Podcasts about SPC

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. 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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.  

Kamarádšofty vedení církve s prezidentem táhnou Srbsko na východDo nové epizody podcastu Hej, Slované si Jakub tentokrát pozval Karin Rodinger Hofmeisterovou, doktorku z Institutu mezinárodních studií Fakulty sociálních věd, která se dlouhodobě věnuje historii Srbské pravoslavné církve i jejímu nespornému vlivu na vnitřní a zahraniční politiku Srbska. Právě fungování této tradicemi svázané instituce a její úloha (nejen) v současné srbské společnosti jsou hlavními tématy tohoto dílu.Během rozhovoru dojde mimo jiné i na porovnání vztahu Srbů a Čechů k náboženství, hlavním důvodům, proč se v Srbsku k pravoslaví aktivně hlásí až 80 % lidí, ale dotkneme se i úzkého propojení Srbské pravoslavné církve s Ruskou pravoslavnou církví a jejich dlouhodobé kooperaci v otázkách mezinárodní politiky. Jak velké je propojení SPC se současnou vládou Aleksandra Vučiće? Jakou úlohu hraje v dlouhotrvajících protestech, které ochromují srbskou společnost? Je Srbsko sekulárním státem? Na tyto a další otázky se vám pokusíme odpovědět v aktuální epizodě bratrského podcastu Hej, Slované

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!

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.

What does it mean to do MEL our way? Host EroniWavu is joined by Pacific MEL leaders Frances C. Koya Vaka'uta, Ruth Matela, Charlene Mersai, and Christina Hazelman for a powerful talanoa on what makes Pacific MELdistinct, and why it matters.They unpack how MEL rooted in Pacific identity, culture, andrelationships offers not just a method, but a movement. They explore the evolution of MEL in the region and what it teaches us about accountability, care, contradictions, and courage.This episode discusses “Navigating tensions between imposed frameworks and inherited values”, “The role of silence and relationships in how we learn”, “What's gained when we don't ignore context and culture”. This podcast was made possible through SPC's Funding withIntent initiative, funded by MFAT.Please provide us feedback here: https://forms.office.com/r/yHK0eDhrexGuests:Charlene Mersai, Ministry of Finance, PalauCharlene serves as the Secretariat of the NationalEnvironmental Protection Council (NEPC), Palau's lead coordinator for the 2030 Agenda for SDGs and one of Palau's Focal Points for GCF Previously, Ms. Mersai served as the Micronesia Challenge Regional Coordinator, Palau's GEFOperational Focal Point and was among the first Board Members for the Palau Protected Areas Network Fund. Today she serves on the board of Palau Public Utilities Corporation. Christina Hazelman, SPC Christina is the Knowledge Integration and Learning Officerat SPC and has been part of the Pacific MEL journey since its inception in 2019.With over a decade of experience working in the Pacific development regional space, Christina is an enthusiastic champion of Pacific MEL and will share her observations on the evolution of MEL within the Pacific.Frances C. Koya Vaka'uta, SPC Associate Professor Frances C. Koya Vaka‘uta is Team LeaderCulture for Development at SPC in Suva, Fiji. Before joining SPC, she was Director of the Oceania Centre for Arts, Culture and Pacific Studies, USP. Frances spent the last two decades teaching and researching in the areas of teacher education, curriculum studies, Pacific approaches to research, Pacificmethodologies, Pacific studies and Pacific arts and culture. She is passionate about Pacific arts and artists, the cultural and creative industries and is an advocate for contextual education, development and research.Ruth Maetala, Pacific Feminist FundRuth is an indigenous Solomon Islander and currently Co-Lead Programmes and Innovation at the Pacific Feminist Fund. She gained her professional training in Economic Reform from the Kennedy School of Government, Harvard University and later gained a Diploma in Christian Education from Texas Bible College. Ruth has over 20 years of experience in social research, MEL and accountability. Ruth has several published works on women and matrilineal land,gender and natural resource ownership, women's economic empowerment and women's participation in peacemaking in Solomon Islands. Links·       Pacific MEL (PacMEL) https://spc.int/updates/blog/2022/03/continuously-improving-monitoring-evaluation-and-learning-systems-key-for·       Pacific MEL Diploma https://www.spc.int/DigitalLibrary/SPC/Collection/Pacific_MEL ·       Kakala Research Framework·       (PDF) Kakala Research Framework ·       Kakala_Research.pdf ·       Kakala Research Framework | SpringerLink ·       The Pacific Pause/Silence ·       Babasiga: A study on silence ·       silence | Southern Perspectives ·       (PDF) RESEARCHING THE PACIFIC INDIGE Issues and PerspectivesThp ' Okusitmo amna Researching Pacific and Indigenous Peoples: Issues andPerspectives ·       Pacific Frameworks and Relationality Koya, C.F.(2017). Rethinking Research as Relational Space in the Pacific Pedagogy andPraxis ·       Palau Voluntary National Review https://hlpf.un.org/sites/default/files/statement/2021/palau-2.pdf  ·      Cultural etiquette handbook https://www.spc.int/digitallibrary/get/sz6zkSPC 

