Podcasts about Total quality management

Agile in Construction: Managing The Network of Promises in Lean Construction, with Luca Cotta Ramusino Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Luca defines success in Lean construction through two critical metrics from the Last Planner Method: PPC (Percentage of Plan Complete) and RNC (Reasons for Not Completing). Success means creating reliable promises in what he describes as construction's "network of promises." The Last Planner Method removes layers of management by having those closest to the work do the planning themselves. PPC measures how reliable your promises are—similar to Scrum's definition of "done"—while RNC identifies where problems concentrate, typically in 2-3 areas. Both the work provider and receiver must agree on what "complete" means for these metrics to be meaningful. Featured Retrospective Format for the Week: Reflect and Disinfect Luca developed this daily retrospective practice where people share what was interesting about their work day without formal meetings. Inspired by both Scrum retrospectives and Toyota's focus on reflection and introspection, this 15-minute format answers three questions: what should we continue doing, what should we stop doing, and what should we start doing? The practice emphasizes that teams need moments to stop and think back in order to improve how they work. The informal nature makes it accessible to construction crews who might resist traditional meeting formats. Self-reflection Question: How reliable are the promises your team makes, and what patterns do you see in the reasons they're not kept? [The Scrum Master Toolbox Podcast Recommends]

Ep 47 | Sarfraz A. Shah | Total Quality Management | Aao Baat Karain | Ali Abbas| Alief TV

In Part 2 on Zbaracki's “The rhetoric and reality of Total Quality Management,” we look at contemporary examples of rhetoric-reality gaps. Not being confined to “business fads,” there are many other cases where threatened legitimacy of an organization can lead it to acting defensively and avoid public acknowledgement of significant problems. What can or should managers do to avoid getting caught in a “lie” (or a really robust “fish story”)?

Coming soon! You might not have heard of Total Quality Management (TQM) but you no doubt have encountered pre-packaged performance improvement programs like it. What happens when the promises and rhetoric surrounding such a program exceed the realities of its implementation? Such is the subject of Mark Zbaracki's “The rhetoric and reality of Total Quality Management” that explored its implementation in several different sites, finding that oftentimes the pressures to maintain organizational legitimacy overtake all other considerations.

This month we explore a renowned multiple-case study commonly assigned as foundational readings in organization studies programs. Mark Zbaracki's “The rhetoric and reality of Total Quality Management” chronicled the development and introduction of Total Quality Management (TQM) into the corporate environment, only to find that in many cases its implementation did not align with the promises made by leaders about process improvements nor did firms fully exercise all the practices and activities that TQM required. The question that Zbaracki posed was more than to what extent did this rhetoric-reality unfold, but why?

George Dunn, CEO of CRE8 Independent Consultants, discusses digital transformation in Housing Commissions and Housing Authorities. George is an expert in Total Quality Management, process Re-engineering, and LEAN/Six Sigma; and in planning for advanced technologies such as digital workflow, process automation, and AI. Host, Kevin Craine Do you want to be a guest? https://DigitalTransformationPodcast.net/guest    

George Dunn, CEO of CRE8 Independent Consultants, discusses digital transformation in law firms. George has extensive experience helping to improve AMLAW 100 and 200 Law firms. He is highly experienced in Total Quality Management, process Re-engineering, and LEAN/Six Sigma; and in planning for advanced technologies such as digital workflow, process automation, and AI. George is published in Law Technology News, Corporate Counsel, and General Counsel. Host, Kevin Craine Do you want to be a guest? https://DigitalTransformationPodcast.net/guest

In this episode, Bill Bellows and Andrew Stotz discuss David Garvin's 8 Dimensions of Quality and how they apply in the Deming world. Bill references this article by Garvin: https://hbr.org/1987/11/competing-on-the-eight-dimensions-of-quality TRANSCRIPT 0:00:02.4 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 continuing my discussion with Bill Bellows, who has spent 31 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. This is the Misunderstanding Quality series, episode two, The Eight Dimensions of Quality. Bill, take it away.   0:00:30.4 Bill Bellows: Welcome back, Andrew. Great to see you again. All right, episode two, we're moving right along. So in episode one, which the title I proposed, waiting to see what comes out, the title I proposed was, Quality, Back to the Start. And that was inspired by some lyrics from Coldplay. Anyway, but this is a, it's going back to my start in quality and last time I mentioned discovering Taguchi's work long before I discovered Dr. Deming. In fact, Gipsie Ranney, who is the first president of the Deming Institute, the nonprofit formed by Dr. Deming and his family just before he passed away, and Gipsie became the first president and was on the board when I was on the board for many years. And I spoke with her nearly every day, either driving to work or driving home. And once, she calls me up and she says, "Bill," that was her Tennessee accent, "Bill."   0:01:50.5 BB: She says, "It says on The Deming Institute webpage that you infused Dr. Taguchi's work into Dr. Deming's work," something like that, that I... Something like I infused or introduced or I brought Taguchi's work into Deming's work, and I said, "Yes." I said, "Yeah, that sounds familiar." She says, "Isn't it the other way around?" That I brought Deming's work into Taguchi's work. And I said, "No, Gipsie," I said, "It depends on your starting point. And my starting point was Dr. Taguchi." But I thought it was so cool. She says, "Bill don't you have it? Don't you... " She is like, "Isn't it the other way around?" I said, "No, to me, it was all things Taguchi, then I discovered Dr. Deming." But I was thinking earlier before the podcast, and I walked around putting together how, what I wanna talk about tonight. And I thought, when I discovered Taguchi's work, I looked at everything in terms of an application of Dr. Taguchi's ideas.   0:03:29.7 AS: And one question about Taguchi for those people that don't know him and understand a little bit about him, was he... If I think about where Dr. Deming got at the end of his life, it was about a whole system, the System of Profound Knowledge and a comprehensive way of looking at things. Was Taguchi similar in that way or was he focused in on a couple different areas where he really made his contribution?   0:04:03.9 BB: Narrower than Dr. Deming's work. I mean, if we look at... And thank you for that... If we look at Dr. Deming's work in terms of the System of Profound Knowledge, the elements of systems psychology, variation, theory of knowledge, Taguchi's work is a lot about variation and a lot about systems. And not systems in the sense of Russ Ackoff systems thinking, but variation in the sense of where's the variation coming from looking upstream, what are the causes of that variation that create variation in that product, in that service?   0:04:50.9 BB: And then coupled with that is that, how is that variation impacting elsewhere in the system? So here I am receiving sources of variation. So what I deliver it to you has variation because of what's upstream of me and Taguchi's looking at that coupled with how is that variation impacting you? So those are the systems side, the variation side. Now, is there anything in Deming, in Taguchi's work about psychology and what happens when you're labelling workers and performance appraisals and, no, not at all.   0:05:37.6 AS: Okay, got it.   0:05:38.4 BB: Is there anything in there about theory of knowledge, how do we know that what we know is so? No, but there's a depth of work in variation which compliments very much so what Dr. Deming was doing. So anyway, so no. And so I discovered Taguchi's work, and I mentioned that in the first episode. I discovered his work, became fascinated with it, started looking at his ideas in terms of managing variation to achieve incredible... I mean, improved uniformity to the extent that it's worthwhile to achieve. So we were not striving for the ultimate uniformity, it's just the idea that we can manage the uniformity. And if we... And we'll look at this in more detail later, but for our audience now, if you think of a distribution of the variation in the performance of a product or a service, and you think in terms of... It doesn't have to be a bell-shaped distribution, but you have a distribution and it has an average and it has variation.   0:06:50.4 BB: What Dr. Taguchi's work is about in terms of a very brief, succinct point here in episode two is how might we change the shape of that distribution? How might we make it narrower, if that's a worthwhile adventure? It may be worthwhile to make it wider, not just narrower, but in both cases, we're changing the shape of the distribution and changing the location. So Taguchi's work, Taguchi's Methods, driven by variation comes to me, variation impacts you is how do I change the shape and location of that distribution? So on a regular basis, as I became more fascinated with that, I started thinking about, well, how might I apply Taguchi's ideas to these things that I encountered every day? Well, prior to that before discovering Taguchi's work, when I was a facilitator in problem solving and decision making training, I did the same thing, Andrew.   0:07:52.4 BB: I started looking at, oh, is this a problem? Is this a decision? Is this a situation that needs to be appraised? And so prior to that, what I was thinking about is when I was just a heat transfer analyst working on my Ph.D., I didn't look at how the heat transfer stuff affected all these other aspects of my lives. I didn't think about it when I went into a supermarket, but there was something about the problem solving and decision making that just infatuated me. And I would look at, oh, is Andrew talking about a decision or is Andrew talking about a problem? So I started hearing things. And so when I went into Taguchi's work, it was the same thing. And then shifting into Deming's work, it's the same thing. And I've... There's nothing else that I've studied that I look at things through those lenses. Anyway, so in studying, getting exposed to Taguchi, I mentioned that I had some time away from work, I went out on medical for some reasons and went and bought a book, a bunch of books.   0:09:02.4 BB: And one of the books I bought by David Garvin had come out in 1987, is entitled "The Eight Dimensions of Quality." There's a Harvard Business Review article that I wanna reference in this episode, and I'll put a link to the article. It's a free link. And so when you hear people talk about a quality product or a quality service or quality healthcare. We think in terms of it's quality as things, it's either good quality or bad quality or high quality, or somebody calls it low quality, or we just say it's a quality product. But what does that mean? So what I find is very loosely, we think in terms of categories of quality, good, bad, high, low. What we'll look at in a future episode is what would happen if we thought about quality on a continuum, which I believe Taguchi's work really demonstrates vividly as well as Dr. Deming's work.   0:10:07.4 BB: But even to back up before we talk about the eight dimensions of quality, I wanted to give some background on the word quality. The word quality, and this comes from an article and I'll put a link to this article, I wrote it for the Lean Management Journal a number of years ago, the word quality has Latin roots, beginning as qualitas, T-A-S, coined by the Roman philosopher and statesman, Marcus Tullius Cicero. He later became an adversary of this bad guy named Mark Antony. You've heard of him. Feared by Antony, this guy was feared by Antony because his power of speech led, you know what it led to, Andrew, his power of speech?   0:10:54.5 AS: What?   0:10:54.6 BB: His beheading.   0:10:55.8 AS: Oh my goodness.   0:10:56.5 BB: So for those of you with great powers of speech, watch out for your Mark Antony. But meanwhile, he introduced fellow Romans to the vocabulary of qualitas, quantitas, quantity, humanitas, humanities, essentia, which is, essence, he also is credited with an extensive list of expressions that translate into English today. Difference, infinity, science, morale. Cicero spoke of qualitas with his peers when focusing on the essential nature, character or property of an object. And this is kind of interesting. I mean, you can count how many apples do we have. And again, he came up with the term quantitas for quantity, but he is also talking about the essence of the apples. That's the quality word. And then 2000 years later when writing "The New Economics", Dr. Deming provided his definition and a little bit different.   0:12:05.3 BB: He says, "The problem anywhere is quality. What is quality?" Says the good doctor, "A product or service possesses quality if it helps somebody, it enjoys a good and sustainable market." And I said in the article, "As with Cicero, Deming saw quality as a property." And then some other background on quality before I talk about Garvin, "long after Cicero and well before Deming, quality as a property was a responsibility of guilds." Guilds. I mean, now we have writers guilds, we have actors guilds, and it's kind of cool that these guilds still exist and they are associations of artisans who control the practice of their craft, each with a revered trademark. So here in Los Angeles, we have writers guilds, actors guilds. They were organized as professional societies, just like unions.   0:13:00.2 BB: And these fraternities were developed, and within these fraternities they created standards for high quality. All right. So what is this quality management stuff from David Garvin? So this article was written 37 years ago and reviewing it for tonight's episode and I thought it fit in really, really well. I was reminded of... First time I read this article, 1989, I knew a lot about... Well, I knew, I was excited about Taguchi as I knew a lot about Taguchi, didn't know a lot about Dr. Deming. So I'm now reviewing it years later with a much deeper, broader Deming perspective than at that time. But I do believe, and I would encourage the listeners to get ahold of the article, look at it, if you wanna go into more depth, there's Garvin's book. And doing some research for tonight, I found out that he passed away in 2017, seven or so years ago.   0:14:04.6 BB: He was, I guess from, most of his career and education he was at the Harvard Business School, very well respected there. And so in the article it talks about, again, this, 1987, that's the era of Total Quality Management. That's the era in which Dr. Deming was attracting 2000 people to go to his seminars. 1987 is two years before Six Sigma Quality, two years before “The Machine That Changed The World.” And in the article, he says, "Part of the problem, of course, is that Japanese and European competition have intensified. Not many companies tried to make quality programs work even as they implemented them." This is back when quality was an era of quality circles. He says, "In my view, most of the principles about quality were narrow in scope. They were designed as purely defensive measures to preempt failures or eliminate defects, eliminate red beads."   0:15:10.3 BB: "What managers need now is an aggressive strategy to gain and hold markets with high quality," there we go again, "as a competitive linchpin." All right. So in the article, he has some interesting explanations of... Highlights. In the book is more depth. He talks about Joseph Juran, "Juran's Quality Handbook". Juran observed that quality could be understood in terms of avoidable and unavoidable costs. Dr. Deming talked about the economics. The New Economics, right? But Juran is looking at avoidable, unavailable costs resulting from defects in product failures. That's very traditional quality today.  The latter associated with prevention, inspection, sampling, sorting, quality control. And so this is what I found fascinating, is 37 years later, this is still the heavy sense of what quality is all about. Avoiding failure, avoiding defects.   0:16:18.3 BB: Then he talks about Total Quality Control coming from Armand Feigenbaum, who was a big name in the '80s. Again Dr. Deming's work kind of created this big quality movement but it wasn't just Dr. Deming people discovered, they discovered Philip Crosby in a Zero Defects advocacy, Feigenbaum, Juran, sometime later. Again, mid '80s, Dr. Taguchi's name started to be heard. All right. And then the reliability. All right. Now I wanna get into the... Oh, here's, this is good. "In 1961, the Martin Corporation, Martin Company was building Pershing missiles for the US Army. The design of the missile was sound, but Martin found that it could maintain high quality only through massive inspection programs."   0:17:13.0 BB: You know what Dr. Deming would say about inspection? It's after the fact. Sorting the good ones from the bad ones after the fact. No prevention there. But Martin found that it could only do it with inspection. And decided to offer... Again, this is 1961, and this is still the solution today, decided to offer workers incentives to lower the defect rate. And in December, 1961, delivered a Pershing missile to Cape Canaveral with zero discrepancies. Buoyed by this success, Martin's general manager in Florida accepted a challenge issued by the Army's missile command to deliver the first Pershing missile one month ahead of schedule. He went even further, he promised that the missile would be perfect. Perfect. You know what that means, Andrew?   0:18:12.3 AS: Tell us.   0:18:12.8 BB: All good, not bad.   0:18:14.9 AS: All good, not bad.   0:18:15.9 BB: He promised missile would be perfect with no hardware problems or document errors, and that all equipment would be fully operational 10 days after delivering. And so what was neat in going back to this is we still have this mindset that quality is about things being good, not bad. What is bad we call that scrap, we call that rework. That's alive and well today.   0:18:45.0 AS: The proclamations are interesting when you listen to what he's saying, when you're quoting that.   0:18:52.4 BB: Yeah, no, and I remember, 'cause again, I read this recently for the first time in 37 years and I'm going through it. And at the time I was thinking, "Wow, wow, wow, this is a really big deal. This is a really big deal." Now I look at it and say, "This is what we're still talking about today, 37 years later." The absence of defects is the essence of quality. All right. But so I would highly recommend the article. Now we get into what he proposes as eight critical dimensions of quality that can serve as a framework for strategic analysis. And I think even in a Deming environment, I think it's... I think what's really cool about this is it provides a broad view of quality that I think Deming's work fits in very well to, Dr. Taguchi's work fits in very well to, and I think covers a lot of what people call quality. So the first dimension he talks about is performance.   0:20:01.4 BB: And he says, "Of course, performance refers to a product's primary operating characteristics." He says, "For an automobile, performance would include traits like acceleration, handling, cruising speed. For a television, sound and picture clarity." He says "A power shovel in the excavation business that excavates 100 cubic yards per hour will outperform one that excavates 10 cubic yards per hour." So the capacity, that could be miles per gallon, carrying capacity, the resolution of the pixels, that's what he calls performance. Okay. Features is the second dimension of quality. Examples include free drinks on an airplane, but not if you're flying a number of airlines they charge you for those drinks, permanent press cycles on a washing machine, automatic tuners on a color television set. A number of people in our audience won't know what those are, bells and whistles. Features are bells and whistles.   0:21:17.2 BB: There was a time people would say the number of cup holders in your automobile, a feature could be intermittent wipers. So these are features. So again, I mean, so performance is kind of cool. What is the capacity, is it 100 horsepower, 200 horsepower, that's performance. Features, bells and whistles. Okay. Fine. Reliability, now we're talking. The dimension represents the probability of a product malfunctioning or failing within a specified period of time. So your car breaking down, are you gonna drive to work every day and one morning you're gonna go out and it's... That's a reliability issue. Okay. That's... When I think about reliability, that's a Taguchi thing, that's a Deming thing.  And looking at time between failures, okay, fine. Reliability comes down to... And if importance for the impact of downtime, if you're looking at engines not working and you're sitting at the gate, that's a reliability issue. The reliability is, it can be repaired, but it's gonna take some time, perhaps. Conformance. All right.   0:22:40.4 AS: Is number four, right?   0:22:42.2 BB: This is number four, a related dimension of quality is conformance or the degree to which a product's design and operating characteristics meet established standards. "This dimension owes to the importance of traditional approaches," it says, "to quality pioneers such as Juran." All products and services involve specifications of some sort. When new designs or models are developed, dimensions are set for parts or purity, these specifications are normally expressed as a target or a center. Now it's starting to sound a little bit like Dr. Taguchi's work, an ideal value, deviance from the center within a specified range. But this approach equates good quality with operating inside the tolerance band. There is little interest in whether the specifications have been met exactly. For the most part, dispersion within specifications is ignored. Ignored. That's balls and strikes, Andrew, balls and strikes.   0:23:51.2 BB: As long as the ball is somewhere in the strike zone, as long as the characteristic is somewhere within requirements, conformance, this gets into what I talk about in terms of the question number one of quality management. Has the requirement been met, the requirement for the performance, the dimension, is it within requirements? And there's only two answers, yes or no. That's conformance. I used to think that the American Society for Quality might be better known as the American Society for the Preservation of Conformance. I find there's a lot of conformance thinking. I'm reminded of, I'm a member of the American Society for Quality as I'm on the Deming Medal Committee, so I have to be a member of ASQ. So I get a daily or every other day newsletter with comments and conformance is a big part of the conversation. Good parts and bad parts, scrap and rework. All right.   0:25:02.3 BB: Conformance is number four. And it's not to say there isn't a place for the conformance, but conformance is then again different from what Dr. Taguchi is talking about. All right. Durability, the measure of a product life. Durability has both economic and technical dimensions. Durability is how long does it work before I throw it away? So reliability is about, I can repair it. Okay. And that's an inconvenience. Durability is like light bulbs. It runs and runs or a refrigerator and someone says, "Well, it's time for a new one." That's a durability issue. Okay. Durability is the amount of use you get before you haul it off to the junkyard. That's durability. Okay. Serviceability. And back in the '60s, now I'm dating myself, there would be commercials for... I don't know which television brand, but what they talked about is, and these would be commercials. Commercials on television as to "our TV is easy to repair." And I thought, is that a good thing?   [laughter]   0:26:22.4 AS: Is that a foreboding?   0:26:24.4 BB: Yeah. And so... But again, the last couple of days I had to fix the sprinkler system in the backyard. And here in California we have, everybody has a sprinkler system. In the East Coast, people have above ground sprinkler systems. Here, they're all below ground. You don't have to worry about the lines freezing, at least in Los Angeles. And so anyway, one of the valves broke and I thought I was gonna buy a new one and take some of the parts from the new one to put it into the old one. And that didn't quite work. And so meaning to say, serviceability on the design was awful. I couldn't service it.   0:27:11.5 BB: I had to replace the whole damn thing, which was a lot more work than I was expecting. Anyway, however they designed it, serviceability didn't seem to be a consideration in the... That's dimension number six. Again, not to say there's anything wrong with thinking about serviceability. In terms of... Yeah. Okay, I'll leave it with that. Okay, serviceability. Number seven, aesthetics. The final two dimensions of quality are the most subjective, aesthetics, how a product looks, feels, sounds, taste, or smells is clearly a matter of personal judgment. Nevertheless, there seem to be patterns, a rich and full flavor aroma.   0:28:01.0 BB: That's got nothing to do with Dr. Taguchi's work. I mean, you can go off and do market research, find out what is the most appealing flavor, the most appealing taste, the most appealing aroma. And this is what I used to tell students is, and once you understand that or that vivid color that attracts the customer, then you could use Dr. Taguchi's work for, how can I reliably, predictably recreate, week after week, day by day, car by car, that aroma, that flavor, but Taguchi's work is not gonna tell you what it is. And then the last dimension of quality, you ready, Andrew?   0:28:45.8 AS: Give it to me, Bill.   0:28:47.7 BB: Perceived quality. "Consumers do not always have complete information on a product's attributes and direct measure is maybe their only basis. A product's durability can seldom be observed." And so we talk about perceptions of quality. Again, this is 1987, he says, "For this reason, Honda, which makes cars in Marysville, Ohio, and Sony, which builds color TVs have been reluctant to publicize that their products..." Ready? "Are made in America." Because the perception in 1987 is we want them to be made in Japan. And then we could talk about the perception of Cadillac quality, the perception of Jaguar quality.   0:29:35.7 BB: My father's gas station back in the early '70s, it was a block away from the nearby hospital. So a lot of our customers were doctors and they came in in their Cadillacs and Mercedes. And it was just a lot of fun. It was pretty cool. And one doctor against all of his peers' recommendations bought a Jaguar XJ12, V12, 12 cylinders, and they told him again and again, they said, "It'll spend more time in the shop than you driving it." No, no, no, he had to have one, he had to have one. And sure enough, it spent most of the time in the shop, but I got to drive it now and then, which was pretty cool. But that's perceived quality.   0:30:27.5 BB: So I just wanted to, in this episode, throughout those eight dimensions of quality. Again, I encourage our listeners, viewers, I think to get a broader sense of quality before you just look at quality from Dr. Deming's perspective, quality from anyone else's. I think that Garvin has done a really good job covering eight bases, if I can use that term, of quality. And then what I think is neat is to look at which of these tie into Deming's work, which of these tie into Dr. Taguchi's work? And that's what I wanted to cover in this episode.   0:31:01.8 AS: Fantastic. Well, let's just review that for the listeners and the viewers out there, eight dimensions. The first one is performance, the second one is features, the third one is reliability, the fourth one is conformance, the fifth one is durability, the sixth one is serviceability, the seventh one is aesthetics, how it feels and all that, and then the eighth one is perceived quality. Woah, that was...   0:31:29.4 BB: All about... Yeah. And it is reputation. You either have a great reputation or not.   0:31:38.3 AS: All right. Well, Bill, on behalf of everyone at the Deming Institute, I want to thank you again for this discussion. For listeners, remember to go to deming.org to continue your journey. And if you wanna keep in touch with Bill, just find him on LinkedIn. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, "People are entitled to joy in work."

