of blocks on Massachusetts Avenue. I enjoyed the drive from his house because you'd pass the Naval Observatory, which for years was the home of the chief of naval operations here. But a few decades, a few, I don't know how long ago, the vice president pulled rank on him. And so the Naval Observatory, beautiful, beautiful old house. So, the vice president lives there now. And a lot of people think Massachusetts Avenue in that area is Embassy Row. So you're passing a number of embassies on the way. And the Cosmos Club, anyone can look up. I mean, it's by invitation, members only, and Nobel laureates and Pulitzer Prize winners and a very distinguished membership, let's say.   0:56:39.3 Andrew Stotz: Here was another one, Making a Difference with Don Peterson.   0:56:43.0 Bill Scherkenbach: Yep. Yep. We're, we're, this is one of the meetings we had with Don. And it wasn't this meeting, but we were in one of them. Okay. You have it on the right there. That we periodically would have, Dr. Deming and I would have breakfast with Jim Bakken in what was known as the Penthouse at Ford. There are 12 floors, and then there was the 13th and 14th, which were private quarters, essentially. And so we were having breakfast one morning and finishing breakfast, and I'm walking a little bit ahead, and I run ahead and press the elevator button to go down one floor, and the door opens, and there's Henry Ford II in cowboy belt buckle and boots, no hat. He's going to a board meeting, he says, and Jim shied away, said, "Oh, I'm sorry, Mr. Ford." He said, "Shut up, Jim, get in here." And so we got in the elevator, and it was the small elevator. And so we're back to back, belly to belly, and Jim introduces Dr. Deming to Mr. Ford, and Ford said, "I've heard of you, Dr. Deming. God, we really need your help." And Deming had the presence of saying, "I heard of you too, Mr. Ford." It was the longest one-floor elevator ride I've ever had in my life.   0:58:49.1 Andrew Stotz: That's fascinating. All right. Next one, talking with workers.   0:58:54.1 Bill Scherkenbach: Yep. Yep. He made it a point. And this is a fine line, because you want to be able to have workers say, how, how, are they able to take pride in their work? And are there any problems and all of that? But you don't want to be in a position of then going to management and telling them because of fear in the organization. So, Dr. Deming was very good at listening and getting people to talk about their jobs and their ability to take joy and, well, pride in their work. So we had many, many meetings, different places. And this next one is with the Ford Batavia plant, I think.   1:00:01.2 Andrew Stotz: Yep.   1:00:02.4 Bill Scherkenbach: Yeah. We're riding on the tractors and having a good time.   1:00:11.3 Andrew Stotz: Who's driving?   1:00:14.2 Bill Scherkenbach: The plant manager, Ron Kaseya, was driving.   1:00:16.9 Andrew Stotz: Okay.   1:00:17.9 Bill Scherkenbach: And so I absolutely do not recall what we were laughing at, but we were having a good time. And the Batavia transaxle plant, a number of people will recognize as where Ford, it really made the point that doing better than spec is really what the job is. And it's a very powerful video that's been out there and people would recognize it as well, because we were producing the exact same transaxle in Mazda. And Mazda was influenced a lot of by Genichi Taguchi and looked to reduce variation around the nominal and not just be happy that we made spec. And John Betty, who was head up of powertrain operations and then went to the Department of Defense as assistant secretary of defense for procurement, I think, because of the quality expertise. Betty is in the front of the video saying he's absolutely convinced that this is a superior way to look at manufacturing, to look at the management of any process. You want to get your customers to brag, not just not complain.   1:02:10.3 Andrew Stotz: Yeah. Courage.   1:02:11.8 Bill Scherkenbach: And all of this takes courage. And especially in his seminars in London say, the Brits had the advantage. You guys can take courage every day. We can't get that in the US anymore. Or it's very rare to be able to buy it here.   1:02:36.3 Andrew Stotz: For the listeners, there's a logo of the John Courage beer, premium beer.   1:02:45.7 Bill Scherkenbach: Yes. Yes. It's an amber pills.   1:02:49.8 Andrew Stotz: Okay.   1:02:52.4 Bill Scherkenbach: And last but not least, well, not last, but we're looking for, and I ran across this quote from Yogi Berra, and it's very applicable right now. And Yogi Berra said, I never said... Well, what did he say?   1:03:19.2 Andrew Stotz: Never said most of the things I said.   1:03:21.4 Bill Scherkenbach: Most of the things I could have said. I never said most of the things I said. Yeah. And every day online, I see people saying Dr. Deming said this, and he said that. And if he did, I've never heard him say it. And not that I've heard him say everything. But if he did say something like, if it's not measurable, you can't manage it. He would have followed it with, that's not right. The unknown and unknowable. And so you've got a lot of people misunderstanding what Dr. Deming said. And you've got to go with, I never said most of the things that I said.   1:04:24.0 Andrew Stotz: Well, that's the great thing about this discussion is that we're getting it from the horse's mouth, someone that was there listening and being a part of it.   1:04:32.1 Bill Scherkenbach: Well, I'm glad you saw the other end of the horse.   1:04:37.5 Andrew Stotz: Yeah. So, I'm going to close out this by just sharing a little personal connection. And that is, I'm showing a picture of me in my 1963 suicide door Lincoln Continental, which I owned for 10 years in beautiful Bangkok, Thailand. And much like being kind of wild taking a ride to the Cosmos Club with Dr. Deming driving his Lincoln Continental, you could imagine how odd it looked seeing this American guy driving this 1963 Lincoln Continental on the streets of Bangkok. But I just thought I would share that just to have some fun. So, yeah.   1:05:14.3 Bill Scherkenbach: That's beautiful. Absolutely. Yeah. I didn't think the streets were that wide.   1:05:22.1 Andrew Stotz: It gets stuck in traffic, that's for sure. But wow, there's so many things that we covered. I mean, I just really, really enjoyed that trip down memory lane. Is there anything you want to share to wrap it up?   1:05:36.1 Bill Scherkenbach: No. As I said, our last conversation, we've just scratched the surface. There's so much, so much more to talk about and preserve, I think.   1:05:48.9 Andrew Stotz: Yeah. Well, I really enjoyed it.   1:05:52.1 Bill Scherkenbach: I have done my best.   1:05:53.6 Andrew Stotz: Yes, you have. You have. I've enjoyed it, and I'm sure the listeners and the viewers will enjoy it too. So, on behalf of everyone at the Deming Institute, I just want to thank you for taking the time to pull that together and to walk us through it. And for listeners out there, remember to go to Deming.org to continue your journey. And of course, go to LinkedIn to find Bill and reach out and share your interpretations of what we went through. And maybe you have a story that you'd like to share also. So, this is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming. And that is, “people are entitled to joy in work."