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 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.

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, umesto Pravnika koji se šepuri Japanom, specijalni treći član je naš kolega teolog Blagoje Pantelić (eto, na P), pa su samim tim i teme malo „crkvenije“ - fizička blokada PBF, Crkva, podcast i „obojena revolucija“, da li ima spasa za SPC posle svega ovoga, da li jedan grad treba da ima slavu, zašto se Crkva ne oglašava povodom kockarnica na svakom ćošku i ponešto još, i naravno - Iz Riznice Pesmica Mitropolita Fotija - „Feragosto“ i „Duga“ 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 Fondacija teologija.net: https://teologija.net/fondacijateologijanet/

250604(3) [헤이 고뉴브] (1) 6.3 대선 본투표 이색 현장 121세 최고령 주민의 투표 참여 피자가게, 실내 씨름장, 자동차 판매 대리점 이색 투표소 눈길 / (2) 햄버거 빵 대란 인명사고 난 SPC삼립 시화공장 가동 중단 여파 / (3) SKT 589만명 유심교체 SKT 해킹사고 이후 589만 유심교체…대기자 334만 - 이태연

[경제적참견시점] 21대 대선 공약 점검 & SPC 또 끼임사고... 산재 반복 이유는? with 우석진 명지대 경제학과 교수, 김원장 기자

250521(1) [뉴스브리핑 아침 배송] 국민의힘, '배우자 TV 토론' 제안...민주 "황당하고 해괴" / ‘김건희 무혐의 처분' 이창수 서울중앙지검장 사의 표명 / SPC 노동자 사망사고 관계자 형사 입건 - 박순봉

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.

The boys dive into the recent developments in FC25's Ultimate Team, focusing on the introduction of EVOs and their impact on player engagement and market dynamics. The hosts discuss strategies for building competitive teams, the fluctuating value of players, and the controversies surrounding recent SPC releases, particularly the dual availability of Gullit cards. They emphasize the importance of community feedback and the need for EA to balance player economics with engaging content. In this conversation, the participants discuss various aspects of FC25 gameplay, focusing on player evaluations, market trends, trading strategies, and the impact of EVOs on the game. They delve into the nostalgia associated with certain players and the community's expectations regarding new card releases. The discussion also covers the Dream Chasers promo and speculations about the future of Team of the Season, highlighting the evolving dynamics of gameplay and trading within the EAFC community. Enjoying FUT Ballerz? Support the show by signing up for Ad Free and Bonus Pods Sign Up Here Want to get involved with the hosts and FUT Ballerz Community? Join our FREE Discord server Here! Have a question for the show? You can reach us in the discord, on social media (links below) or on our website! Visit our friends at FIFAUTEAM! Follow us on X. Hunter Paul Matt Jake. FUT Ballerz FIFAUTEAM Follow us on TikTok FUT Ballerz Follow us on Twitch FUT Ballerz Paul Follow us on Youtube FUT Ballerz Learn more about your ad choices. Visit podcastchoices.com/adchoices