THREE words to describe this episode's conversation with Freek:  Eclectic – Myth-busting - Storytelling Everyone likes to think of themselves as a highly evolved person – and a great leader to. But strip away the jargon, polish and pretence...and aren't we're all just a bunch of naked apes?   Only now they're in charge of the most powerful organisations and technologies in the history of the planet – and it turns out they are as naked as we are.   This episode digs into the truth of organisational culture – and draws its lessons from some surprising places.   What do a tribe of Papua New Guinean cannibals have to teach us about the perils of Total Quality Management?   Which other sacred cows of might actually be ‘idea viruses?'  And is your firm secretly infected?  Freek Vermeulen is Director of Strategy, and Professor of Strategy and Entrepreneurship, at London Business School.   His erudite, bubble-bursting books include Breaking Bad Habits, and Business Exposed: the Naked Truth about What Really Goes On in the World of Business.    HIGHLIGHTS OF THIS FASCINATING EPISODE INCLUDE: GIVING YOUR PRODUCT AWAY IS GOOD FOR YOUR PAYING CUSTOMERS TOO. Aravind Eye Care began no-charge cataract treatment for India's poorest – and outcomes soared for their richer customers too. Could this surprising message help get subsidised green tech to the global South?    SOME MANAGEMENT THEORIES CAN BECOME VIRUSES. Survival of the fittest doesn't always apply in business, especially when good ideas are championed out of context – like Total Quality Management. Bad ideas can spread faster than they kill.   LESSONS FROM THE BABY-MAKERS: DO HARD THINGS ON PURPOSE. Freek's study of IVF shows that incentivising ‘selection at the gate' hurts long-term competitiveness. ESG metrics and divestment could stop firms taking on hard-to-decarbonise problems.   PUBLIC MARKETS PUNISH JARGON. Freek's analysis of 1,300+ deals shows that CEO ‘management speak' – even well-intentioned – turns investors off. Leaders who use ESG jargon risk eroding trust in their own useful climate action.  "… because we imitate this high performing firm, including the practices that may have contributed nothing to them being high performers…harmful management practices, just like cultural practices, including eating deceased relatives and like viruses can spread and survive…" "…and suddenly the world of business isn't as simple as that either …therefore not being judgmental or angry at people, but helping to understand the context and changing the context for people in organisations so that they don't make these wrong choices anymore. That's actually what's important."   REFERENCES: https://www.london.edu/faculty-and-research/faculty-profiles/v/vermeulen-f https://uk.linkedin.com/in/freek-vermeulen-a68617 https://www.goodreads.com/author/list/4558503.Freek_Vermeulen   Conversations on Climate is a podcast produced by United Renewables and this episode is in association with London Business School It brings together the best minds from academia and business, to offer their experience and expertise in the face of climate change –from game theorists to corporate diplomats, and oil industry veterans to micro-algae entrepreneurs.  For more top-quality interviews with our incredible guests, subscribe to our YouTube channel or follow us on Twitter. We'd love to have you join us! Don't forget to share with your colleagues, friends, and family. We would love to hear your opinions and feedback, so please leave your comments on our platforms. We talk about how the scope of the challenge before us is beyond that of any one individual or any one solution. We listen to thinkers, researchers, policymakers, and business leaders. They discuss a diversity of ideas and solutions to global climate and environmental issues and why they matter. Season 3 is presented by Chris Caldwell and produced by UNITED RENEWABLES. Tune into both the video and audio versions of this podcast NOW: https://www.unitedrenewables.co.uk/podcast Please visit our YouTube channel, where all of our Conversations are available for you to enjoy. SUBSCRIBE TO THE CHANNEL HERE: https://bit.ly/3GZpd7R  and ring the notification bell Join us on Twitter: https://bit.ly/3MnhuSf  Join us on Facebook: https://bit.ly/3Q5UKcj  Join us on LinkedIn: https://bit.ly/3tFEnK3    #leadership #organisationalbehaviour #climate #renewableenergy #conversationsonclimate #londonbusinessschool    