In the 133rd episode of The Texas Private School Podcast hosted by Walker Lott, Wes Tolleson, and Ryan Schroeder! Wes sits down with SPC correspondent Jack Klosek to discuss changes to the SPC in 2026 and potential SPC Playoff format adjustments. If you want to follow the boys on social media you can find it below! https://twitter.com/TXPSMedia https://www.instagram.com/txpsmedia/https://txpsmedia.com/ Walker Lott https://twitter.com/walker_lott​​​​​ https://www.instagram.com/_walkerlott/ Wes Tolleson https://twitter.com/tolleson_7​​​​​ https://www.instagram.com/tolleson.7/ Ryan Schroeder https://twitter.com/RyanSchroeder25​​​​​ https://www.instagram.com/ryan.schroeder_/

Valery Wichman, Sioeli Tonga and Joy Waffi discuss honouring culture, working with cultural power dynamics in MEL and ensuring the hard to reach in the Pacific can be reachable within MEL practices. They also unpack data sovereignty and how MEL can work for donors as well as communities. This podcast was made possible through SPC's Funding with Intent initiative, funded by the New Zealand Ministry of Foreign Affairs and Trade.  Please provide us feedback here: https://forms.office.com/r/yHK0eDhrex   Guests:  Sioeli Tonga – Head of Digital and ICT, Pacific Data Hub  Sioeli works at the intersection of technology, development and policy, turning complexity into clarity and data into action. A stauch advocate for ethical data use, all while leading development and innovation for digital public goods that serve the Pacific community, such as the Pacific Data Hub. Valery Wichman – Lead of Strategy and Innovation, SPC  Valery is a lawyer by trade but has worked in the public policy space for the last 12 years - with her previous role as Director of Central Policy and Planning Office, Cook Islands Office of the Prime Minister, and the most recent project being the development of the Te Ara Akapapa'anga Nui 2020+ (the Cook Islands National Sustainable development Agenda  2020+) which gives a 100 year vision towards Turanga Memeitaki (wellbeing) and puts values at the forefront and people at its core. Joy Marie Waffi – Development Practitioner and Consultant   Joy is an experienced Monitoring, Evaluation and Learning (MEL) specialist with over 16 years of experience in research, evaluation, and inclusive governance across Papua New Guinea and, more recently, Vanuatu. She is passionate about ethical, locally led development and MEL practice that centres the voices and lived experiences of people, particularly women, youth, and marginalised groups. Links: Te Ara Akapapa'anga Nui (National Sustainable Development Agenda (NSDA) 2020+) 2021–2121: https://www.pmoffice.gov.ck/wp-content/uploads/2021/12/Turanga-Meitaki-100-mataiti-Digital.pdf  Māori Data Governance Model: https://www.waikato.ac.nz/assets/Uploads/Research/Research-institutes-centres-and-groups/Institutes/Te-Ngira-Institute-for-Population-Research/Maori_Data_Governance_Model.pdf   Pacific Data Hub: https://pacificdata.org/  

How do brands like PepsiCo and Chanel convert consumer attention into real business growth?Gary Vaynerchuk, CEO of VaynerMedia and multiple New York Times Bestselling Author, joins Dylan Itzikowitz to share how his agency helps these brands turn culture, AI, and data into measurable impact.Apply for the SPC Founder Fellowship by August 3rd: https://airtable.com/appxDXHfPCZvb75qk/pagdT5QLZFC3weCJq/formConnect with us here:1. Gary Vaynerchuk- https://www.linkedin.com/in/garyvaynerchuk/2. Dylan Itzikowitz- https://www.linkedin.com/in/dylanitzikowitz/3. South Park Commons- https://www.linkedin.com/company/southparkcommons/(00:00) Trailer(00:50) SPC's Founder Fellowship(01:35) Introduction(03:36) Kindness and business(07:12) AI tech and the human spirit(11:11) “Google search is dead”(13:58) Obsessed with today(14:59) Posting in today's world(22:15) AI influencers(24:01) Nice guys finish first(26:34) Q&A: Directionally correct(30:27) Q&A: Preserving humanity(34:29) Q&A: Consumer mind(39:17) Q&A: Businesses distribution(43:19) Q&A: Creator-owned brands(47:15) Q&A: Crypto(52:02) Outro

250728(1) [뉴스브리핑 아침 배송] (1) 이재명 대통령 다녀간 SPC, '8시간 초과' 야근 폐지 / (2) 與, 최동석 과거 발언에 고심 / (3) 이진숙 "휴가 반려, 직장생활 40년만에 처음 / (4) 29일 김윤덕 국토부·최휘영 문체부 장관 후보자 인사청문회 / (5) ‘강선우 사퇴' 갈라진 명심 / (6) 김건희 특검, '尹 부부 공천개입 의혹' 윤상현 의원 소환 / (7) 관세 협상 '슈퍼위크' - 박정호

If you're a change agent, such as a SAFe Practice Consultant (SPC), your job is to bring about change—even if the organization doesn't want to change. Eduardo Alvim, SAFe Fellow and principal business agility consultant at Gladwell Academy shares his advice for leading change in challenging situations. Like what you hear? Connect with Eduardo on LinkedIn. Explore SAFe courses here.

What was it like to learn from Dr. Deming himself -- a decade before his name became legend in U.S. business circles? In this deeply personal episode, William Scherkenbach shares with host Andrew Stotz what it was like to sit in Deming's classroom in 1972, join him for late-night chats at the Cosmos Club, and help ignite transformational change at Ford and GM. Learn how Deming's teachings shaped a lifetime of purpose, and why Scherkenbach, now in his 80th year, is stepping back into the arena with lessons still burning bright. TRANSCRIPT 0:00:02.3 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm here with featured guest William Scherkenbach, and he is known as one of the men who has spent a huge amount of time with Dr. Deming, as he mentioned to me previously, starting from 1972, over a thousand meetings and many other activities that he's been involved in. So, Bill, welcome to the show. Why don't you give us a little background about you?   0:00:39.5 William Scherkenbach: Oh, okay. Good to be here, Andrew. Well, I'm going to start with, since it's about Deming, in '72, I was newly married in April, but had been accepted to NYU Graduate School of Business, and I don't know, I never found out who wrote the course syllabus, but whoever did wrote something that it sounded like a darn interesting course, sampling, manufacturing. I was a protocol officer at the United Nations at the time and was going to night school at the New York University Graduate School of Business. So, I said, this sounds like a good course, interesting course. Had no idea who Dr. Deming was, and I walked into the first class, and there was an old, I'm 26, so he was 72 in 1972, and he was one of the first, one of the only old person who didn't say, I used to be, and I don't want to stereotype all of my peers now that I'm 79, but hopefully I don't fall into the, well, I used to be and what happened. But he did tell, I mean, statistics can be a very technical subject, and the way he taught it, I had courses in some theory of sampling, which was one of his books.   0:02:52.2 William Scherkenbach: He had three, I said three courses. The other course that I took was based on his lectures in Japan in 1950, and in fact, two of them. The third course was an extension of that. So, he was, he would teach the statistics, but he was able to tell the history of the people behind all of the thoughts and the formulas and approaches, and I found that extremely, extremely interesting. And he handed out tons of papers and material, and it was just a very, very good experience. I know he had, and he had, in my opinion, a great sense of humor, but then statisticians, what's our status? Yeah, we're like accountants, in any event. .   0:04:12.2 Andrew Stotz: Why was he teaching? I mean, at 72, most men, you know, maybe women also, but most of us are like, it's the twilight of our years, and we now know he had 30 more years to go, but why was he teaching? And also, what's interesting is when I think about Deming, I think about his overall system of what he's teaching, whereas it's interesting to think about how he taught one relatively narrow subject.   0:04:43.7 William Scherkenbach: I'll get to that as to why I think he was teaching. But yeah, back then there were no 14 Points, no glimmer of Profound Knowledge. It was, not theoretical statistics, but applied statistics with a theory behind it. And he still was really expanding on Shewhart 's work with the difference between enumerative and analytic. He used his own. Now, why he was teaching, years later, probably 1987, so yeah, a bunch of years later, when I was at Ford and I had attended at the time, I attended a senior executive week-long get-together in order to get constancy of purpose or more continuity in the senior executive group. One of the people we brought in was Dr. Peter Kastenbaum. And I found as I attended his lecture in that week-long meeting, he was a student of CI Lewis. And CI Lewis, Deming learned about from Walter Shewhart and his work in the epistemology theory of knowledge. And in any event, Deming, when he was asked, and at the time it was still in the '30s, I think, when he was at the School of Agriculture, or the agriculture department, and bringing in Shewhart, he had tried to get CI Lewis to come talk. And CI said, I would love to, but I have a commitment to my students. And so I can't adjust my schedule.   0:07:33.9 William Scherkenbach: And the students, the people who wanted to learn were sacred. And I think that had a huge impact on Dr. Deming. I mean, he spoke about it a lot. And the way, you know, in a lot of the videos that Clare Crawford-Mason did, lovingly called the old curmudgeon. But for students, he had the greatest empathy and charity for, he just didn't suffer fools gladly. If you showed him that you weren't willing to learn, he took great joy in letting them know where they, where they stood.   0:08:43.1 Andrew Stotz: And one of the things when I went into my first Deming seminar in 1990, so now we're fast forwarding 30 years from when you first met him. It was almost like there was a safe harbor for workers, for young people, for people with open minds. I mean, I didn't, I watched as he didn't suffer fools, but I'm just curious, when you go back to 1972 in those classes, I'm assuming that he was pretty gentle with the students, encouraging them and all that was...   0:09:19.0 William Scherkenbach: Oh, absolutely. In my experience, I mean, if you were by, you know, in a student in graduate school, even though the graduate school of business in New York, down on 90 Church Street, Wall Street area, there were very few people going directly from your bachelor's to the master's program. And so these were people that had probably 10 years experience in business doing stuff. And yet by going to the class, absolutely were willing to learn, listen to different points of view, which is absolutely crucial. As you progress with theory of knowledge to be able to get different perspectives on whatever it is you're trying to look at.   0:10:23.2 Andrew Stotz: I would like to continue on this period of time just because it's a snapshot we don't get that often or that easily. You mentioned CI Lewis, a man who lived from about 1880 to about the year I was born, around 1964-65, and he was known for his understanding and discussion about logic and things like that. But why was CI Lewis someone that was interesting to Dr. Deming? What was the connection from your perspective?   0:10:59.6 William Scherkenbach: Well, my understanding is Shewhart referred to him, and Lewis was a professor at Harvard, and he was in the Peirce, I believe it's called. It looks like Peirce, but it's Peirce School of, or Chair of Philosophy, and Charles Sanders Peirce was a huge, huge influence in epistemology. And so that whole chain of thought or train of thought interested Deming, but it really was, he was introduced to it by Walter Shewhart.    0:11:48.3 Andrew Stotz: There's a famous quote, I believe, by Deming about CI Lewis and his book Mind and the World Order.   0:11:56.0 William Scherkenbach: Mind and the World Order, yeah.   0:11:59.9 Andrew Stotz: Deming said he had to read it six times before he fully understood and could apply its insights. And sometimes I think maybe Dr. Deming was truly inspired by that because when I think about his work, I'm still reading it and rereading it. And just listening to the video that you did many years ago with Tim talking about reduced variation, reduced variation, what he was talking about. Sometimes when we see the big picture, there's many different components of Deming's teachings. But if you had to bring it down to kind of its core, you know, he mentioned on that video that I just watched this morning, he mentioned reduced variation, and that will get you lower costs, happier customers, more jobs. How would you say, after you've looked at it from so many different angles over so many different years, how would you say you would sum up Dr. Deming's message to the world?   0:13:01.5 William Scherkenbach: Well, that's a difficult thing to sum up. Back then, when we did the video, which was in the early '80s, maybe '84, again, he had his 14 Points by then, but he hadn't, it hadn't really, the Profound Knowledge part of that wasn't there. Now, he had used what Shewhart said, and he had read, tried to read CI Lewis, and when he spoke about the connection between theory and questions, that's what he got from Shewhart and, well, and from Lewis, and a bunch of other pragmatist philosophers. So, he, you know, he was influenced by it, and, well, that's all I can say.   0:14:27.5 Andrew Stotz: So, let's go back in time. So, you're sitting in this classroom, you're intrigued, inspired. How did the relationship go at, towards the end of the class, and then as you finished that class, how did you guys keep in touch, and how did the relationship develop?   0:14:51.0 William Scherkenbach: Well, that is an interesting story. I usually am, well, I am introverted. So I had, after I moved from New York, I got a job at Booz Allen and Hamilton in Washington, DC. So in '74, when I got the degree from NYU, we moved to Silver Spring. And obviously, he's lived on Butterworth Place since there was a Butterworth Place. So we were able to, one of the things, and this is, well, I will say it, one of his advice to me, although he gave everyone an A, I later kidded him, he didn't remember that he gave me a B. No, he gave me an A. In any event, but one of his piece of advice was, you really don't need to join ASQC. You know more about quality than any of those inspectors. And so he had learned from the '50s in the past 20 years from the 50s that inspection wasn't going to do it. Well, I didn't take his advice, and I joined ASQC, and I was reading...   0:16:36.1 Andrew Stotz:Which for those who don't know is the American Society for...   0:16:41.6 William Scherkenbach: Quality Control, back then, now it's just the American Society for Quality. I had recommended when we did a big recommendations and forecasts for the year 2000 that quality, it should be the Society for Quality worldwide, but it's ASQ now. Let's see.   0:17:07.7 Andrew Stotz: So he recommended you don't join and you didn't follow his recommendation.    0:17:12.1 William Scherkenbach: I don't join, and I read an article, and it was by a professor in Virginia Tech, and he was showing a c-chart and the data were in control, and his recommendations were to penalize the people that were high and reward the people that were low, which is even back then, Dr. Deming was absolutely on track with that. If your process is in control, it doesn't make any sense to rank order or think that any of them are sufficiently different to reward or penalize. And I had never done this, but it was, I wrote a letter to quality progress. I sent a copy to Dr. Deming, and he said, "By golly, you're right on, that's great." And so I think it probably was '75, yeah, 1975. So I had been a year or so out, and he started inviting me over to his place at Butterworth, and we would go to the Cosmos Club. And that was a logistical challenge because at the time he had, well, his garage was a separate, not attached, it was in the backyard and emptied onto an alley. And he had a huge Lincoln Continental, the ones with the doors that opened from the center.   0:19:29.0 William Scherkenbach: And he would get in and drive and then park it in back of the club and someone would watch over it. But those were some good memories. So that was my introduction to keep contact with him. As I said, I had never done that. I don't think I've written a letter to an editor ever again.   0:20:04.8 Andrew Stotz: And you're mentioning about Butterworth, which is in DC.   0:20:12.6 William Scherkenbach: Butterworth Place, yeah.   0:20:14.7 Andrew Stotz: And Butterworth Place where he had his consulting business, which he ran, I believe, out of his basement.   0:20:18.3 William Scherkenbach: Out of the basement, yep, yep, yep.   0:20:21.2 Andrew Stotz: And just out of curiosity, what was it like when you first went to his home? Here, you had met him as your teacher, you respected him, you'd been away for a little bit, he invited you over. What was that like on your first walk into his home?   0:20:38.5 William Scherkenbach: Well, went down the side, the entrance to the basement was on the side of the house, and Seal had her desk set up right by the door. And then, I don't know if you can see, this is neat compared to his desk. It was filled with books and papers, but he knew where everything was. But it was a very cordial atmosphere.   