To improve outcomes, we have to improve systems. David Dibble explores a systems plan to fix the systems problems in healthcare, with Jim Cagliostro.   Episode Introduction  David explains the law of dissipating structures, how systems, not people, produce 94% of outcomes, and why reorder is a ‘'flight towards chaos.'' He also explains why the C-suite and frontline employees are different systems in healthcare, highlights the importance of a ‘'pull'' strategy, and shares why systems improvement means everybody wins.      Show Topics   Systems, not people, produce 94% of outcomes Understanding the law of dissipated structures Covid exposed the fragility of systems in healthcare Overcoming resistance to change in the C-suite 3D change management uses a ‘'pull'' strategy The ‘'golden triad'' of change agents  You can't solve problems with the same thinking used to create them     02:39 Systems, not people, produce 94% of outcomes David said the work of W. Edwards Deming, and Illya Prigogine was his inspiration for working in systems.  ‘'When I first ran into his work I went, oh my gosh. I mean, this whole notion that systems were producing 94% of outcomes and not people, I mean, that was news to me. I had always, like everybody else, assumed that, well, if we just got the people to behave differently we would get the results that we wanted, and it turned out that was not actually the way things work. So I learned about the power of systems. And then at the same time I ran into the work of a brilliant man named Ilya Prigogine, and he had won a Nobel Prize in 1977 for his law of dissipated structures. And so I ended up taking Deming's work and Prigogine's work, and maybe a few other bits and pieces out there, and looking at how I could implement that work in my own business. And it turned out to be a real boon for us. We had, at the time, I think about a thousand competitors nationwide, and after we implemented this systems improvement model in my own business, we probably rose into the top 15 in quality, technology, service. So all of a sudden our business was better.''   05:59 Understanding the law of dissipated structures David outlined the steps of dissipated structures which lead to ‘'reorder'' and natural system change.  ‘'Well, we are actually experiencing (in healthcare) what happens when the law of dissipated structures is at work anywhere in the universe. And the law of dissipated structures is actually very simple, but it's incredibly powerful and we don't get to vote on it, it's basically doing what it does. And what it does is it dictates that all systems will resist change when the environment is calling out for them to change. So we normally think of resistance to change as not a good thing, but it turns out it's actually necessary to create systematic change. So it resists change, and in that resistance to change it creates more complexity within the system. That complexity requires more energy coming into the system than the system can dissipate. Now, this stresses the system, and stress causes dysfunction in the system, and as the system continues to resist change, eventually it becomes so stressed that it can't contain the stress energy anymore and it enters what Prigogine called reorder, and reorder is basically a flight toward chaos. And of course, a flight to chaos means that we can't even identify it as a system anymore, but the energy is still there from the original system, and now it begins, slowly, generally over time, to come back together into a completely new system. And that completely new system is operating at a higher level of functionality in the changed environment, and is, again, stable in the changed environment, until it again begins to resist change again as the environment changes and goes through the process again.''   09:51 Covid exposed the fragility of healthcare David said the law of dissipated structures is at work in healthcare right now. ‘'I think the thing that's most important for what I would call mainstream healthcare, these are the big medical centers and everything that's attached to the big medical centers and the center of the macro system, is that the law of dissipated structures is at work in your organization right now, top to bottom. It is most evident in care delivery, and particularly since COVID, because what COVID did is it exposed the fragility and the already stressed care delivery systems, particularly in acute care settings. And what that did, COVID literally pushed some of those acute care settings into reorder. And the thing that is, I think, really important is that stress in systems is passed on to the people who work in those systems, and it's passed on to them both physically and mentally. And so we start looking at what's happened to staff, exhaustion, and then on the mental side we've got burnout and PTSD, and all sorts of things that are basically driving them off the job. And I think people, management and leadership in healthcare, should be very aware of what is happening down on the care delivery level, because that care delivery level is literally producing those numbers that are so important to leadership. They're producing the revenue numbers, they're producing the cost numbers, they're producing the margins, and unless we go down and we start improving those systems and start saving staff from these toxic systems down there, it's definitely going to affect those numbers that leadership and management are focused on.''   13:49 Overcoming resistance to change in the C-suite  David explained why focusing on the numbers is the way to communicate with the C-suite.  ‘'So when you talk to the people in leadership, I talk to them about the things that are important to them. I talk to them about profits and, okay, how do you really maximize profits? … So you can go in and you can say, "Well, let's talk a little bit about how can we maximize profitability, and how can we create huge ROIs for doing something, and how can we do it with the least possible risk to you," And this is important, "and you not really having to change much of what you're doing." You know how it is up there, it's like, oh my God, they've already tried so many of these things. The programs came in, even Deming, you can't implement it and sustain it in healthcare, and then it was Total Quality Management and Six Sigma and Lean and Lean Sigma and Toyota. None of them can you implement and sustain in healthcare, because all of those programs are not really programs, they're management models… let's say, at the top, you have to change your management model, and that has just never happened. It's just not going to happen. So in speaking to the people in the C-suite, I would talk about the things that are important to them, I would talk about the numbers. In talking to the people that are actually delivering the care, I would talk about what's important to them. I would say, "Okay, we're going to be looking at improving the quality of care, improving safety, taking the stress out of the job, reducing burnout, reducing turnover, addressing shortages." I would also talk to the people at the top about addressing shortages, I mean that's, I think, a potential existential problem for everybody.''   17:32 3D change management uses a ‘'pull'' strategy  David said a pull strategy is 100% voluntary, fixing systems and people at the same time.   ‘'I think one of the things that's really important too is the implementation strategy. If you look at pretty much all of the systems improvement programs that healthcare has attempted to implement, they all use a top-down push strategy. So the top buys into the program at least and says, yeah, we're going to implement, I'll make it a lean, and we're going to have whatever we need to do, but basically we're going to push it down into the organization. And eventually it's going to be pushed onto staff, and staff is going to be told, "You're going to do this." …and so now we get the pushback. And so what staff does is they know, they just wait it out, it'll be another flavor of the month, this too shall pass, and eventually the energy that was on getting this new program going starts to fade and things go back to pretty much the way they were. So whatever it is that we implement has to reverse that, and you have to use a pull strategy. So for instance, when we implement 3D change management, it all uses a pull, it's 100% voluntary, top to bottom. Nobody is asked to do anything they don't want to do. And the other thing is that in the implementation of the model, it must be healing to the people who implement it. In other words, you've got to give them their voice. You've got to actually work on the things that are important to them. They have to see that they can be successful in making a difference, and that all is healing. And so the idea that not only are we fixing the systems, we're fixing the people too at the same time.''   21:20 The ‘'golden triad'' of change agents in healthcare David explained how just three can successfully succeed change.  ‘'So we've made it so inexpensive that you can pretty much find the budget to get started pretty much anywhere. So it has to be really inexpensive. The ROIs, you've got to point out what is the return going to be for this? And then finally, you have to get a commitment from them not to kill the program before it can show success, which is generally within 90 days. So if we just have that from the top, we're in good shape. Now the bottom, all you need to do is you need to seed it. Now, it's better if you can go beyond seeding, but to seed it into a hospital, and you really only need three change agents to be trained, you need a change agent nurse, a change agent physician, and a change agent from admin, and titles don't matter, but just someone who cares about other people and wants to help and wants to do good, and that, we call it the golden triad. We can train those three people and literally seed it into pretty much any healthcare system, and we can start the work and the work will grow organically. You don't have to do a thing. The success is where it's been seeded, they'll talk about it in the hallways, and that sort of thing, and the next thing you know there'll be other departments saying, well, when do we get to do this? So it's a totally different way, and notice it's all a pull strategy. We're not going into a department and saying, "Okay, you're going to have to do this now." I think this is the setup that allows for a 3D, whether it's problem solving, change management, or systems redesign, to be successful.''   25:06 ‘'You can't solve problems with the same thinking used to create them'' David explained why implementing changes means being willing to expand your mindset. ‘'I think if you were looking at legacy programs, and stuff like that, yes, it is overwhelming for everybody, but I do not think this is overwhelming. I think it's just a matter of being willing to open your mind a little bit to another possibility that's completely different than everything else that we have looked at. I would call it from legacy mindsets. I mean, Einstein said, "You can't solve problems with the same thinking used to create them," and I think that we have quite a bit of that at the top in healthcare, and it's not a bad thing, we're all in the same boat. The mind naturally filters anything unlike itself. It's a dissipated structure. It's there in the same thing as the systems. And so it's not bad, but if we really want to look at expanding and taking the overwhelm away and getting started, then I think we have to expand our mindsets a little bit to include, it's not overwhelming and it's actually fairly straightforward.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with David Dibble on LinkedIn Check out VIE Healthcare and SpendMend    You'll also hear:  If we want to improve outcomes, we've got to improve the systems. ‘'It turns out that the physical universe, from the macro, which might be a cluster of galaxies in deep space, to the quantum level, is all systems and subsystems, and in nature, 100% of all the outcomes that we experience are a function of those systems and subsystems.'' Thinking differently about the C-suite, the ‘'profit maximization system.'' ‘'Their job is basically to maximize profits and make sure that the financials are good. Now, the people in care delivery aren't really interested in that that much. They're different systems.'' Why team players are vital for success: ‘'If you don't care about others and if you're not a team player, you can't do this work.'' The law of dissipative structures is not waiting around. ‘'…the thing to remember too is, there's a little bit of a ticking clock on all of this….and at some point the law of dissipative structures is going to have its way unless we intervene, particularly at the care delivery level for healthcare.'' Leadership tips: Why we all need to take time out to reflect and expand our awareness. ‘'But in order to go beyond what's already there, I think we need those moments of reflection, in particular around what are the things we do on automatic that just have not been working.'' What To Do Next:   Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies.   There are three ways to work with VIE Healthcare:   Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it.  VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings.  If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.  

Are you tired of hosting dull home parties, lackluster events, or forgettable conferences? Do you want to take your events to the next level and leave people walking away with an unforgettable experience, buzzing with excitement to share their stories with others? Well, listen in! Prepare to be captivated as we welcome the incredible Phil Mershon to our podcast. Phil is an event guru, an idea generator extraordinaire, and he's here to help you transform your events into life-changing, awe-inspiring occasions. We'll talk the 5 c's behind a great event and the importance of first impressions - not just at events but also on Social Media.  Phil Mershon is the mastermind behind the remarkable experiences at Social Media Marketing World and director of experience for Social Media Examiner! And guess what? He's got an upcoming book, "Unforgettable: The Art and Science of Creating Memorable Experiences," that's set to revolutionize the way you do business too. So grab your favorite drink and settle in as Phil unveils, for us, game-changing tips and tricks that will completely transform how you host and run your events. Enjoy!   We'll be talking about:  ➡ [0:00] Introduction ➡ [4:09] Who's Phil Mershon  ➡ [6:24] Total Quality Management  ➡ [9:24] Time standing still is what great events do ➡ [9:29] Turning events into regular engagement  ➡ [11:44] Sharing Phil's events knowledge ➡ [15:28] An event like baking bread ➡ [23:45] Living with constraints ➡ [24:08] First impressions matter ➡ [27:48] You remember how people make you feel   ➡ [35:17] A not so positive experience ➡ [44:25] Make or break an event ➡ [46:01] Running an event is art and science ➡ [48:50] Hybrid vs purely online events in comparison with in-person  ➡ [52:27] How to increase show up rates ➡ [56:10] Phil's favourite book ➡ [56:25]] Phil''s dream superpower ➡ [57:10 ] Phil's favourite quote ➡ [59:07] Phil's advice to his past self ➡ [59:27] Final thoughts   Resources:  ➡ Unforgettable: The Art and Science of Creating Memorable Experiences by Phil Mershon: https://amzn.to/3WPL1dW Book Recommendations:  ➡ The Power of Moments by Chip and Dan Heath: https://amzn.to/43AvocG Quote: ➡ “Not all moments are created equally"   About our guest: Phil Mershon is the director of experience for Social Media Examiner. He's been designing the Social Media Marketing World experience for over a decade, drawing from over 25 years in creating customized events. Phil loves to create memorable moments and transformational experiences. In addition, Phil is a jazz saxophonist, a pickleball enthusiast, and the author of ‘Unforgettable: The Art and Science of Creating Memorable Experiences'.   Connect with Phil Mershon: ➡ Phil Mershon's LinkedIn: https://www.linkedin.com/in/philmershon/ ➡ Phil Mershon's Facebook: https://www.facebook.com/phil.mershon/ ➡ Phil Mershon's website: https://maninthepew.com; https://www.socialmediaexaminer.com/smmworld/ ➡ Phil Mershon's Youtube: https://www.youtube.com/c/philmershon ➡ Phil Mershon's Twitter: https://twitter.com/Phil_Mershon ➡ Phil Mershon's Instagram: https://www.instagram.com/phil_mershon/?hl=en   Connect with Direct Selling Accelerator: ➡ Visit our website: https://www.auxano.global/ ➡ Subscribe to Youtube: https://www.youtube.com/c/DirectSellingAccelerator ➡ Follow us on Instagram: https://www.instagram.com/auxanomarketing/ ➡ Follow us on Facebook: https://www.facebook.com/auxanomarketing/ ➡ Email us at grow@auxanomarketing.com.au If you have any podcast suggestions or things you'd like to learn about specifically, please send us an email at the address above. And if you liked this episode, please don't forget to subscribe, tune in, and share this podcast.See omnystudio.com/listener for privacy information.

In this episode we talk Operational Excellence. Our host , James Scotland says: “What if I told you there are ways to improve your operational performance, reduce your costs, improve your quality and increase your bottom line while also improving your major buyer relationships? Impossible? Today's guest - Tim McLean, the founder of TXM Lean Solutions- knows how. In just 20 years Tim and his partners have built a global business by assisting businesses all over the world to do just that. James and Tim talk Lean, Total Quality Management, the Toyota Way, the Supply Chain Bullwhip Effect and much more. They also talk about trade show and how to ensure attendance converts to invoice. This episode is a practical conversation on business and supply chain improvement. It's a great addition to the knowledge bank being created by this podcast series. About Tim McLean In 2004, Tim McLean left a successful Operations Leadership career to form TXM with the aim of helping manufacturing and supply chain companies transform their operations. Tim was joined by leading Lean coach Anthony Clyne in 2008 and experienced operations and business leader, Ron Spiteri in 2012. Since 2004, TXM has grown to become a leading international Operational Excellence and Lean consulting company with offices in Australia, China, Europe, the UK, Australia, New Zealand and Canada and projects in more than 25 countries globally.

W. Edwards Deming is universally recognized as one of the fathers of Total Quality Management. His groundbreaking work helped numerous Japanese companies, with whom he consulted in the period following WWII, improve their efficiency and performance and surge onto the world scene as a formidable business competitor in the 1970s and 1980s. American companies caught on eventually, and the Deming Philosophy that he created, with its 14 principles, serves as a guide for a great many companies to this day. In this Tugboat Institute® talk, W. Edwards Deming's grandson, Kevin Cahill, shares his grandfather's philosophy and some of its central tenets, which happen to align nicely with the Evergreen 7Ps® principles, in particular People First. Today, Kevin is the Executive Director of the Deming Institute and a champion for his grandfather's important and highly relevant work. Listen and learn about Deming's work and the incredible People First insights that helped him advise some of the world's largest companies on their way to becoming giants in their industries. 

Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is "Lean Operations." Our guest is John Carrier, Senior Lecturer of Systems Dynamics at MIT. In this conversation, we talk about the people dynamics that block efficiency in industrial organizations. If you like this show, subscribe at augmentedpodcast.co (https://www.augmentedpodcast.co/). Augmented is a podcast for industry leaders, process engineers, and shop floor operators, hosted by futurist Trond Arne Undheim (https://trondundheim.com/) and presented by Tulip (https://tulip.co/). Follow the podcast on Twitter (https://twitter.com/AugmentedPod) or LinkedIn (https://www.linkedin.com/company/75424477/). Trond's Takeaway: The core innovative potential in most organizations remains its people. The people dynamics that block efficiency can be addressed once you know what they are. But there is a hidden factory underneath the factory, which you cannot observe unless you spend time on the floor. And only with this understanding will tech investment and implementation really work. Stabilizing a factory is about simplifying things. That's not always what technology does, although it has the potential if implemented the right way. Transcript: TROND: Welcome to another episode of the Augmented Podcast. Augmented brings industrial conversations that matter, serving up the most relevant conversations on industrial tech. And our vision is a world where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is Lean Operations. Our guest is John Carrier, Senior Lecturer of Systems Dynamics at MIT. In this conversation, we talk about the people dynamics that block efficiency in industrial organizations. Augmented is a podcast for industrial leaders, process engineers, and shop floor operators, hosted by futurist Trond Arne Undheim and presented by Tulip. John, welcome to the show. How are you? JOHN: Trond, I'm great. And thank you for having me today. TROND: So we're going to talk about lean operations, which is very different from a lot of things that people imagine around factories. John, you're an engineer, right? JOHN: I am an engineer, a control engineer by training. TROND: I saw Michigan in there, your way to MIT and chemical engineering, especially focused on systems dynamics and control. And you also got yourself an MBA. So you have a dual, if not a three-part, perspective on this problem. But tell me a little bit about your background. I've encountered several people here on this podcast, and they talk about growing up in Michigan. I don't think that's a coincidence. JOHN: Okay, it's not. So I was born and raised in the city of Detroit. We moved out of the city, the deal of oil embargo in 1973. I've had a lot of relatives who grow up and work in the auto industry. So if you grew up in that area, you're just immersed in that culture. And you're also aware of the massive quote, unquote, "business cycles" that companies go through. What I learned after coming to MIT and having the chance to meet the great Jay Forrester a lot of those business cycles are self-inflicted. What I do is I see a lot of the things that went right and went wrong for the auto industry, and I can help bring that perspective to other companies. [laughs] TROND: And people have a bunch of assumptions about, I guess, assembly lines in factories. One thing is if you grew up in Michigan, it would seem to me, from previous guests, that you actually have a pretty clear idea of what did go on when you grew up in assembly lines because a lot of people, their parents, were working in manufacturing. They had this conception. Could we start just there? What's going on at assembly lines? JOHN: I'm going to actually go back to 1975 to a Carrier family picnic. My cousin, who's ten years older than I, his summer job he worked at basically Ford Wayne, one of the assembly plants. He was making $12 an hour in 1975, so he paid his whole college tuition in like a month. But the interesting point was he was talking about his job when all the adults were around, and he goes, "Do you know that when they scratch the paint on the car, they let it go all the way to the end, and they don't fix it till it gets to the parking lot?" And I'll never forget this. All the adults jumped on him. They're like, "Are you an idiot? Do you know how much it costs to shut the line down?" And if you use finance, that's actually the right answer. You don't stop the line because of a scratch; you fix it later. Keep the line running. It's $10,000 a minute. But actually, in the short term, that's the right decision. In the long term, if you keep doing that, you're building a system that simply makes defects at the same rate it makes product. And it's that type of logic and culture that actually was deeply ingrained in the thinking. And it's something that the Japanese car companies got away from. It's funny how deeply ingrained that concept of don't stop the line is. And if you do that, you'll make defects at the same rate that you make product. And then, if you look at the Detroit newspapers even today, you'll see billion-dollar recalls every three months. And that's a cycle you've got to get yourself out of. TROND: You know, it's interesting that we went straight there because it's, I guess, such a truism that the manufacturing assembly line kind of began in Detroit, or at least that's where the lore is. And then you're saying there was something kind of wrong with it from the beginning. What is it that caused this particular fix on keeping everything humming as opposed to, I guess, what we're going to talk about, which is fixing the system around it? JOHN: There's a lot of work on this. There's my own perspective. There's what I've read. I've talked to people. The best I can come up with is it's the metrics that you pick for your company. So if you think about...the American auto industry basically grew up in a boom time, so every car you made, you made profit on. And their competitive metric was for General Motors to be the number one car company in the world. And so what that means is you never miss a sale, so we don't have time to stop to fix the problem. We're just going to keep cranking out cars, and we'll fix it later. If you look at the Japanese auto industry, when it arose after World War II, they were under extreme parts shortages. So if one thing were broken or missing, they had to stop. So part of what was built into their culture is make it right the first time. Make a profit on every vehicle versus dominant market share. TROND: Got it. So this, I guess, obsession with system that you have and that you got, I guess, through your education at MIT and other places, what is it that that does to your perspective on the assembly line? But there were obviously reasons why the Ford or the Detroit assembly lines, like you said, looked like they did, and they prioritized perhaps sales over other things. When you study systems like this, manufacturing systems, to be very specific, how did you even get to your first grasp of that topic? Because a system, you know, by its very nature, you're talking about complexity. How do you even study a system in the abstract? Because that's very different, I guess, from going into an assembly and trying to fix a system. JOHN: So it's a great question. And just one thing I want to note for the audience is although we talk about assembly lines, most manufacturing work is actually problem-solving and not simply repetitive. So we need to start changing that mindset about what operations really is in the U.S. We can come to that in the end. TROND: Yeah. JOHN: I'll tell you, I'm a chemical engineer. Three pieces of advice from a chemical engineer, the first one is never let things stop flowing. And the reason why that's the case in a chemical plant is because if something stops flowing for a minute or two, you'll start to drop things out of solution, and it will gum everything up. You'll reduce the capacity of that system till your next turnaround at least. And what happens you start getting sludge and gunk. And for every class I was ever in, in chemical engineering, you take classes in heat transfer, thermodynamics, kinetics. I never took a class in sludge, [laughs] or sticky solids, or leftover inventory and blending. And then, when I first went to a real factory after doing my graduate work, I spent four to six years studying Laplace transforms and dynamics. All I saw were people running around. I'm like, that's not in the Laplace table. And, again, to understand a chemical plant or a refinery, it takes you three to five years. So the question is, how can you actually start making improvement in a week when these systems are so complex? And it's watch the people running around. So that's why I focus a lot on maintenance teams. And I also work with operations when these things called workarounds that grow into hidden factories. So the magic of what I've learned through system dynamics is 80% to 90% of the time, the system's working okay, 10% or 20% it's in this abnormal condition, which is unplanned, unscheduled. I can help with that right away. TROND: So you mentioned the term hidden factories. Can you enlighten me on how that term came about, what it really means? And in your practical work and consulting work helping people at factories, and operations teams, and maintenance teams, as you said, why is that term relevant, and what does it really do? JOHN: Great. So I'm going to bring up the origin. So many people on this call recognize the name Armand Feigenbaum because when he was a graduate student at the Sloan School back in the '50s, he was working on a book which has now become like the bible, Total Quality Management or TQM. He's well known for that. He's not as well known for the second concept, which he should be better known for. Right after he graduated, he took a job in Pittsfield, Massachusetts, for one of the GE plastic plants. Here he comes out of MIT. I'm going to apply linear equations. I'm going to do solving, all these mathematics, operation constraints, all these things. When he gets into that system, he realizes 30% of everything going on is unplanned, unscheduled, chaotic, not repeated. He's like, my mathematical tools just break down here. So he did something...as important as marketing was as an operational objective, he named these things called hidden factories. And he said, 30% of all that work is in these hidden factories. And it's just dealing with small, little defects that we never ever solve. But over time, they actually erode our productivity of systems that can eat up 10% to 20% of productivity. And then, finally, it's work that I'm doing. It's the precursor to a major accident or disaster. And the good side is if you leave the way the system works alone, the 80%, and just focus on understanding and reducing these hidden factories, you can see a dramatic improvement quickly and only focus on what you need to fix. TROND: So, for you, you focus on when the system falls apart. So you have the risk angle to this problem. JOHN: Exactly. And so just two things, I'm like a doctor, and I do diagnosis. So when you go to the doctor, I'm not there to look at your whole system and fix everything. I'm like, here are first three things we got to work at, and, by the way, I use data to do that. And what I realized is if everyone just steps back after this call and thinks about today, right? When you get to the end of the day, what percent of everything in that factory or system happened that was in your schedule? And you'll start to realize that 30% of the people are chasing symptoms. So you need data to get to that root cause, and that will tell you what data to collect. And second, look for time because what you're doing is these hidden factories are trying to keep the system running because you have a customer. You have your takt time, and so people are scrambling. And if you put that time back into the system, that's going to turn into product. TROND: John, I'm just curious; when you say data, I mean, there's so much talk of data and big data and all kinds of data. But in manufacturing, apart from the parts that you're producing, I mean, some of this data is hard to come by. When you say data, what data will you even get access to? JOHN: I come from the Albert Einstein School is. I need a ruler, and I need a stopwatch. Go into any system that you work in, whether it be your factory or your house, and ask the last time someone measured how long something took, and you will find a dearth of that data. And the reason why I love time data is it never lies. Most data I see in databases was collected under some context; I can't use it. So I go right in the floor and start watching 5 or 10 observations and looking at all the variation. The second point I ask is, what's a minute worth in your system or a second? So if we're in an auto assembly plant, in a chemical plant, if we're in a hospital, in an operating room, those minutes and seconds are hundreds of thousands of dollars. So within about 20 minutes, not only have I measured where there's opportunity, we're already on the way to solving it. TROND: So, so far, you haven't talked much about the technology aspects. So you work at a business school, but that business school is at MIT. There's a lot of technology there. It strikes me that a lot of times when we talk about improvements, certainly when we talk about efficiencies in factories, people bring up automation machines as the solution to that tool. And I'm sure you're not against machines, but you seem to focus a lot more on time, on organizational factors. How should people think about the technology factor inside of their operations? JOHN: So, first, you brought up...my nickname is Dr. Don't. And the reason they call me Dr. Don't [laughs] is because they'll go, "Should we invest in this? Can we buy these robots?" I say, "No, you can't do that." And I'm going to tell you why. First is, I was quote, unquote, "fortunate enough" to work in a lot of small and mid-sized machine shops during the 2009 downturn. And I was brought in by the banks because they were in financial trouble. And the one thing I noticed there was always a million-dollar automation or robot wrapped in plastic. And large companies can get away with overspending on technology, small and mid-sized companies can't. And so what you really want to do is go and watch and see what the problem is, buy just as much technology as you need, and then scale that. First is, like I just said, I was just in a plant a few weeks ago, and they just implemented several hundred sensors to basically listen to their system. That's all good. It's data we need. Two problems, why'd you put in several hundred and not put in 20? And second, when we inspected it, about 15% were either not plugged in or weren't reading. So what happened was if we would have started with 20 and put the resource in analyzing that data, then when we scaled to the several hundred, we'd have had our systems in place. Instead, we overwhelmed everyone with data, so it really didn't change the way they work. Now we fixed that. But your question was, why am I skeptical or slow to invest in technology? Technology costs money, and it takes time. If you don't look at the system first and apply the technology to solve the system problem, you're going to end up with a million-dollar piece of equipment wrapped in plastic. If you go the other direction, you will scale successfully. And no one's better at this than Toyota. They only invest in the technology they need. Yet you can argue they're at least as technologically sophisticated as all the rest. And they've never lost money except in 2009 so that is a proof point. TROND: What are some examples of places you've been in lately, I don't know, individual names of companies? But you said you're working kind of mid-sized companies. Those are...[laughs] the manufacturing sector is mid-sized companies, so that sounds very relevant. But what are some examples in some industries where you have gone in and done this kind of work? JOHN: I work for large companies and small and mid-sized. And I'm a chemical engineer, but I love machine shops. So I sit on the board of a $25 million machine shop. They make parts for a diesel truck and some military applications. They make flywheels. So one of their big challenges is in the United States and in the world, we're suffering with a problem with castings. We received our castings. Interesting thing is there are void fractions. One of the things I do want to share is as a systems guy, I'm not an expert in mechanical engineering or any of that, but I can add value by helping look for defects. Let me tell you what their challenge is. So, first of all, more of their castings are bad. Then this surprised me...I learned from asking questions. If you've ever been in a machine shop, one thing I learned about when you're making casting is that there are always bubbles in it. You can't avoid it. The art of it is can you put the bubbles in the places where they don't hurt? You minimize the bubbles, and you move them to the center. So one is we're getting bad castings, but the second part was when we made some of these castings, and they had a void problem in the center. So that doesn't cause a problem with your flywheel. The customer sent them back because they're becoming oversensitive to the defects that don't count. And it's because they switched out staff. So I guess what I'm trying to say here is our supply chain is undergoing this new type of stress because we're losing the type of expert system expertise that we've had from people that have worked in this industry 20 to 30 years. That's a really important aspect. The second is we're in their line balancing all the time. I think a lot of the things you learn in class, you spend one class on load balancing or line balancing, operation and manufacturing, and then you go into a factory, and no one's doing it. So I just wanted to share two points. My one factor is doing that they cut 30% of their time. Another system I'm working in they have one experienced supervisor managing four new people on four different setups. What I realized is there's not enough of that supervisor to go around. We're like, why don't we shoot videos like the NFL does [laughs] and watch those films of how people do their work? Because when you're an expert, Trond, and you go to do a task, you say, "That has five steps." But if I sent you or me new, we'd look and go, "There are really about 80 steps in there." And you explained it to me in 15 minutes. How am I going to remember that? So shooting film so people can go back and watch instead of bothering your supervisor all the time, which they won't do. So what I do think, to wrap up on this point, is when you talk about technology, the camera, the video that you have in your pocket, or you can buy for $200, is the best technology you can probably apply in the next three to six months. And I would greatly encourage everyone to do something like that. MID-ROLL AD: In the new book from Wiley, Augmented Lean: A Human-Centric Framework for Managing Frontline Operations, serial startup founder Dr. Natan Linder and futurist podcaster Dr. Trond Arne Undheim deliver an urgent and incisive exploration of when, how, and why to augment your workforce with technology, and how to do it in a way that scales, maintains innovation, and allows the organization to thrive. The key thing is to prioritize humans over machines. Here's what Klaus Schwab, Executive Chairman of the World Economic Forum, says about the book: "Augmented Lean is an important puzzle piece in the fourth industrial revolution." Find out more on www.augmentedlean.com, and pick up the book in a bookstore near you. TROND: I wanted to ask you then, derived from this, to what extent can some of these things be taught as skills on a systemic level in a university or in some sort of course, and to what extent? Do you really just have to be working in manufacturing and observing and learning with data on your own? By extension, to what extent can a manager or someone, anyone in the organization, just develop these practices on their own? And to what extent do you need mentorship from the outside to make it happen or see something in the system that is very difficult to see from the inside? JOHN: So it's interesting you ask that because that's very much the problem I'm dealing with because as good as our universities are, the best place to learn operations in manufacturing is on the factory floor. So how do you simulate that approach? I teach lean operations at MIT Sloan. And what I do with my students is I ask them to pick a routine task, video two minutes of it, and reduce that by 30%. And I've done this two years in a row. When you look at these projects, the quality of the value streams and the aha moments they had of time that they were losing is stunning. You know what the challenge is? They don't yet always appreciate how valuable that is. And what I want them to realize is if you're washing dishes or running a dishwasher, why is that any different from running a sterilization process for hospital equipment? Why is that any different from when you're actually doing setup so that maintenance can get their work done 30% faster? I've given them the tools, and hopefully, that will click when they get out into the workspace. But I do have one success point. I had the students...for some classes, they have to run computers and simulations during class. So that means everyone has to have the program set up. They have to have the documentation. So you can imagine 5 to 10 minutes a class, people getting everything working right. One of my teams basically said we're going to read...it took about five minutes, and they said, we're going to do this in 30 seconds just by writing some automated scripts. They did that for our statistics class, and then they shared it with their other classmates, beautiful value stream, video-d the screens, did it in about four or five hours. The next class they took later I found out they did that for a class project, and they sold the rights to a startup. So first is getting them that example in their own space, and then two, helping them make analogies that improving things in your own house isn't all that much different than the systemic things in a factory. TROND: Learning by analogy, I love it. I wanted to profit from your experience here on a broader question. It takes a little bit more into the futuristic perspective. But in our pre-conversation, you talked about your notion on industry 4.0, which, to me, it's a very sort of technology, deterministic, certainly tech-heavy perspective anyway. But you talked about how that for you is related to..., and you used another metaphor and analogy of a global nervous system. What do you think, well, either industry 4.0 or the changes that we're seeing in the industry having to do with new approaches, some of them technology, what is it that we're actually doing with that? And why did you call it a global nervous system? JOHN: When I graduated from school, and I'm a control systems skilled in the arts, so to speak. And the first thing I did...this is back in the '90s, so we're industry 3.0. When you're in a plant, no one told me I was going to spend most of my time with the I&C or the instrumentation and control techs and engineers. That's because getting a sensor was unbelievably expensive. Two, actually, even harder than getting the budget for it was actually getting the I&C tech's time to actually wire it up. It would take six weeks to get a sensor. And then three, if it weren't constantly calibrated and taken care of, it would fall apart. And four, you get all those three workings, if no one's collecting or knows how to analyze the data, you're just wasting [laughs] all your money. So what was exciting to me about industry 4.0 was, one, the cost of sensors has dropped precipitously, two, they're wireless with magnets. [laughs] So the time to set it up is literally minutes or hours rather than months and years. Three, now you can run online algorithms and stuff, so, basically, always check the health of these sensors and also collect the data in the form. So I can go in, and in minutes, I can analyze what happened versus, oh, I got to get to the end of the week. I never looked at that sensor. And four, what excited me most, and this gets to this nervous system, is if you look at the way industries evolved, what always amazes me is we got gigantic boilers and train engines and just massive equipment, physical goods. Yet moving electrons actually turns out to be much more costly in the measurement than actually building the physical device. So we're just catching up on our nervous system for the factory. If I want to draw an analogy, if you think about leprosy; a lot of people think leprosy is a physical disease; what it is is it's your nerves are damaged, so because your nerves are damaged, you overuse that equipment, and then you wear off your fingers. And if you look at most maintenance problems in factories, it's because they didn't have a good nervous system to realize we're hurting our equipment. And maintenance people can't go back and say, "Hey, in three months, you're going to ruin this." And the reason I know it is because I have this nervous system because I'm measuring how much you're damaging it rather than just waving it. And now it becomes global because, let's say you and I have three pumps in our plant, and we need to take care of those. They are on the production line, very common. What if we looked at the name of that pump, called the manufacturer who's made tens of thousands of those? There's the global part. So they can help us interpret that data and help us take care of it. So there's no defect or failure that someone on this planet hasn't seen. It's just we never had the ability to connect with them and send them the data on a platform like we can with a $5,000 pump today. So that's why I look at it, and it's really becoming a global diagnosis. TROND: It's interesting; I mean, you oscillate between these machine shops, and you had a medical example, but you're in medical settings as well and applying your knowledge there. What is the commonality, I guess, in this activity between machine shops, you know, improving machine shops and improving medical teams' ability to treat disease and operate faster? What is it that is the commonality? So you've talked about the importance, obviously, of communication and gathering data quicker, so these sensors, obviously, are helping out here. But there's a physical aspect. And, in my head, a machine shop is quite different from an operating room, for example. But I guess the third factor would be human beings, right? JOHN: I'm going to put an analogy in between the machine shops at the hospital, and that's an F1 pit crew. And the reason I love F1 is it's the only sport where the maintenance people are front and center. So let's now jump to hospitals, so the first thing is if I work in a hospital, I'm talking to doctors or nurses in the medical community. And I start talking about saving time and all that. Hey, we don't make Model Ts. Every scenario we do is different, and we need to put the right amount of time into that surgery, which I completely agree to. Where we can fix is, did we prepare properly? Are all our toolkits here? Is our staff trained and ready? And you'd think that all those things are worked out. I want to give two examples, one is from the literature, and one is from my own experience. I'd recommend everyone look up California infant mortality rates and crash carts. The state of California basically, by building crash carts for pregnancies and births, cut their infant mortality rate by half just by having that kit ready, complete F1 analogy. I don't want my surgeon walking out to grab a knife [laughs] during surgery. And then second is, I ran a course with my colleagues at MIT for the local hospitals here in Boston. You know what one of the doctor teams did over the weekend? They built one of these based on our class. They actually built...this is the kit we want. And I was unbelievably surprised how when we used the F1 analogy, the doctors and surgeons loved it, not because we're trying to actually cut their time off. We're trying to put the time into the surgery room by doing better preparations and things like that. So grabbing the right analogy is key, and if you grab the right analogy, these systems lessons work across basically anywhere where time gets extremely valuable. TROND: As we're rounding off, I wanted to just ask you and come back to the topic of lean. And you, you use the term, and you teach a class on lean operations. Some people, well, I mean, lean means many things. It means something to, you know, in one avenue, I hear this, and then I hear that. But to what extent would you say that the fundamental aspects of lean that were practiced by Toyota and perhaps still are practiced by Toyota and the focus on waste and efficiency aspects to what extent are those completely still relevant? And what other sort of new complements would you say are perhaps needed to take the factory to the future, to take operational teams in any sector into their most optimal state? JOHN: As a control engineer, I learned about the Toyota Production System after I was trained as a control system engineer. And I was amazed by the genius of these people because they have fundamentally deep control concepts in what they do. So you hear concepts like, you know, synchronization, observability, continuous improvement. If you have an appreciation for the deep control concepts, you'll realize that those are principles that will never die. And then you can see, oh, short, fast, negative feedback loops. I want accurate measurements. I always want to be improving my system. With my control background, you can see that this applies to basically any system. So, in fact, I want to make this argument is a lot of people want to go to technology and AI. I think the dominant paradigm for any system is adaptive control. That's a set of timeless principles. Now, in order to do adaptive control, you need certain technologies that provide you precision analysis, precision measurement, real-time feedback loops. And also, let us include people into the equation, which is how do I train people to do tasks that are highly variable that aren't applying automation is really important. So I think if people understand, start using this paradigm of an adaptive control loop, they'll see that these concepts of lean and the Toyota Production System are not only timeless, but it's easier to explain it to people outside of those industries. TROND: Are there any lessons finally to learn the way that, I guess, manufacturing and the automotive sector has been called the industry of industries, and people were very inspired by it in other sectors and have been. And then there has been a period where people were saying or have been saying, "Oh, maybe the IT industry is more fascinating," or "The results, you know, certainly the innovations are more exciting there." Are we now at a point where we're coming full circle where there are things to learn again from manufacturing, for example, for knowledge workers? JOHN: What's driving the whole, whether it be knowledge work or working in a factory...which working in a factory is 50% knowledge work. Just keep that in mind because you're problem-solving. And you know what's driving all this? It is the customer keeps changing their demands. So for a typical shoe, it'll have a few thousand skews for that year. So the reason why manufacturing operations and knowledge work never get stale is the customer needs always keep changing, so that's one. And I'd like to just end this with a comment from my colleague, Art Byrne. He wrote The Lean Turnaround Action Guide as well as has a history back to the early '80s. And I have him come teach in my course. At his time at Danaher, which was really one of the first U.S. companies to successfully bring in lean and Japanese techniques, they bring in the new students, and the first thing they put them on was six months of operations, then they move to strategy and finance, and all those things. The first thing that students want to do is let's get through these operations because we want to do strategy and finance and all the marketing, all the important stuff. Then he's basically found that when they come to the end of the six months, those same students are like, "Can we stay another couple of months? We just want to finish this off." I'm just saying I work in the floor because it's the most fun place to work. And if you have some of these lean skills and know how to use them, you can start contributing to that team quickly. That's what makes it fun. But ultimately, that's why I do it. And I encourage, before people think about it, actually go see what goes on in a factory or system before you start listening to judgments of people who, well, quite frankly, haven't ever done it. So let me just leave it at that. [laughs] TROND: I got it. I got it. Thank you, John. Spend some time on the floor; that's good advice. Thank you so much. It's been very instructive. I love it. Thank you. JOHN: My pleasure, Trond, and thanks to everybody. TROND: You have just listened to another episode of the Augmented Podcast with host Trond Arne Undheim. The topic was Lean operations, and our guest was John Carrier, Senior Lecturer of Systems Dynamics at MIT. In this conversation, we talked about the people dynamics that block efficiency in industrial organizations. My takeaway is that the core innovative potential in most organizations remains its people. The people dynamics that block efficiency can be addressed once you know what they are. But there is a hidden factory underneath the factory, which you cannot observe unless you spend time on the floor. And only with this understanding will tech investment and implementation really work. Stabilizing a factory is about simplifying things. That's not always what technology does, although it has the potential if implemented the right way. Thanks for listening. If you liked the show, subscribe at augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. If you liked this episode, you might also like other episodes on the lean topic. Hopefully, you'll find something awesome in these or in other episodes, and if so, do let us know by messaging us. We would love to share your thoughts with other listeners. The Augmented Podcast is created in association with Tulip, the frontline operation platform that connects people, machines, and devices, and systems. Tulip is democratizing technology and empowering those closest to operations to solve problems. Tulip is also hiring, and you can find Tulip at tulip.co. Please share this show with colleagues who care about where industrial tech is heading. And to find us on social media is easy; we are Augmented Pod on LinkedIn and Twitter and Augmented Podcast on Facebook and YouTube. Augmented — industrial conversations that matter. See you next time. Special Guest: John Carrier.