0:21:25.2 Andrew Stotz: So when you mentioned Cecelia Kilian, is that her name, who was his assistant at the time?   0:21:36.3 William Scherkenbach: Yes, yes.   0:21:38.0 Andrew Stotz: Okay, so you...   0:21:38.8 William Scherkenbach: Yeah. For Jeepers. I don't know how long, but it had to be 50 years or so. So I don't, I mean, back in the '70s, I don't know of any other. He might have had, well, okay. He, yeah.   0:22:01.1 Andrew Stotz: I think it's about 40 or 50 years. So that's an incredible relationship he had with her. And I believe she wrote something. I think I have one of her, a book that she wrote that described his life. I can't remember that one right now but...   0:22:14.2 William Scherkenbach: Yeah. A lot of, yeah, it contained a lot of...   0:22:16.6 Andrew Stotz: The World of Dr. W. Edwards Deming, I think was the name of it, yeah.   0:22:20.6 William Scherkenbach: Okay. It contained a lot of his diaries on a number of his visits to Japan and elsewhere.   0:22:32.1 Andrew Stotz: So for some of us, when we go into our professor's offices, we see it stacked full of papers, but they've been sitting there for years. And we know that the professor just doesn't really do much with it. It's just all sitting there. Why did he have so much stuff on it? Was it incoming stuff that was coming to him? Was it something he was writing? Something he was reading? What was it that was coming in and out of his desk?   0:22:55.7 William Scherkenbach: A combination of stuff. I don't know. I mean, he was constantly writing, dictating to seal, but writing and reading. He got a, I mean, as the decades proceeded out of into the '80s, after '82, the NBC white or the '80, the NBC white paper calls were coming in from all over, all over the world. So yeah, a lot of people sending him stuff.   0:23:35.8 Andrew Stotz: I remember seeing him pulling out little scraps of paper at the seminar where he was taking notes and things like that at '90. So I could imagine he was just prolific at jotting things down. And when you read what he wrote, he really is assembling a lot of the notes and things that he's heard from different people. You can really capture that.   0:23:59.0 William Scherkenbach: Yeah. He didn't have an identic memory, but he took notes and quite, you know, and what he would do at the end of the day before retiring, he'd review the notes and commit them to memory as best he could. So he, yeah, very definitely. I mean, we would, you know, and well, okay. We're still in the early days before Ford and GM, but.   0:24:37.6 Andrew Stotz: Yeah. And I want to, if I shoot forward to '90, '92, when I studied with him, I was impressed with his energy at his age and he was just on a mission. And when I hear about your discussion about the class and at that time, it's like he was forming his, you know, System of Profound Knowledge, his 14 Points. When do you think it really became a mission for him to help, let's say American industry?   0:25:09.0 William Scherkenbach: Oh, well, I think it was a mission when Ford began its relationship with him. The ability of a large corporation, as well, and Ford at the same time Pontiac, the Pontiac division, not the whole GM, but Pontiac, was learning as well. But the attachment to Ford was that you had Don Peterson at the time was president of Ford, and he was intellectually curious, and he and Deming were on the same frequency. Now, I don't want to jump ahead, but if anyone has, well, you've read my second book there, you'll know that I have mentioned that the way to change is physical, logical, and emotional. And when you look at the gurus back then, there was Deming, who was the logical guru. You had Phil Crosby, who was the emotional guru. You go to the flag and the wine and cheese party, and Deming would say, "No," and Joe Juran, who was interested in focusing on the physical organization, you report to me kind of a thing. And so each of these behemoths were passing each other in the night with the greatest respect. But, but, and so they had their constituents. The challenge is to be able to broaden the appeal.    0:27:33.8 Andrew Stotz: So we've gone through '72, and then now '75, you've written your piece, and he's brought you into the fold. You're starting to spend some time with him. I believe it was about 1981 or so when he started working with Ford. And at that time, the quality director, I think, was Larry Moore at the time. And of course, you mentioned Donald Peterson. Maybe you can help us now understand from your own perspective of what you were doing between that time and how you saw that happening.   0:28:13.4 William Scherkenbach: Well, I had, my career was, after Booz Allen, mostly in the quality reliability area. I went from Booz Allen and Hamilton to, I moved to Columbia, Maryland, because I can fondly remember my grandfather in Ironwood, Michigan, worked at the Oliver Mine. There's a lot of iron ore mines up in the UP. ANd he would, and his work, once he got out of the mines later on, was he would cut across the backyard, and his office was right there. And so he would walk home for lunch and take a nap and walk back. And I thought that really was a good style of life. So Columbia, Maryland, was designed by Rouse to be a live-in, work-in community. And so we were gonna, we moved to Columbia, and there was a consulting firm called Hitman Associates, and their specialty was energy and environmental consulting. So did a bunch of that, worked my way up to a vice president. And so, but in '81, Deming said, you know, Ford really is interested. He was convinced, and again, it's déjà vu, he spoke about, when he spoke fondly about his lectures in Japan in 1950 and onward, that he was, he was very concerned that top management needed to be there, because he had seen all the excitement at Stanford during the war, and it died out afterwards, because management wasn't involved.   0:30:42.8 Andrew Stotz: What do you mean by that? What do you mean by the excitement at Stanford? You mean people working together for the efforts of the war, or was there a particular thing that was happening at Stanford?   0:30:51.7 William Scherkenbach: Well, they were, he attributed it to the lack of management support. I mean, they learned SPC. We were able to improve quality of war material or whatever, whoever attended the Stanford courses. But he saw the same thing in Japan and was lucky to, and I'm not sure if it was Ishikawa. I'm just not sure, but he was able to get someone to make the call after a few of the seminars for the engineers to make the call to the top management to attend the next batch. And he was able, he was able to do that. And that he thought was very helpful. I, I, gave them a leg up on whatever steps were next. I'm reminded of a quote from, I think it was Lao Tzu. And he said that someone asked him, "Well, you talk to the king, why or the emperor, why are things so screwed up?" And he said, "Well, I get to talk to him an hour a week and the rest of the time his ears are filled with a bunch of crap." Or whatever the Chinese equivalent of that is. And he said, "Of course the king isn't going to be able to act correctly." Yeah, there are a lot of things that impacted any company that he helped.   0:33:07.6 Andrew Stotz: It's interesting because I believe that, I think it was Kenichi Koyanagi.   0:33:15.8 William Scherkenbach: Koyanagi, yes, it was.   0:33:17.8 Andrew Stotz: And it was in 1950 and he had a series of lectures that he did a series of times. But it's interesting that, you know, that seemed like it should have catapulted him, but then to go to where you met him in 1972 and all that, he still hadn't really made his impact in America. And that's, to me, that's a little bit interesting.   0:33:44.4 William Scherkenbach: Yeah, and quite, my take, I mean, you could tell even in '72 and '3 in classes, he was very frustrated that he wasn't being listened to. I mean, he had, his business was expert testimony in statistical design of surveys. He did road truck, truck transport studies to be able to help the interstate commerce commission. And made periodic trips back to Japan, well known in Japan, but frustrated that no one really knew about him or wasn't listening to him in the US. And that was, I mean, for years, that was my, my aim. And that is to help him be known for turning America around, not just Japan. But it's usually difficult. I mean, we did a great job at Ford and GM and a bunch of companies, but it's all dissipated.   