On this episode, Grace Swain has a candid and lively discussion with Mrs. Susan Boudreau, the president of Mobile Infirmary since 2015, where she also served as the chief operating officer and Vice President of Oncology. Mrs. Boudreau will share her advice for young women on how to get started in a healthcare career, leading with confidence, the benefits of hard work, the importance of listening, and learning to enjoy life's small things. Susan Boudreau Says: Work hard and be honest. But I will tell you, if people like you, you're better able to accomplish what you want because you accomplish things through others as a leader. And I know for myself it's not about me. I'm passionate about the field that I'm in and helping other people. That's what you got to find. What is it that you really enjoy and are passionate about? And if you can be paid to do that, that's fantastic. Susan Boudreau - Girls Can Podcast 1/26/23 More About Susan Boudreau Susan Boudreau has served as the president of Mobile Infirmary since 2015, where she also served as the chief operating officer and Vice President of Oncology. She is a Fellow of the American College of Healthcare Executives and serves on several community boards. Mrs. Boudreau earned her bachelor's degree in science in Medical Technology from the University of Alabama and her master's degree in science in Health Administration from the University of Alabama in Birmingham. During her time at Mobile Infirmary, she implemented a successful hospital-wide Total Quality Management initiative, enacted the usage of teleradiology, and assisted in the planning and design of a major expansion of the Emergency Department. She also led the development of Infirmary Health's Cancer Care program, including bringing on a new mobile cancer screening vehicle. /////////// Girls Can is a podcast created to help educate and inform young omen throughout the world. Our shows will discuss many issues, skills, and lessons that affect the lives of young women. We plan to interview professional women in our community to learn from their experiences and mentorship. We wanted to give all girls an opportunity to hear leadership advice from smart, strong, successful, and amazing women. This podcast is sponsored in part with a grant from HERlead - A Fellowship for young women on their way.  Girls Can Podcast is created and produced in collaboration with Deep Fried Studios.

Moderated by Bonnie Mann Falk, Quality Control Partner in Berdon, the part of this Conference includes experts in corporate cost and quality management. They include Ahava Goldman, Associate Director of AICPA, Jeff Rapaglia, Partner of FORVIS and member of ASB, and Wendy Stevens, Partner in Mazars USA and Board Member of IAASB.

Moderated by Bonnie Mann Falk, Quality Control Partner in Berdon, the part of this Conference includes experts in corporate cost and quality management. They include Ahava Goldman, Associate Director of AICPA, Jeff Rapaglia, Partner of FORVIS and member of ASB, and Wendy Stevens, Partner in Mazars USA and Board Member of IAASB.

In this episode at Supply Chain Partners TV & Podcast, we are joined by Genevieve Malcolm, the Director – Operations of AcademyGlobal and Faculty Member Myrene San Gil. Dr Sharyn Grant, Founder of Supply Chain Partners, Gen and Myrene discuss Supply Chain Disruption. Is Just-In-Time still the right approach for organisations? ABOUT ACADEMYGLOBAL:AcademyGlobal (AG) is a leading provider of corporate and government training in Procurement and Contract Management, Leadership and Management, Risk Management, Sales and Marketing, Project Management, Finance, Negotiation and Restructuring and Turnaround. AG has conducted training in over 20 countries across 5 continents. Their mission is to build capability by designing and delivering engaging and rewarding learning experiences that build confidence, expertise and knowledge. AcademyGlobal is a valued member of Supply Chain Partners:https://www.supplychainpartners.co/new-south-wales/sydney/members/academyglobal-pty-ltd IN THIS EPISODE:In this episode, we learn about AcademyGlobal and Genevieve describes the extensive experience of their Faculty members and covers courses offered by AcademyGlobal to help industry professionals. Myrene shares her extensive experience working at Toyota and explains why Toyota's supply chain is so efficient. We discuss the challenges that Toyota faced during Myrene's employment and how Toyota overcame them. Myrene shares five key insights regarding Toyota's approach to Quality Excellence and Total Quality Management. Myrene explains Toyota's role in the Just-In-Time (JIT) system, and its influence on other organisations and answers the question regarding whether JIT is still the right approach for organisations. Key highlights:1:09 minutes: An overview of AcademyGlobal.2:42 minutes: A background of the Faculty at AcademyGlobal.3:55 minutes: Myrene San Gil's firsthand experience working at Toyota.6:10 minutes: Why is Toyota's supply chain is so efficient?9:11 minutes: Challenges that Toyota has faced and how they overcame them.11:09 minutes: How Total Quality Management has impacted other industries and organisations, and five key insights.14:33 minutes: Toyota's role in the Just-In-Time (JIT) system and how it has influenced other organisations' supply and logistics strategies.18:33 minutes: Is JIT still the right approach for an organisation?19:03 minutes: Courses offered by AcademyGlobal to help industry professionals. Watch or listen now for the whole story. Learn how AcademyGlobal can equip you or your team with the knowledge and skills necessary to manage supply chain disruption and achieve your professional and business goals more confidently, through their broad range of training programs delivered by facilitators who are experts in their field, with proven academic and corporate experience. For more information, contact AcademyGlobal:WEBSITE: https://www.academyglobal.com/CALL: 1300 950 251EMAIL: admin@academyglobal.com ___________________Supply Chain Partners is your global B2B marketplace and professional community to accelerate your business and supply chain goals. https://www.supplychainpartners.coShowcase and explore innovative business and supply chain solutions, network with industry experts and professionals, and build lasting relationships. Share and advance your business and supply chain knowledge through professional development events, training, resources, and Supply Chain Partners TV & Podcast. https://www.supplychainpartners.co/join

A good team is worth its weight in gold and finding the right people, at the right time, with the right skills is vital for the success of your business. However, recruiting and managing people can feel like a daunting task. In this episode of AHDB's Food & Farming podcast, Kay Lane, AHDB's Agrileader Workforce Development Manager, chats to Kim Stafford, Director of U&I, and farmer Nicola Carr about people management. They discuss the challenge of recruitment and finding time to invest in your people, as well as how the farming sector has been upping its people management game over the last few years. This week's guests Kim Stafford, Director of U&I Kim has been working as a management coach, trainer and facilitator for 20 years. She specialises in service quality management, management development and coaching. Since completing her master's degree in Total Quality Management, Kim has developed a distinctive approach that ensures any learning and development connects to business improvement. Kim's clients get real results. Nicola Carr, Bomber County Produce Nicola manages the team and logistics at Lincolnshire Farm Services and Bomber County Produce. They supply leeks and asparagus to major supermarkets and grow wheat, barley, oilseed rape and sugar beet. Bomber County Produce takes pride in producing a product that is both grown and packed in Lincolnshire. Working hard to improve the local environment there is a wide variety of flora and fauna flourishing on the farm. It is certified through several accreditation schemes, including Tesco Nurture, the British Retail Consortium, Linking the Environment and Farming (LEAF), and Assured Produce (the Red Tractor Scheme). Useful links Are you building or managing a farm team? Find out everything you need to know about planning for, recruiting, managing and training a successful farming team on our website.  There's tips, tools and templates across a range of topics, from writing a job advert, holding interviews and building staff handbooks, to delegating, motivating and coaching teams. There's also advice about running reviews and signposts to find out what to do when things don't go to plan.  Get to know the labour life cycle Join our webinars this autumn 7:00pm on 26 October: Recruiting people and how to be an employer of choice 7:00pm on 2 November: Onboarding people and getting off to the right start 7:00pm on 9 November: Managing people and getting the best from your team 7:00pm on 16 November: Developing people and being a great coach 7:00pm on 23 November: Progressing people isn't always a promotion Find out more about our AgriLeader programme and all the other activities we have on offer. Delivering the future of farming In April and May 2022, thousands of levy payers had a say on what work we should do in Shape the Future. Now we are taking the next step in delivering our promise to put levy payers at the heart of everything we do.  Join our online event in November to see how we've put the issues that matter the most to you at the heart of our plans for each sector.   Find out more and register Feedback We'd love to know what you think of our podcasts. If you'd like to give your feedback, please complete our short questionnaire, which will help us to improve the podcast on an ongoing basis, or email us with your thoughts, comments and suggestions: foodandfarming@ahdb.org.uk    This episode was produced and edited by Miriam Drewett, Marcomms Manager (Pork).

In this episode... Renaud is back with Adrian this time and they're discussing the concept of quality. You'll learn the difference between 'Little and Big Q,' why customer expectations matter, and how to drive quality improvement with your suppliers. Importers know that quality is important, but are you taking a holistic view that can improve product quality as early as the design stage rather than quibbling over defective pieces with your supplier after production is over? After listening to this episode, you'll want to!   Show Sections 00:00 - Greetings and Renaud's first in-person presentation in 3 years (!) at the Global Sources show in Hong Kong. You can rewatch Renaud's presentation about how to find the RIGHT suppliers on the Sofeast LinkedIn page

Esta semana en Planeta Educativo. Horrorizados por la creciente escases de talento humano que atraviesa a nuestro “planeta” (pun intended!), buscamos respuestas y soluciones en la teoría generacional. Con especial cariño a nuestra generacion “les millennials”, discutimos algunos textos y reportes para identificar estrategias para atraer, retener y desarrollar profesoras y profesores. Reportes Reporte “Leading Gen Y Teachers: Emerging Strategies for School Leaders. TQ Research & Policy Brief” https://eric.ed.gov/?id=ED520777 Columna “Requisitos y niveles involucrados para estudiar pedagogía en Chile: Una discusión sin certezas” https://www.biobiochile.cl/noticias/artes-y-cultura/actualidad-cultural/2022/09/27/requisitos-y-niveles-involucrados-para-estudiar-pedagogia-en-chile-una-discusion-sin-certezas.shtml Noticia “Congreso despacha a ley proyecto que suspende este año la evaluación docente, debido a la pandemia” https://www.latercera.com/nacional/noticia/congreso-despacha-a-ley-proyecto-que-suspende-este-ano-la-evaluacion-docente-debido-a-la-pandemia/ITWYQJ2QDBEBFMJZWDVZLUC5J4/ Artículos de los que hablamos así de la'ito Galdames, S. (2019). Trabajo duro, una sed por aprender y un poco de suerte: La trayectoria laboral de los directores de la generación milenio en las escuelas públicas de Chile. Perspectiva Educacional, 58(1), 69–91. https://doi.org/10.4151/07189729-Vol.58-Iss.1-Art.821 Galdames, S. (2020a). Invisible Leaders: the rise of millennials headteachers. The Language of Respect. https://languageofrespect.blogspot.com/2020/07/invisible-leaders-and-sometimes-cool-cow.html Galdames, S. (2020b). The Headship through the eyes of Time : A Multiple Case Study of The Careers of Boomer , GenerationX and Millennial Headteachers [University College London, Institute of Education]. https://discovery.ucl.ac.uk/id/eprint/10094648/ Galdames, S., & Gonzalez, A. (2019). Directores fantásticos y dónde encontrarlos: lecciones sobre la promoción interna de directivos elegidos por Alta Dirección Pública en Chile. Calidad En La Educación, 51(51), 131. https://doi.org/10.31619/caledu.n51.673 Galdames, S., & Guihen, L. (2022). Millennials and leadership: a systematic literature review. Total Quality Management & Business Excellence, 33(1–2), 146–162. https://doi.org/10.1080/14783363.2020.1812380 Galdames, S., Opazo, M.-J., & Morales, P. (2022). Una decisión (inter)personal: estudio comparativo generacional de la trayectoria laboral de directores en Chile. Revista de Liderazgo Educativo, 1(1), 85–111. https://doi.org/https://doi.org/10.29393/RLE1-5UDSP30005

Not sure what exam to take? Take the QUIZ: https://www.hrdefined.com/take-the-quiz WHERE TO FIND US: Web: www.hrdefined.com Email: info@hrdefined.com LinkedIn: linkedin/company/hrdefined Facebook: facebook.com/hrdefined Instagram: @hrdefined GRAB THE BOOTCAMP: https://www.hrdefined.com/hrdbootcamp Immediate Access Community Support 500+ Exam Questions 6 months access BONUS #1: Complex Concepts BONUS #2: Precedence Cases BONUS #3: Case Studies About Us: At HR Defined, we equip HR professionals with the tools they need to become thought leaders. Our instructors encourage students to deep dive into the HR principles and empower them to pursue their certification goals. HR Defined strives to bring perseverance and resiliency to human resources professionals while simultaneously helping them gain the confidence they need to ace their certification exams. About Cari Hawthorne: Lead Instructor at HR Defined in Houston, TX. Follow Cari Hawthorne: www.linkedin.com/in/carihawthorne1 Cari Hawthorne is an Army Veteran, Author and Certified Human Resources Professional. Her strength lies in her ability to provide HR professionals with the tools they need to become thought leaders. Cari works diligently to equip human resources professionals with the knowledge and confidence they need to ace their certification exams and excel in their careers. Her background spans over the last 14 years specializing in career coaching, talent management, recruiting and training and development. Currently she is a Senior Global Human Manager for a Fortune 500 company where advises senior leaders on people and strategy. #humanresources #shrm #hrcertification #hrdefined

In this episode of Culture by Design, Timothy R. Clark is joined by Bobbye Sweat, Director of Diversity and Inclusion for First Command Financial Services in Forth Worth, Texas. Bobbye shares her experiences in seven different industries as she has worked to meet people where they are. She explains that if you really care, you'll be authentic. That foundation of inclusion makes all the difference. Bobbye's origin story (02:00). Raised by a single dad in Arkansas, Bobbye learned the importance of relationships and caring for others from her father, “Mr. Mom”. That one lesson changed the way she approached interactions for the rest of her life. How Bobbye got her professional start (13:30). When Bobbye worked at Telecom during her junior year of college, she was encouraged to take a full-time job in the engineering field when all she wanted was to be a teacher. Her mentor helped her see the opportunities in front of her, which jumpstarted her professional career. Bobbye took her dad's words to heart when he said: If you have the attitude and aptitude for learning, you can do anything you want to. How do you leverage and take advantage of opportunities? (18:00). Bobbye tells the story of how she has been able to work in seven different industries during her professional career. She explains that when people enter new environments with enough support and encouragement, they thrive. They put their head down and get to work. From phones, to airplanes, to DEI (24:45). While Bobbye was working at Boeing, she noticed that while the work atmosphere was diverse, people weren't talking. She wondered: how do we get people to look at each other and leverage our differences? As a pioneer in the DEI space, inclusion solidified everything that Bobbye had learned in her career. She learned to link the passion to the purpose of the work. A foundation of inclusion makes a world of difference (30:00). Bobbye explains that organizations that are truly inclusive will enjoy its byproducts: diversity, equity, innovation, and other business outcomes. When inclusion is the primary focus and foundation, you can get your footing and build from there. No organization can commit itself to a diverse workforce without an inclusive culture, where policy and practice works for everyone. Leaving a legacy (31:30). When asked what she wants to pass on to the next generation, Bobbye responds that authentic caring is her main focus and goal. As Theodore Roosevelt said: “People don't care what you know until they know that you care.” When we're willing to meet organizations where they are, culture can change. Meet unkindness with kindness (34:30). Bobbye says: pick your battles. Sometimes you'll have to remove yourself from situations, sometimes you need to speak up. This balance of forgiveness and standing your ground is one that Bobbye has learned well. Ask yourself: “What did I do to serve someone else today?”Maintaining authentic caring through intent and motivation (39:10). Bobbye shares her practical tips on how to care authentically. Sometimes it means doing the opposite of what people would expect you to do. Creating a speak-up culture (44:00). People continue to ask the question: “Will I have a voice in this position?” Bobbye explains that you can't expect an organization to magically produce a speak-up culture when it is not designed to sustain one. You have to meet the organizations where they are. About Our Guest:Bobbye Sweat is the Director of Diversity and Inclusion for First Command Financial Services in Fort Worth, TX.Bobbye joined First Command in August 2020, bringing over 16 years of Diversity & Inclusion leadership experience to her current role.  Prior to First Command, Bobbye was D&I Integration Director for Hallmark Cards; the Head of the Diversity & Inclusion at Mercedes-Benz Financial Services; Senior Manager Diversity & Inclusion at JC Penney; Associate Director Diversity & Inclusion at AT&T and Senior Manager Network Services & Customer Care Operations at The Boeing Company.Bobbye received her MBA in Total Quality Management from City University of Seattle. She is a Certified Diversity Professional (CDP), and a Certified 4 Stages of Psychological Safety Consultant.

In this episode, Patrick's guest is George Trachilis, P.Eng. Patrick and George discuss the Harada Method and how it can benefit individuals and organizations. About the Guest: George Trachilis lives in Canada and consults remotely and throughout the world. He started his career at Motor Coach Industries in 1994 where he received Lean coaching in Just-in-Time manufacturing, and Total Quality Management. Having lead change for over 10 years, he decided to start his own consulting firm in 2003. It grew to become one of Canada's Fastest Growth Companies by 2006. The government of Canada asked George to create an online course to teach Lean. This course educated over 300 companies. It also became a book OEM Principles of Lean Thinking. By 2011, the course was offered globally and educated 100,000 students from 60 different countries. In 2012, relationships were forged with some of the most recognized names in Lean including Dr. Jeffrey K. Liker, best-selling author of the Toyota Way, and Norman Bodek, known as the Godfather of Lean. He was encouraged by both Jeff and Norm to adopt a much deeper understanding of Lean which stretches back to Japan and the origins of Toyota. George decided to video document his many webinars, two (2) Japan Study Missions, live Harada Method workshops, and many other teachings on the topics. George is now one of the most knowledgeable people on the topic of Lean and more importantly, a practitioner. George's standard coaching is based on the key books and online courses which he has published. One book and online course, Developing Lean Leaders at All Levels, received the Shingo Research Award in 2016. The second is on self-reliance, Norman Bodek's Harada Method. He has, as of this year, published as an online course and book, Lean Construction Leaders: A Trade Partner's Guide to Lean. What You'll Learn: Harada Method background and how George discovered it. How Shohei Ohtani, the best baseball player in the world, used the Harada Method. George's lessons that will stay with him for the rest of his life. How someone can learn the Harada Method for free. What is next for the Harada Method? What is the vision? https://georgetrachilis.com https://theharadamethod.com/ --- Support this podcast: https://anchor.fm/leansolutions/support

The field of TQM software has become crowded as more vendors attempt to enter the space, experts say. Listen to Genevieve Diesing's article on TQM software.

In the final part of this three-part episode, Tim finishes his conversation with president of TrueNorth Development, Scott Sedam, as they break down principles of lean construction as it relates to total quality within the homebuilding industry.

In part two of this three-part episode, Tim O'Brien continues his conversation with president of TrueNorth Development, Scott Sedam, as they discuss how the Total Quality Management (TQM) model has had an effect on the homebuilding industry through programs such as the National Housing Quality Awards. 

In this part one of this three part episode, Tim O'Brien is joined by president of TrueNorth Development, Scott Sedam, to discuss the history of the Total Quality Management (TQM) model, and how companies were able to improve products, process, and profits through a focus on quality. 