0:35:25.9 Andrew Stotz: It's interesting because it's not like he just went as a guest and gave a couple of guest lectures. He did about 35 lectures in 1950. About 28 or almost 30 of them were to engineers and technical staff. And then about seven of them were to top level executives. And, you know, one of the quotes he said at the time from those lectures was, "the problem is at the top, quality is made in the boardroom." So just going back, that's 1950, then you meet him in 1970, then in '72, then you start to build this relationship. You've talked about Booz Allen Hamilton. Tell us more about how it progressed into working more with him, in particular Ford and that thing that started in, let's say, 1981 with Ford.   0:36:22.0 William Scherkenbach: Well, again, he was very enthusiastic about Ford because Peterson was very receptive to this, his approach. And again, it's, I think the British philosopher Johnson said, "there's nothing like the prospect of being hung in the morning to heighten a man's senses." So he, Ford had lost a couple billion bucks. They hadn't cashed in like Chrysler. GM lost a bunch too, but that, and Japan had lost a war. So does it take a significant emotional, logical, or physical event? For some folks it does. So he was very encouraged about what he was seeing at Ford. And he had recommended that Ford hire someone to be there full time to coordinate, manage, if you will. And I was one of the people he recommended and I was the one that Ford hired. So I came in as Director of Statistical Methods and Process Improvement. And they set it up outside, as Deming said, they set it up outside the quality. Larry Moore was the Director of Quality and I was Director of Statistical Methods. And that's the way it was set up.   0:38:08.0 Andrew Stotz: Were you surprised when you received that call? How did you feel when you got that call to say, "Why don't you go over there and do this job at Ford?"   0:38:18.6 William Scherkenbach: Oh, extremely, extremely happy. Yeah. Yeah.   0:38:23.1 Andrew Stotz: And so did you, did you move to Michigan or what did you do?   0:38:27.7 Andrew Stotz: I'm sorry?   0:38:29.4 Andrew Stotz: Did you move or what happened next as you took that job?   0:38:32.0 William Scherkenbach: Oh yeah, we were living in Columbia. We moved the family to the Detroit area and ended up getting a house in Northville, which is a Northwest suburb of Detroit.   0:38:49.9 Andrew Stotz: And how long were you at Ford?   0:38:53.8 William Scherkenbach: About five and a half years. And I left Ford because Deming thought that GM needed my help. Things were going well. I mean, had a great, great bunch of associates, Pete Chessa, Ed Baker, Narendra Sheth, and a bunch of, a bunch of other folks. Ed Baker took the directorship when I left. That was my, well, I recommended a number of them, but yeah, he followed on. Deming thought that there was a good organization set up. And me being a glutton for punishment went to, well, not really. A bunch of great, great people in GM, but it's, they were, each of the general managers managed a billion dollar business and a lot of, difficult to get the silos to communicate. And it really, there was not much cooperation, a lot of backstabbing.   0:40:25.0 Andrew Stotz: And how did Dr. Deming take this project on? And what was the relationship between him and, you know, let's say Donald Peterson, who was the running the company and all the people that he had involved, like yourself, and you mentioned about Ed Baker and other people, I guess, Sandy Munro and others that were there. And just curious, and Larry Moore, how did he approach that? That's a huge organization and he's coming in right at the top. What was his approach to handling that?   0:41:02.1 S2  Well, my approach was based on his recommendation that the Director of Statistical Methods should report directly to the president or the chairman, the president typically. And so based on that, I figured that what I would, how we would organize the office, my associates would each be assigned to a key vice president to be their alter ego. So we did it in a, on a divisional level. And that worked, I think, very well. The difficulty was trying to match personalities and expertise to the particular vice president. Ed Baker had very good relations with the Latin American organization, and, and he and Harry Hannett, Harold Hannett helped a lot in developing administrative applications as well. And so we sort of came up with a matrix of organization and discipline. We needed someone for finance and engineering and manufacturing, supply chain, and was able to matrix the office associates in to be able to be on site with those people to get stuff, to get stuff done.   0:43:09.5 Andrew Stotz: And what was your message at that time, and what was Dr. Deming's message? Because as we know, his message has come together very strongly after that. But at that point, it's not like he had the 14 Points that he could give them Out of the Crisis or you could give them your books that you had done. So what was like the guiding philosophy or the main things that you guys were trying to get across?   0:43:35.9 William Scherkenbach: Well, I mean, he had given in, I think, Quality, Productivity, Competitive Position back in the late '70s, and he was doing it through George Washington University, even though Myron Tribus at MIT published it. But it was a series of lectures, and he didn't really, even in the later 70s, didn't have the, the, the 14 Points. And so those came a couple years later, his thinking through, and Profound Knowledge didn't come until much later over a number of discussions of folks. But the, I mean, the key, I mean, my opinion of why it all dropped out is we dropped the ball in not working with the board. And at Ford, we didn't, weren't able to influence the Ford family. And so Peterson retires and Red Poling, a finance guy, steps in and, and everything slowly disintegrates. At least not disintegrates, well, yes. I mean, what was important under Peterson was different. But that happens in any company. A new CEO comes on board or is elected, and they've got their priorities based, as Deming would say, on their evaluation system. What's their, how are they compensated?   0:45:46.8 William Scherkenbach: And so we just didn't spend the time there nor at GM with how do you elect or select your next CEO? And so smaller companies have a better, I would think, well, I don't know. I would imagine smaller companies have a better time of that, especially closely held and family held companies. You could, if you can reach the family, you should be able to get some continuity there.   0:46:23.5 Andrew Stotz: So Donald Peterson stepped down early 1995. And when did you guys make or when did you make your transition from Ford to GM?   0:46:38.5 William Scherkenbach: '88.   0:46:39.6 Andrew Stotz: Okay, so you continued at Ford.   0:46:42.1 William Scherkenbach: The end of '88, yeah, and I left GM in '93, the year Dr. Deming died later. But I had left in, in, well, in order to help him better.   0:47:07.8 Andrew Stotz: And let's now talk about the transition over to General Motors that you made. And where did that come from? Was it Dr. Deming that was recommending it or someone from General Motors? Or what...   0:47:21.4 William Scherkenbach: Yeah, Deming spoke with them and spoke with me. And I was a willing worker to be able to go where he thought I could be most helpful.   0:47:41.9 Andrew Stotz: And was he exasperated or frustrated that for the changes that happened in '95 when Peterson stepped down, he started to see the writing on the wall? Or was he still hopeful?   0:47:55.4 William Scherkenbach: No, Deming died in '93, so he didn't see any of that.   0:47:58.9 Andrew Stotz: No, no, what I mean is when Peterson stepped down, it was about '85. And then you remain at Ford until '88.   0:48:08.0 William Scherkenbach: No, Peterson didn't step down in '85. I mean, he was still there when I left.   0:48:14.0 Andrew Stotz: So he was still chairman at the time.   0:48:17.3 William Scherkenbach: Yeah.   0:48:17.6 Andrew Stotz: Maybe I'm meaning he stepped down from president. So my mistake on that.   0:48:20.3 William Scherkenbach: Oh, but he was there.   0:48:24.3 Andrew Stotz: So when did it start...   0:48:25.9 William Scherkenbach: True. I mean, true, he was still there when Deming had died.   0:48:31.3 Andrew Stotz: Yeah, okay. So did the whole team leave Ford and go to GM or was it just you that went?   0:48:39.1 William Scherkenbach: Oh, just me. Just me.   0:48:42.8 Andrew Stotz: Okay. And then.   0:48:44.0 William Scherkenbach: Yeah, because we had set up something that Deming was very pleased with. And so they were, everyone was working together and helping one another.   0:48:59.5 Andrew Stotz: Okay. So then you went to General Motors. What did you do different? What was different in your role? What did you learn from Ford that you now brought to GM? What went right? What went wrong? What was your experience with GM at that time?   0:49:16.5 William Scherkenbach: Well, I've got a, let's see. Remember Bill Hoagland was the person, Hoagland managed Pontiac when Deming helped Pontiac and Ron Moen was involved in the Pontiac. But Bill Hoagland was in one of the reorganizations at GM was head of, he was group, group vice president for Buick, Oldsmobile, Cadillac. And so I went over and directly reported to him and each of the, I mean, Wendy Coles was in, Gypsy Rainey, although Gypsy was temporary, worked for powertrain and Pontiac and still, but powertrain was where a lot of the expertise was and emphasis was, and then Buick and Cadillac and so, and Oldsmobile. So we, and in addition to that, General Motors had a corporate-wide effort in cooperation with the UAW called the Quality Network. And I was appointed a member of that, of that and, and helped them a lot and as well as the corporate quality office, but focused on Buick, Oldsmobile, Cadillac.   0:51:18.6 Andrew Stotz: And then tell us about what was your next step in your own personal journey? And then let's now get into how you got more involved with Deming and his teachings and the like.   0:51:32.8 William Scherkenbach: Well, I mean, he would be at GM two and three days a month, and then every quarter he'd be here for, just like Ford, for a four-day seminar. And while at Ford and at GM, I took uh vacation to help him as he gave seminars and met people throughout the world. Even when he was probably 84, 85, I can remember, well, one of the, he always, not always, but he would schedule seminars in England over the Fourth of July because the English don't celebrate that, although he said perhaps they should, but right after the Ascot races. And so he would do four-day seminars. And on one case, we had one series of weeks, the week before Fourth of July, we did a four-day seminar in the US and then went to London to do another four-day seminar. And he went to South Africa for the next four-day seminar with Heero Hacquebord. I didn't go, but I went down to Brazil and I was dragging with that, with that schedule. So he was able to relish and enjoy the helping others. I mean, enjoy triggers a memory. We were at helping powertrain and Gypsy was there, Dr. Gypsy Rainey.    0:53:59.2 William Scherkenbach: And she, we were talking and goofing around and he started being cross at us. And Gypsy said, "Well, aren't we supposed to be having fun?" And Deming said, "I'm having fun." "You guys straighten out." Enjoy, enjoy, enjoy, yeah.   0:54:40.6 Andrew Stotz: And for the typical person to imagine a man at the age of 80, 85, traveling around the world. And it's not like you're traveling on vacation in London, you're walking into a room full of people, your energy is up, you're going and it's not like he's giving a keynote speech for an hour, give us a picture of his energy.   0:55:09.5 William Scherkenbach: And over in London, it was brutal because the hotel, I forget what hotel we're in. When he started there, I think it was Dr. Bernard that he wanted to help. And Bernard wasn't available. So he recommended Henry Neave. And so Henry was a good student, a quick learner. So he helped on a few of them. And I can still remember, I mean, the air, it was 4th of July in London and the humidity was there. There's no air conditioning in the hotel. I could remember Henry, please forgive me, but Henry is sitting in his doorway, sitting on a trash can, doing some notes in his skivvies. And it was hot and humid and awful. But so it reminded Deming a lot of the lectures in Japan in 1950, where he was sweating by 8 AM in the morning. So, yeah.   0:56:30.6 Andrew Stotz: What was it that kept him going? Why was he doing this?   0:56:39.5 William Scherkenbach: I think he, again, I don't know. I never asked him that. He was very, to me, he was on a mission. He wanted to be able to help people live better, okay, and take joy in what they do. And so he was, and I think that was the driving thing. And as long as he had the stamina, he was, he was in, in, in heaven.   0:57:21.1 Andrew Stotz: So let's keep progressing now, and let's move forward towards the latter part of Dr. Deming's life, where we're talking about 1990, 1988, 1990, 1992. What changed in your relationship and your involvement with what he was doing, and what changes did you see in the way he was talking about? You had observed him back in 1972, so here he is in 1990, a very, very different man in some ways, but very similar. How did you observe that?   0:57:56.6 William Scherkenbach: Well, toward the end, it was, I mean, it was, it was not, not pleasant to see him up there with oxygen up his nose, and it just, there had to have been a better way. But Nancy Mann was running those seminars, and they did their best to make life comfortable, but there had to have been a better way to, but I don't know what it was. He obviously wanted to continue to do it, and he had help doing it, but I don't know how effective the last year of seminars were.   0:59:01.1 Andrew Stotz: Well, I mean, I would say in some ways they were very effective, because I attended in 1990 and 1992, and I even took a picture, and I had a picture, and in the background of the picture of him is a nurse, and for me, I just was blown away and knocked out. And I think that one of the things for the listeners and the viewers is to ask yourself, we're all busy doing our work, and we're doing a lot of activities, and we're accomplishing things, but for what purpose, for what mission? And I think that that's what I gained from him is that because he had a mission to help, as you said, make the world a better place, make people have a better life in their job, and help people wake up, that mission really drove him.   0:59:57.8 William Scherkenbach: Yeah, and it, it really did. But for me personally, it was just not pleasant to see him suffering.    1:00:09.6 Andrew Stotz: And was he in pain? Was he just exhausted? What was it like behind the scenes when he'd come off stage and take a break?   1:00:18.7 William Scherkenbach: Yeah, yeah.   1:00:20.8 Andrew Stotz: And would he take naps or?   1:00:23.2 William Scherkenbach: In the early days, we'd go to, well, at Ford and GM, we would go out to dinner just about every night and talk and enjoy the conversation. We'd, my wife Mary Ellen, went many, many times. He enjoyed Northville, some of the restaurants there, and enjoyed the Deming martinis after the meetings at the Cosmos Club. So very, very much he enjoyed that, that time off the podium. So, but he couldn't do that in the, in the later years.   1:01:28.7 Andrew Stotz: And let's now try to understand the progression as you progress away from General Motors and did other things. How did your career progress in those years until when you retired or to where you are now? Maybe give us a picture of that.   1:01:51.4 William Scherkenbach: I tried to help. I've developed my view on how to operationalize change, worked for, was vice president of a company in Taiwan, spent a couple of, and before that had helped Dell, and would spend probably ending up a couple of years in PRC and Taiwan, and growing and learning to learn, in my opinion, there's too much generalization of, well, Asians or Chinese or whatever. There are many, many subgroups, and so change has to be bespoke. What will work for one person won't work for another. For instance, trying to talk to a number of Chinese executives saying, drive out fear, and they will, oh, there's no fear here. It's respect. And so, yeah. But that was their sincere belief that what they were doing wasn't instilling fear. But it broadened my perspective on what to do. And then probably 10 years ago, my wife started to come down with Alzheimer's, and while we lived in Austin, Texas, and that I've spent, she died three years ago, but that was pretty much all-consuming. That's where I focused. And now it's been three years. I'm looking, and I'm a year younger than Deming when he started, although he was 79 when he was interviewed for the 1980 White Paper.   1:04:36.3 William Scherkenbach: So I'm in my 80th year. So, and I'm feeling good, and I also would like to help people.   1:04:46.6 Andrew Stotz: And I've noticed on your LinkedIn, you've started bringing out interesting papers and transcripts and so many different things that you've been coming out. What is your goal? What is your mission?   1:05:02.3 William Scherkenbach: Well, I also would like to take the next step and contribute to help the improvement, not just the US, but any organization that shows they're serious for wanting to, wanting to improve. On the hope, and again, it's hope, as Deming said, that to be able to light a few bonfires that would turn into prairie fires that might consume more and more companies. And so you've got to light the match somewhere. And I just don't know. Again, I've been out of it for a number of years, but I just don't know. I know there is no big company besides, well, but even Toyota. I can remember Deming and I were in California and had dinner. Toyoda-san and his wife invited Deming and me to a dinner. And just, I was blown away with what he understood responsibilities were. I don't know, although I do have a Toyota Prius plug-in, which is perfect because I'm getting 99 miles a gallon because during my, doing shopping and whatever here in Pensacola, I never use gas. It goes 50 miles without needing to plug in.   1:07:00.6 William Scherkenbach: And so I do my stuff. But when I drive to Texas or Michigan, Michigan mostly to see the family, it's there. But all over, it's a wonderful vehicle. So maybe they're the only company in the world that, but I don't know. I haven't sat down with their executive.   