Customer satisfaction is low. What's worse, we can't just blame COVID for the problem. Sure, COVID is part of it, but, surprisingly, this problem has other causes.  Not only that, but a recent report from the American Customer Satisfaction Index (ACSI) suggests that only 30 percent of companies tracked by ACSI improved their score—since 2011. That means that 70 percent of companies either had flat results or saw a decline in customer satisfaction.  It's time to stop making excuses and turn things around.  In this episode, we talk with the Managing Director of the ACSI, David VanAmburg about what has been going on over the past ten years in Customer Experience. Like usual, the problem, has a few different influences. We discuss them and what we can do to fix them in 2022.  Key Ideas to Improve your Customer Experience I have experienced many waves of change in my career. When I was starting out it was all about Total Quality Management and Business Process Reengineering. Then, following that was Customer Relationship Management (CRM). Starting in the 90s and over the last 20 years, it has been Customer Experience. It surprised me to see that in a time when more organizations were addressing Customer Experience that the ACSI scores were mostly flat or declining. We discussed a few things that might be part of the problem. Here are a few key moments in the discussion: 04:22  VanAmburg gives us his take on the things that are affecting the low scores we see of late on the ACSI. 08:18. Colin asks why VanAmburg thinks that only 30 percent of companies improved their customer satisfaction scores in the last ten years covered by the report.   10:20 VanAmburg explains the problems of too much focus on the smaller picture and not enough of the bigger picture when analyzing data from a CRM.     12:58  Colin talks about how some companies jump into things without understanding them or committing to them, including CRM.  17:04  VanAmburg explains how retail banking faired through the pandemic, and what other companies could learn from it.    18:31 Ryan summarizes the discussion and teaches us all about medium maximization and how that can affect results. 24:07 Colin and VanAmburg discuss the influence of customer expectations and how those changed during the pandemic and affected scores during the pandemic.  27:31 Colin asks what VanAmburg thinks will happen in 2022,  and his answer probably won't satisfy you.    Please tell us how we are doing! Complete this short survey.  Customer Experience Information & Resources LinkedIn recognizes Colin Shaw as one of the 'World's Top 150 Business Influencers.' As a result, he has 289,000 followers of his work. Shaw is Founder and CEO of Beyond Philosophy LLC, which helps organizations unlock growth by discovering customers' hidden, unmet needs that drive value ($). The Financial Times selected Beyond Philosophy LLC as one of the best management consultancies for the last two years. Follow Colin on LinkedIn and Twitter. Click here to learn more about Professor Ryan Hamilton of Emory University.  Why Customers Buy: As an official "Influencer" on LinkedIn, Colin writes a regular newsletter on all things Customer Experience. Click here to join the other 22,000 subscribers.  Experience Health Check: You already have an experience, even if you weren't deliberate about it. Our Experience Health Check can help you understand what you have today. Colin or one of our team can assess your digital or physical Customer Experience, interacting with your organization as a customer to define what is good and what needs improving. Then, they will provide a list of recommendations for critical next steps for your organization. Click here to learn more.    How can we help? Click here to learn more about Beyond Philosophy's Suite of Services.

Customer satisfaction is low. What's worse, we can't just blame COVID for the problem. Sure, COVID is part of it, but, surprisingly, this problem has other causes.  Not only that, but a recent report from the American Customer Satisfaction Index (ACSI) suggests that only 30 percent of companies tracked by ACSI improved their score—since 2011. That means that 70 percent of companies either had flat results or saw a decline in customer satisfaction.  It's time to stop making excuses and turn things around.  In this episode, we talk with the Managing Director of the ACSI, David VanAmburg about what has been going on over the past ten years in Customer Experience. Like usual, the problem, has a few different influences. We discuss them and what we can do to fix them in 2022.  Key Ideas to Improve your Customer Experience I have experienced many waves of change in my career. When I was starting out it was all about Total Quality Management and Business Process Reengineering. Then, following that was Customer Relationship Management (CRM). Starting in the 90s and over the last 20 years, it has been Customer Experience. It surprised me to see that in a time when more organizations were addressing Customer Experience that the ACSI scores were mostly flat or declining. We discussed a few things that might be part of the problem. Here are a few key moments in the discussion: 04:22  VanAmburg gives us his take on the things that are affecting the low scores we see of late on the ACSI. 08:18. Colin asks why VanAmburg thinks that only 30 percent of companies improved their customer satisfaction scores in the last ten years covered by the report.   10:20 VanAmburg explains the problems of too much focus on the smaller picture and not enough of the bigger picture when analyzing data from a CRM.     12:58  Colin talks about how some companies jump into things without understanding them or committing to them, including CRM.  17:04  VanAmburg explains how retail banking faired through the pandemic, and what other companies could learn from it.    18:31 Ryan summarizes the discussion and teaches us all about medium maximization and how that can affect results. 24:07 Colin and VanAmburg discuss the influence of customer expectations and how those changed during the pandemic and affected scores during the pandemic.  27:31 Colin asks what VanAmburg thinks will happen in 2022,  and his answer probably won't satisfy you.    Please tell us how we are doing! Complete this short survey.  Customer Experience Information & Resources LinkedIn recognizes Colin Shaw as one of the 'World's Top 150 Business Influencers.' As a result, he has 289,000 followers of his work. Shaw is Founder and CEO of Beyond Philosophy LLC, which helps organizations unlock growth by discovering customers' hidden, unmet needs that drive value ($). The Financial Times selected Beyond Philosophy LLC as one of the best management consultancies for the last two years. Follow Colin on LinkedIn and Twitter. Click here to learn more about Professor Ryan Hamilton of Emory University.  Why Customers Buy: As an official "Influencer" on LinkedIn, Colin writes a regular newsletter on all things Customer Experience. Click here to join the other 22,000 subscribers.  Experience Health Check: You already have an experience, even if you weren't deliberate about it. Our Experience Health Check can help you understand what you have today. Colin or one of our team can assess your digital or physical Customer Experience, interacting with your organization as a customer to define what is good and what needs improving. Then, they will provide a list of recommendations for critical next steps for your organization. Click here to learn more.    How can we help? Click here to learn more about Beyond Philosophy's Suite of Services.

Sandra Pacheco, National Sales Director for Lescombes Family Vineyards, started her career with the winery in 2004. She has worked with the company in many different roles, including special projects, wholesale division manager, business development manager, and marketing director. In her current role, she is developing a national and international presence for the winery's products in independent accounts, regional chain accounts, and national and international chain accounts.  Sandra was responsible for setting up relationships for the wines with over 70 national distributors in 48 states. She was also responsible for establishing wine placement with national chain accounts in the 48 states where the wines are currently sold. Some of these regional retailers include Costco, Sam's Club, Trader Joe's, and The Fresh Market. Her ongoing accomplishments have involved extensive research and lengthy communication with distributor partners and corporate buyers to secure distribution, placement of wines, and ongoing programming.  Through her and her team's efforts, Lescombes' Soleil Mimosa brand received the Growth Brand, Rising Star Award from Beverage Information Group (Beverage Dynamics) for the sixth year. In addition, the brand was also named as a 2020 Impact Hot Prospect Brand by M. Shanken Communications (Market Watch). Sandra holds a master's degree in organizational management and a bachelor's degree in communication with a minor in professional writing. She is Total Quality Management for Service certified, a Level I Certified Wine Sommelier, and she has successfully completed the Wine Executive Program at UC Davis. In addition, Sandra serves as a Trustee on the Board of Trustees for the Village of Los Ranchos de Albuquerque. She held a previous position as a Village of Los Ranchos de Albuquerque Planning and Zoning Commissioner and served as a member of the 2035 Village of Los Ranchos de Albuquerque Master Planning committee. In this episode… How did Lescombes Family Vineyards rebrand Soleil Mimosa into the #1 mimosa winery in the nation? It didn't happen overnight. For National Sales Director Sandra Pacheco, it took an abundance of pride, passion, and persistence. Although Soleil Mimosa was already a nationally-recognized brand, it needed a transformation in order to stay relevant on the shelves. Sandra challenged the production and creative teams, began knocking on doors, and didn't let rejection halt their progress. The most important part? She stayed true to the brand throughout the whole process.  In this episode of VINTed, Scout Driscoll sits down with Sandra Pacheco, the National Sales Director for Lescombes Family Vineyards, to discuss the successful rebranding of Soleil Mimosa. Sandra goes into detail about the rebranding process, shares advice for working with distributors, talks about the history of winemaking in New Mexico, and gushes about the power of women in wine. You don't want to miss it! 

In today's episode of Ritter On Real Estate, we interview Douglass Lodmell. Douglass is a  Managing Partner of Lodmell & Lodmell, P.C., one of the nation's leading Asset Protection Law Firms. Today, Douglass' law firm is responsible for protecting over $4 Billion in client assets. Douglass spends much of his time teaching, speaking, and leading thousands of business owners, corporate executives, investors and other professionals who have often worked most of their lives to accumulate wealth of various types, including real estate and securities. Douglass is also the author of the book The Lawsuit Lottery: The Hijacking of Justice in America.Key Points From The Episode: -Douglass' start in risk management on Wallstreet. Then working in the legal system.-Understanding the meaning of risk. -The amazing returns associated with real estate investing.-Asset protection and lawsuits. How they impact each other.-The three levels of asset protection.-The importance of protecting your personal name.-How much protection do LLCs actually provide?-Asset protection trusts and holding companies. Books mentioned:W. Edward Deming's Total Quality Management

Demand Planning in VUCA Times with Ali Raza Ali Raza and Joe Lynch discuss demand planning in VUCA times. Ali is the Founder and CEO of Throughput, where he and his team help companies realize greater output and free cash flow. About Ali Raza Ali Raza is the Founder and CEO of Throughput, Inc., an AI-Powered software to help companies run leaner, faster, smoother, and safer operations out of the box. Ali comes from a deep academic and real-world industrial operations in process simulations and operations management. He has managed onshore/offshore/war zone logistics as well as batch, continuous, and discrete manufacturing setups. At Schlumberger, he became one of the youngest Geomarket Production Services, pioneering 3 projects and serving 50+ industrial clients. His production teams were responsible for billions of dollars of hydrocarbon output to the global economy. Ali joined his first tech startup while still an undergraduate student at the University of Pennsylvania. Since then, he has been eliminating one global bottleneck after another, with his current focus on optimizing supply chains that extend to Mars. About ThroughPut, Inc. ThroughPut Inc. is the Artificial Intelligence (AI) Supply Chain pioneer that enables companies to optimize their Operations by leveraging their existing Data Systems to increase Output, Quality and Profitability across their entire enterprise. ThroughPut's AI software, ELI, includes the only Bottleneck Management System (BMS) that utilizes existing enterprise data systems, such as ERP, MES, IMS, TMS, WMS, PLC, EAM, POS, CRM, SCADA, Historian, and other data systems, to solve for the $25 Trillion of annual Waste across global supply chains already today. Such constraints to the $90 Trillion global Economy could otherwise be dedicated to more productive, useful and sustainable purposes for the benefit of all stakeholders and communities. ThroughPut's AI software is designed by Fortune 500 Supply Chain & Logistics leaders, Silicon Valley AI and Analytics pioneers, and top global Operations Experts in the areas of the Theory of Constraints, Lean Manufacturing, Supply Chain Automation, Total Quality Management, and over four-dozen other leading best practices now digitized as part of the ELI software, with hundreds of years of hands-on experience in the space. Key Takeaways: Demand Planning in VUCA Times Ali Raza is the Founder and CEO of Throughput, where he and his team help companies realize greater output and free cash flow. This episode is actually a webinar hosted by Joe Lynch, featuring Ali Raza discussing demand planning in VUCA times. Demand planning is a supply chain management process that enables a company to project future demand and successfully customize company output — be it toilet paper, laptops or truck capacity — according to those projections. The demand planning process typically involves: Collecting, organizing and preparing data Creating a preliminary forecast Integrating market data Reconciling bottom-up and top-down forecasts Creating a final forecast Using analytics to monitor forecast vs actual and adjust accordingly Demand planning is never easy, but in VUCA times, it becomes practically impossible because the demand and capacity signals are subject to Volatility, Uncertainty, Complexity, and Ambiguity (VUCA). In the webinar, Ali Raza, Founder and CEO of ThroughPut explains how demand sensing with real-time intelligence can be used to create better demand forecasts. With demand sensing, companies can easily predict near-future demand patterns to streamline the flow of materials, processes, output, and free cash flow across your integrated supply chain. Regardless of whether you sell trucking services, or tomatoes, there is a better way to predict demand and then reorient capacity accordingly. To optimize demand planning, companies need to utilize demand sensing will: Harmonize the right product-mix to extract greater profits Optimize replenishment and distribution targets to create a perfect pull system Achieve accurate inventory availability across locations with predicted customer demand Throughput's Demand Sensing module enables Demand Planners, S&OP Professionals and Supply Chain Managers to rapidly free up existing manufacturing capacity, gain additional throughput potential, create concrete productivity gains and boost financial impact amidst ever-growing supply and demand uncertainty.   Learn More About Demand Planning in VUCA Times Ali Raza ThroughPut Inc  Throughput Economics: Making Good Management Decisions Putting Supply Chains on Autopilot with Ali Raza The New Retail Paradigm with Ali Raza Supply Chain: Cash or Trash with Seth Page The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube

In this episode, Tim O'Brien explains the TQM (total quality management) approach as a management system for a customer-focused organization that involves all employees in continual improvement. It uses strategy, data, and effective communications to integrate the quality discipline into the culture and activities of the organization. Tim explores the history of this approach, and how we implement it into Tim O'Brien Homes to deliver value to our employees, Trade Partners, and customers. 

Today on the IC-DISC Show, we're talking with Michael Kramer, President of ManageHub, a specialty consulting firm based in Chicago, who use the Malcolm Baldridge principles of total quality management to dramatically improve a company's quality and performance in a relatively short period of time. We had a great conversation about some of the client successes he's had, the history of Baldrige, and also what a tremendously underutilized, American-made system Baldrige is. Mike really has a passion for sharing this system high and wide to every US company, so if you've ever wanted to learn more about the benefit of exceptional quality and excellence in your own organization, this episode has a lot of great ideas and insights. LINKSShow Notes Be a Guest About Export Advisors About ManageHub Baldridge 2020 Executive Guide GUEST Michael KramerAbout Michael Special Guest: Michael Kramer.