1:07:26.4 Andrew Stotz: And behind me, I have two of your books, and I just want to talk briefly about them and give some advice for people. The first one is The Deming Route to Quality and Productivity: Roadmaps and Roadblocks, and the second one is Deming's Road to Continual Improvement. Maybe you could just give some context of someone who's not read these books and they're new to the philosophy and all that. How do these books, how can they help them?   1:07:58.8 William Scherkenbach: Well, the first book, Deming asked me to write in, I think it was '84. And I don't remember the first edition, but it might be '85, we got it out. But he asked me to write it, and because he thought I would, I could reach a different audience, and he liked it so much, they handed it out in a number of his seminars for a number of years. So.   1:08:40.7 Andrew Stotz: And there's my original version of it. I'm holding up my...    1:08:47.0 William Scherkenbach: Yeah, that's a later version.   1:08:49.7 Andrew Stotz: And it says the first printing was '86, I think it said, and then I got a 1991 version, which maybe I got it at one of the, I'm sure I got it at one of the seminars, and I've had it, and I've got marks on it and all that. And Deming on the back of it said, "this book will supplement and enhance my own works in teaching. Mr. Scherkenbach's masterful understanding of a system, of a process, of a stable system, and of an unstable system are obvious and effective in his work as well as in his teaching." And I know that on Deming's Road to Continual Improvement, you do a good amount of discussion at the beginning about the difference between a process and a system to try to help people understand those types of things. How should a reader, where should they start?   1:09:42.8 William Scherkenbach: Well, not with chapter six, as in CI Lewis, but well, I don't know what... I don't remember what chapter six is. As I said, the first book, and a lot of people after that did it, is essentially not regurgitating, but saying in a little bit different words about Deming's 14 Points. What I did on the first book is arrange them in the order that I think, and groupings that I think the 14 Points could be understood better. The second book was, the first half was reviewing the Deming philosophy, and the second half is how you would go about and get it done. And that's where the physiological, emotional, and all of my studies on operationalizing anything.   1:10:55.4 Andrew Stotz: And in chapter three on page 98, you talk about physical barriers, and you talk about physical, logical, emotional. You mentioned a little bit of that when you talked about the different gurus out there in quality, but this was a good quote. It says, Dr. Deming writes about the golfer who cannot improve his game because he's already in the state of statistical control. He points out that you have only one chance to train a person. Someone whose skill level is in statistical control will find great difficulty improving his skills.   1:11:32.1 William Scherkenbach: Yeah. Well, yeah, I mean, well, you're old enough to know the Fosbury Flop. I mean, for all high jumpers did the straddle in jumping and made some great records, but many of them had difficulty converting their straddle to the Fosbury Flop to go over backwards head first. And that's what got you better performance. So anything, whether it's golf or any skill, if you've got to change somehow, you've got to be able to change the system, which is whether you're in production or whether it's a skill. If you're in control, that's your opportunity to impact the system to get better.   1:12:40.3 Andrew Stotz: Yeah, and this was Dick Fosbury in 1968, Mexico City Olympics, where he basically went in and blew everybody away by going in and flipping over backwards when everybody else was straddling or scissors or something like that. And this is a great story.   1:12:57.0 William Scherkenbach: You can't do that.   [laughter]   1:12:58.8 Andrew Stotz: Yeah, and it's a great story of something on the outside. An outsider came in and changed the system rather than an existing person within it. And that made me think about when you talked about Ford and having an outsider helping in the different departments. You know, what extent does that reflect the way that we learn? You know, can we learn internally, or do we need outside advice and influence to make the big changes?   1:13:29.7 William Scherkenbach: Yeah. I mean, we had a swim coach, Higgins, at the Naval Academy, and he was known for, again, following in Olympic swimming. And I'm probably going to get the strokes wrong, but there was no such thing as a butterfly stroke. And he used it in swimming the breaststroke, and supposedly the only criteria was recovery had to be underwater with two hands. But I'm screwing up the story, I'm sure, but Higgins rewrote, rewrote the book by doing something a little bit different or drastically different.   1:14:25.4 Andrew Stotz: I'd like to wrap up this fascinating discovery, or journey of discovery of you and your relationship also with Dr. Deming. Let's wrap it up by talking about kind of your final memories of the last days of Dr. Deming and how you kind of put that all in context for your own life. And having this man come in your life and bring you into your life, I'm curious, towards the end of his life, how did you process his passing as well as his contribution to your life?   1:15:08.1 William Scherkenbach: That's, that's difficult and personal. I, he was a great mentor, a great friend, a great teacher, a great person, and with, on a mission with a name and impacted me. I was very, very lucky to be able to, when I look back on it, to recognize, to sign up for his courses, and then the next thing was writing that letter to the editor and fostering that relationship. Very, very, very difficult. But, I mean, he outlived a bunch of folks that he was greatly influenced by, and the mission continues.   1:16:34.1 Andrew Stotz: And if Dr. Deming was looking down from heaven and he saw that you're kind of reentering the fray after, you know, your struggles as you've described with your wife and the loss of your wife, what would he say to you now? What would he say as your teacher over all those years?   1:16:56.3 William Scherkenbach: Do your best.   1:16:59.0 Andrew Stotz: Yeah, wonderful.   1:17:01.4 William Scherkenbach: He knows, but he knows I know what to do. So, you need to know what to do and then to do the best. But I was, I mean, he was very, he received, and I forget the year, but he was at Ford and he got a call from Cel that his wife was not doing well. And so we, I immediately canceled everything and got him to the airport and he got to spend that last night with his wife. And he was very, very appreciative. So I'm sure he was helping, helping me deal with my wife.   1:17:56.4 Andrew Stotz: Yeah. Well, Bill, on behalf of everyone at the Deming Institute and myself personally, I want to thank you for this discussion and opening up you know, your journey with Dr. Deming. I feel like I understand Dr. Deming more, but I also understand you more. And I really appreciate that. And for the listeners out there, remember to go to Deming.org to continue your journey. And also let me give you, the listeners and viewers, the resources. First, we have Bill's book, which you can get online, The Deming Route to Quality and Productivity. We have Deming's Road to Continual Improvement, which Bill wrote. But I think even more importantly is go to his LinkedIn. He's on LinkedIn as William Scherkenbach and his tagline is helping individuals and organizations learn, have fun, and make a difference. So if you want to learn, have fun, and make a difference, send him a message. And I think you'll find that it's incredibly engaging. Are there any final words that you want to share with the listeners and the viewers?   1:19:08.9 William Scherkenbach: I appreciate your questions. In thinking about this interview, we barely scratched the surface. There are a ton of other stories, but we can save that for another time.   1:19:26.1 Andrew Stotz: Something tells me we're going to have some fun and continue to have fun in these discussions. So I really appreciate it and it's great to get to know you. Ladies and gentlemen.   1:19:36.7 William Scherkenbach: Thank you, Andrew.   1:19:37.7 Andrew Stotz: You're welcome. This is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming, and that is that "people are entitled to joy in work."    

Elias is a trail builder, MTB free rider and an all around great guy. Local to the trails of Sycamore Elias has become and advocate for the trails and an ambassador for brands like Jenson USA, Spc 9 Sunglasses, and Leatt.

On Episode 370 of Airey Bros Radio, we go belly to belly with Coach Wes Miller, the architect behind South Plains College's 2025 NJCAA Indoor & Outdoor Track & Field National Championships. With over 250 All-Americans, 15 Power 5 transfers, and $4 million in scholarships earned in 2025 alone, South Plains is proving JUCO is no backup plan—it's a launching pad for greatness.Coach Miller shares his journey across NCAA D1, NAIA, and JUCO coaching, and why South Plains is one of the best-kept secrets in the country for track & field development. Whether you're an athlete, coach, or parent exploring options beyond the traditional D1 route, this episode is your blueprint for success.Why Listen:JUCO-to-D1 recruiting strategySouth Plains' elite track facilities and athlete support systemMisconceptions about JUCO programsAthlete development, progression, and placement insightsCoaching philosophy and team culture at one of the top JUCOs in the country

250625(3) [헤이 고뉴브] (1) 작업중지 해제 신청한 SPC ‘노동자 끼임 사망' SPC 공장, 생산 라인 '작업 중지' 해제 신청 한편 1년만에 개방된 아리셀 참사 현장 / (2) 화재로 어린 자매 참변 부모 일 나간 지 10분만에... 부산 아파트 화재로 11세 언니 숨지고, 7세 동생 중태 / (3) 1분 일찍 울린 종료벨 공무원시험 1분 일찍 울린 종료벨, 수험생 반발 - 이태연

In episode 315, Steve talks about a SPC (small particle cleaning) after you've had the mold removed from your home. There are many steps to the SPC and every company will use different steps and chemicals. The main steps to the SPC are: HEPA vacuuming, damp wipe, dry wipe and air scrubbing. If you'd like to learn more about mold and mycotoxins, be sure to check out our website www.cnccontractorservices.com We have numerous packages but if you're not sure what suits your situation, reach out to us at info@cnccontractorservices.com We appreciate all of you and hope you're doing well. Have a great week!

In this spontaneous SPC episode, we dive deep into a wide-ranging conversation filled with mind-bending ideas and paranormal intrigue. These special episodes are where we unload everything we've been exploring lately—when there's too much to talk about for just one topic.We discuss Hemi-Sync meditations, the strange intersections of quantum mechanics and consciousness, and the ongoing evolution of Isaac's unique abilities, including his latest experiments with energy manipulation.From personal meditation breakthroughs to wild theories in quantum physics, this episode also features compelling stories about alien encounters, skinwalkers, and other unexplained phenomena that continue to challenge what we think we know.Whether you're here for the science, the supernatural, or the strange, Episode 8 offers a raw, unscripted look into the many realms we've been exploring.Topics Of EpisodeHere's a list of places and topics discussed in the episode:Hemi-sync meditation experiencesParanormal investigation at the parkEnergy manipulation and healing experimentsQuantum physics and multiverse theoriesSensory deprivation meditation techniquePast life regressionAlien encounter story Skin walker legend in AfghanistanSpiritual awakening experiencesBlack and white hole energy conceptParanormal conventions and dreamsSwamp and water-related visionsAlligator storiesUpcoming podcast interviewsPersonal paranormal abilities developmentLovin' the intro and outro music?"Swamp Witch”Our other intro Music: "Stacy Dahl" by MaudlinWant to hear more from Maudlin? Check them out on social media!Tik Tok: @maudlinInstagram: @maudlinListen on Spotify and YouTube!Have a paranormal experience to share? Reach out to us! Send us a message on social media, fill out our contact form, or shoot us an email (Hiddenintheshadowspodcast@gmail.com)Get ready for more spooky content coming soon! Follow us for updates. Hosted on Acast. See acast.com/privacy for more information.

In this episode, Happiness Coach & Hypnotherapist unlocks what it means to be limitless. She invites the listener to be curious about anything that bothers you and ask, "why?", and we learn that "self-compassion", means we are doing our best.Top Quotes from this Interview:* "Do onto yourself, then do onto others as you do onto you"* "Plant a seed, water it for yourself. "* "If it feels good for you, do more of that."* "Experiment with yourself"* "Let go of the fear of failure."* "Realize your mind is slapping you around."* " Everything is a call for love and a show for love."* " Energy= Mindful thinking raised to the power of compassion and curiosity."BIOAs the co-founder of LimitlessYou, Yvonne empowers others to break free from their conscious and subconscious limiting beliefs and embrace their true calling. She blends ancient wisdom, including Ayurveda and Yoga, with modern science like neuroscience, quantum physics, and hypnotherapy, to guide people toward a life of fulfillment, joy, and purpose. Her approach is grounded in the belief that self-discovery isn't just for those who have it easy—it's for everyone who wants to live authentically, no matter how challenging their circumstances.Home - Limitless You(1) FacebookLimitlessYou (@unlocklimitlessyou) • Instagram photos and videos(26) Yvonne Trost, FCX-I, SPC, PMP, RYT, RTT | LinkedInUnlockLimitlessYou (@unlocklimitlessyou) | TikTok#alittlelessfearpodcast #limitless #limitlessyou #unlocklimitless #limitingbeliefs #truecalling #authenticity #selfdiscovery #selflove #dream #daretodream #hypnotherapist #happiness #happinesscoach #fypThis is Dr. Lino Martinez the host for A Little Less Fear Podcast. For more information, please use the information below. Thanks so much for your support!Author | A Little Less FearA Little LESS FEAR Podcast (@alittlelessfearpodcast) • Instagram photos and videosLino Marinez (@alittlelessfear) TikTok | Watch Lino Marinez's Newest TikTok Videos(4) A Little Less Fear Podcast - YouTube

Tonight's episode is a homegrown show discussing a wide range of topics.  Notably, the panel discusses resume-building and interview skills in a changing world, the controversial topic of non-NWS issued watches and warnings, and so much more.  As always, our show is all about YOU.  Thanks for listening! Also, Bruce Jones joins us to discuss the importance of NOAA Weather Radio and its integration in order to save lives.  Welcome back, Bruce! Our email officer Jen is continuing to handle the incoming messages from our listeners. Reach us here: email@weatherbrains.com. Mississippi flash flooding due to persistent upper low (06:00) Relationship between improved physical health and improved cognitive health (10:30) Importance of following your passion in life and in your career (18:30) Do you want to work for the NWS?  (19:45) Gift of perseverance and owning up to your mistakes, and learning from them (24:30) Critical importance of diversification in the weather enterprise (30:20) GIS is IN! (31:20) Write an attention-grabbing resume to stand out (37:00) Is it appropriate for a meteorologist or weather entertainer to issue their own watches and warnings?  (46:30) Issues with FAR (False Alarm Ratio) in the weather enterprise (01:12:00) Lightning is frightening (01:25:55) Bruce Jones/Midland Weather Radio  (01:31:33) The Astronomy Outlook with Tony Rice (01:27:42) This Week in Tornado History With Jen (01:29:00 ) E-Mail Segment (01:30:55) and more! Web Sites from Episode 1008: Midland Weather Radio Picks of the Week: Bruce Jones - FAWN - Florida Automated Weather Network James Aydelott - JWISHstory: 1965 Palm Sunday tornado broadcast Jen Narramore - Ohio Roots Podcast Rick Smith - OUT Troy Kimmel - FOGHORN Kim Klockow-McClain - NSF Unidata Pause in Most Operations John Gordon - Quantitative intensity forecasts to Spc mesoscale convective discussion text and graphics Bill Murray - FOGHORN James Spann - James Spann: ‘Hold off on the rage' when he says Gulf of Mexico this hurricane season The WeatherBrains crew includes your host, James Spann, plus other notable geeks like Troy Kimmel, Bill Murray, Rick Smith, James Aydelott, Jen Narramore, John Gordon, and Dr. Kim Klockow-McClain. They bring together a wealth of weather knowledge and experience for another fascinating podcast about weather.