Moataz Mohammad Maamoun Hamed is a 27-year-old Egyptian, known for my honesty, friendliness, and perseverance. In college, Moataz majored in economics, but for many reasons that he shares in our interview, decided to make a huge career shift into Healthcare Quality. Some people questioned his decision saying he didn't have a healthcare background, but Moataz only listened to those who supported him and ultimately found his path. Moataz has successfully completed a Professional Postgraduate Diploma in Total Quality Management at the American University in Cairo, trained in “Healthcare Quality and Accreditation at Al-Mokawilon-Al-Arab Hospital, self-studied and became a certified professional in Healthcare Quality and Patient Safety after passing both the CPHQ and the CPPS exams with outstanding marks. He also became an IRCA-Certified ISO 9001 auditor, and an ISQUA Member and Fellow. Lastly, he journeyed to the UK to earn a Master of Science in Quality and Patient Safety Improvement. Today, Moataz serves as a Quality Specialist at a 100-bed hospital in Jeddah-KSA and provides daily leadership in the hospital's accreditation preparation efforts, along with many other Quality Management and Patient Safety activities. Moataz's journey is clearly one of passion and inspiration; as he aspires to work in the quality department of a prestigious healthcare institute, where he can continue to systematically make a difference in improving the safety of patients as well as the quality of care they receive. Here in Episode #131, Moataz starts our show reminding us that quality is a journey and not a destination. He shares the career transformations he's gone through, starting in economics and growing into a Master of Health Care Quality and patient safety. Moataz gives an overview of the ISQua organization; as well as an introduction to the beautiful city of Jeddah where he lives. Moataz shares a career dark moment connected to the need of finding a suitable mentor. Moataz demonstrates how he leverages empowerment as an approach for building strong teams. He gives a number of best practices for promoting change and change management. Moataz tells us his strategy for using surveys to garner engagement. He shares his excitement for the growing focus for quality and safe patient safety in his country; and places a call to action for QI to become a standard curriculum for all healthcare disciplines. And closes our show with his best piece of career advice to do what you love · Connect with Moataz on LinkedIn · Access the Healthcare QualityCast LinkedIn Group · Leaves Us a Rating --- Send in a voice message: https://anchor.fm/healthcarequalitycast/message

The New Retail Paradigm with Ali Raza Ali Raza and Joe Lynch talk about the new retail paradigm. Ali is a theory of constraints (TOC) practitioner who founded a company to help supply chains to improve throughput. About Ali Raza Ali Raza is the Founder and CEO of Throughput, Inc., an AI-Powered software to help companies run leaner, faster, smoother, and safer operations out of the box. Ali comes from a deep academic and real-world industrial operations in process simulations and operations management. He has managed onshore/offshore/war zone logistics as well as batch, continuous, and discrete manufacturing setups. At Schlumberger, he became one of the youngest Geomarket Production Services, pioneering 3 projects and serving 50+ industrial clients. His production teams were responsible for billions of dollars of hydrocarbon output to the global economy. Ali joined his first tech startup while still an undergraduate student at the University of Pennsylvania. Since then, he has been eliminating one global bottleneck after another, with his current focus on optimizing supply chains that extend to Mars. About ThroughPut, Inc. ThroughPut Inc. is the Artificial Intelligence (AI) Supply Chain pioneer that enables companies to optimize their Operations by leveraging their existing Data Systems to increase Output, Quality and Profitability across their entire enterprise. ThroughPut's AI software, ELI, includes the only Bottleneck Management System (BMS) that utilizes existing enterprise data systems, such as ERP, MES, IMS, TMS, WMS, PLC, EAM, POS, CRM, SCADA, Historian, and other data systems, to solve for the $25 Trillion of annual Waste across global supply chains already today. Such constraints to the $90 Trillion global Economy could otherwise be dedicated to more productive, useful and sustainable purposes for the benefit of all stakeholders and communities. ThroughPut's AI software is designed by Fortune 500 Supply Chain & Logistics leaders, Silicon Valley AI and Analytics pioneers, and top global Operations Experts in the areas of the Theory of Constraints, Lean Manufacturing, Supply Chain Automation, Total Quality Management, and over four-dozen other leading best practices now digitized as part of the ELI software, with hundreds of years of hands-on experience in the space. Key Takeaways: The New Retail Paradigm Ali Raza is the Founder and CEO of Throughput, where he and his team help companies realize greater output and free cash flow. In the podcast interview, Ali describes the challenges that are making retail success even more difficult than in the past. Prior to COVID, consumers buying behavior was changing. Increasingly, consumer demand was moving from traditional retail to ecommerce. The pandemic greatly accelerated the trend to online sales, which means retailers must manage consumer demand through additional channels. Because of the unprecedented events related to COVID, retailers and consumer packaged goods (CPG) manufacturers are in a VUCA environment. VUCA stands for volatility, uncertainty, complexity, and ambiguity. In addition, on-time and in-full (OTIF) key performance indicators are changing the way that retailers evaluate their CPG partners. Some large retailers are even reducing their SKU counts and number of CPG suppliers based on OTIF performance. These challenges make traditional sales and operations planning almost impossible. With Throughput, retailers and CPGs have a tool that will enable them to better predict demand and then reorient their supply chains accordingly. Throughput provides retailers and CPGs artificial intelligence (AI) powered supply chain intelligence that will help them gain end to end visibility and make better decisions. In today's competitive retail environment, the difference between failure and success will come down to who makes better decisions related to sales and operations planning. Learn More About The New Retail Paradigm Ali Raza ThroughPut Inc  Throughput Economics: Making Good Management Decisions Putting Supply Chains on Autopilot with Ali Raza The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube

Total Quality Management came out of the Japanese quality movement to explain how to improve productivity and quality of workmanship. Pinellas County Assistant County Administrator Kevin Knutson discusses the implementation of Total Quality Management Practices when he was with the City of Coral Springs.

“Supplements are regulated heavily, more so than food, and more so than like meat.” – Zelda Beckford This week on the Gooder Podcast, I had the pleasure of talking with Zelda Beckford, the Vice President of Quality of New Chapter, Inc., a subsidiary of Procter & Gamble Personal Health Care. We chat about Zelda's journey from Herbalife to Beachbody, to Goop - and now - New Chapter! She sees herself as an influencer in education, leadership and company culture. Along the way, we discuss how being a child of immigrants influences her perspective on opportunity and commitment. We tackle everything from innovation, sustainability and quality control - to women leadership. In this episode we learn: - About the history and story of New Chapter. - Zelda's story growing up a first-generation American and how that influences her leadership. - The changing landscape of quality control, regulation, and compliance within the supplement category. - Zelda's transition from the Director of Quality & Compliance role with Goop to VP of New Chapter and how her leadership experiences have helped to her nurture the work environment in both companies. - How the pandemic has impacted the supplements category and the challenges and opportunities that came along with it. - Why internal cross-functional team education is the key to her success. - Trends in dietary supplements and the supplement industry. About Zelda Beckford: Zelda Beckford is the Vice President of Quality at New Chapter, Inc., a subsidiary of Procter & Gamble Personal Health Care, located in Brattleboro, Vermont. Zelda received her B.A. from Loyola Marymount University, Los Angeles, CA, and her M.B.A. from Webster University, Saint Louis, MO. She has almost 20 years of experience in Operations, Supply Chain, Process Improvement, Quality Assurance, Quality Control, Manufacturing, Product Lifecycle Management, Business Intelligence, Warehousing, Technical Support, and IT Systems Design. Zelda spent the first 10 years of her career progressively gaining vast QA, QC and Regulatory Compliance knowledge on a global scale for the health & wellness conglomerate, Herbalife Nutrition™. Zelda then moved on to Beachbody®, the creator of household home fitness & nutrition brands, such as Shakeology®, P90X®, 21Day Fix® and Insanity®. During her 6 years with Beachbody®, Zelda held several Quality positions and was ultimately promoted to Operations Manager, focusing on Process Improvement.   Zelda's next endeavor led her to take on the Director of Quality & Compliance role with Goop, Inc in Santa Monica, California. During her almost 3 years with Goop, Zelda managed a robust team to provide regulatory oversight of global activities for 8 business verticals; Beauty & Wellness, Fashion, Merchandising, Home, Brand Partnerships & Advertising, E-Commerce, Edit & Content. Zelda established Goop's Quality Department from the ground up; she created the groundwork and executed Total Quality Management principles, approved development and release of new products, standardized processes, facilitated training and development of new quality & compliance applications. In November 2020, during the Covid-19 pandemic, Zelda relocated from California to accept the Vice President of Quality role with New Chapter, Inc. Safeguarding quality standards is of the utmost importance when handling consumer packaged goods, and Zelda ensures compliance and standards are met at the highest levels. For almost 20 years, Zelda has applied her deep passion for Quality, broad understanding of the manufacturing process and collaborative management style to the growth and prosperity of each organization with which she has been employed. She has a strong track record implementing systems and process improvements in each of her prior companies. Among her various professional positions, Zelda is also a published author; sharing her take on Artificial Intelligence Technology. You can find the article here: https://securitytoday.com/articles/2017/07/24/safe-and-secure-a-look-into-artificial-intelligence-technology.aspx. Zelda is dedicated to continuous learning and welcomes new challenges in her personal and professional life. Zelda values diversity & inclusion, steaming from her own background growing up a first generation American, born to parents from Honduras, Central America. She encourages clear communication and diverse points of view, as a path to building healthy culture, enlightened values, ideas, and opinions. Zelda currently resides in Amherst, MA. She can be contacted at zbeckford310@gmail.com. Guests Social Media Links: LinkedIn: https://www.linkedin.com/in/zeldab310/ Twitter: https://twitter.com/zweezie310 Email: zbeckford310@gmail.com Website: https://www.newchapter.com/ Show Resources: The Procter & Gamble Company is an American multinational consumer goods corporation headquartered in Cincinnati, Ohio, founded in 1837 by William Procter and James Gamble.  Goop is a wellness and lifestyle brand and company founded by actress Gwyneth Paltrow. Launched in September 2008, Goop started out as a weekly e-mail newsletter providing new age advice, such as "police your thoughts" and "eliminate white foods", and the slogan "Nourish the Inner Aspect." LMU Founded in 1911, LMU is a top-ranked university rooted in the Jesuit and Marymount traditions. We are committed to fostering a diverse academic community rich in opportunity for intellectual engagement and real-world experience.  Herbalife Nutrition is a global multi-level marketing corporation that develops and sells dietary supplements. The company was founded by Mark Hughes in 1980, and it employs an estimated 8,900 people worldwide. The Beachbody Company is a privately-held American fitness and media company based in Santa Monica, California. It operates the brands Beachbody On Demand, Team Beachbody and Open fit. Zoom is a video telephony proprietary software program developed by Zoom Video Communications. The free plan provides a video chatting service that allows up to 100 concurrent participants, with a 40-minute time restriction. Users have the option to upgrade by subscribing to a paid plan. The United States Food and Drug Administration is a federal agency of the Department of Health and Human Services. The FDA is responsible for protecting the public health by ensuring the safety, efficacy, security of human and veterinary drugs and biological products.  Blueland creates everyday eco-friendly cleaning products to save you money and space, without any plastic waste. Gucci is a luxury fashion house based in Florence, Italy. Its product lines include handbags, ready-to-wear, footwear, and accessories, makeup, fragrances, and home decoration. Gucci was founded in 1921 by Guccio Gucci in Florence, Tuscany.. The North Face is an American outdoor recreation products company. The North Face produces outdoor clothing, footwear, and related equipment. Founded in 1968 to supply climbers, the company's logo draws inspiration from Half Dome, in Yosemite National Park. Episode Sponsor - Retail Voodoo: A creative marketing firm specializing in growing, fixing and reinventing brands in the food, beverage, wellness and fitness industry. If your natural brand is in need of positioning, package design or marketing activation, we're here to help. You can find more information at www.retail-voodoo.com

Luis brings more than 25 years of experience in helping improve business outcomes for global organizations via training and coaching. Prior to joining Fierce, Luis developed and facilitated training workshops for Microsoft's global effectiveness, intercultural communication, and other targeted training sessions to improve customer satisfaction, intercultural competency, and communications of customer support engineers working with premier Microsoft accounts in the U.S. With more than 15 years of experience with Marriott International and the Ritz-Carlton Hotel Company, Luis brings extensive hospitality leadership experience and a keen sense of customer service. At the Ritz-Carlton, he directed the implementation of Total Quality Management strategies, helping to win the prestigious Malcolm Baldrige National Quality Award twice as a result. To find out more about Luis and FierceInc visit https://fierceinc.com/resources/ --- Send in a voice message: https://anchor.fm/tboc/message Support this podcast: https://anchor.fm/tboc/support

In this episode #98, the hosts Naveen Samala & Sudhakar Nagandla interacted with another guest SATYA Satyavathi Divadari has 22 years of professional experience in IT, ITES, Telecom, Strategic Outsourcing, and BPO providing security services & solutions.   She has been constantly challenged to develop Enterprise-wide architectures in Governance, Risk Management, Compliance, and Technical Security Services.    She consistently formulated and led the execution of strategic enterprise architectural transformations.   Proven consistent results made her the go-to person for critical assignments.   Satya holds a distinction of certifications in Cyber Security, Data Privacy, Enterprise Architecture, Fraud Management, Project Management, Total Quality Management, Service Management and Auditing.   She is a noted speaker and panelist in international and national forums.   She's inspired and lives by the quote by Aristotle… “We are what we repeatedly do. Excellence then, is not an act, but a habit.”   SATYA'S Insights: Career journey Cloud basics & Benefits of Cloud adoption How cloud security is different from Cyber Security Security laws or compliance aspects implemented for securing data in the Cloud Best practices any organization can follow on cloud security Does the cloud enable more security? Is cloud security easier compared to securing on-premises data Wonderful answers to rapid-fire round 1 piece of advice to those aspiring to make BIG in their careers and LIVES Trivia about DARK WEB Enjoy the episode! Connect with Satya Divadari on LinkedIn: https://www.linkedin.com/in/satyad/ Dear #TGV Audience…Here is a chance to broadcast yourself

I'm talking to Dr. Jim Fantauzzo on Book Talk Radio Club. Dr. Fantauzzo is the President of Creative Training Solutions, an organization of specialized management consultants, management trainers and professional speakers. He is recognized as one of the industry's finest speakers and seminar leaders in the areas of Christian Leadership Coaching, Total Quality Management, Management Development, and Employee Motivation Programs. His philosophy utilizes a realistic hands-on approach in which to apply and implement training activities at all levels. His book On The Shoulders of Leaders was published in 2016 You can listen in and find out more at https://www.booktalkradio.info/jim-fantauzzo

Maberly Acevedo, Morgan Fodrie, Karen Garcia, Jocelyn Higadera, & Yasmine Shami

How do you rate as a leader? Find out in less than TWO MINUTES by completing our free leadership qualities scorecard: https://clarity-lead.scoreapp.com/We'd love YOU to do the 7 questions on leadership so other leaders can learn from you: https://www.consultclarity.org/7-questions-interestCheck out Clarity's website: https://www.consultclarity.org/Pre-register interest in our next exclusive online leadership masterclass to get access to tickets before the general public and to access exclusive early bird discounts: https://www.consultclarity.org/pre-register-interestWhat's your leadership style? Find out for free in less than ten minutes by completing our What's Your Leadership Style? Scorecard: https://clarity.scoreapp.com/Listen to the Jonno White Leadership Podcast: https://open.spotify.com/show/2p8rvWrYW2XNLl9Z8m3pTs?si=CyWI2tU7SBGSVMWeeM2POAListen to the Leadership Question of the Day with Jonno White Podcast: https://open.spotify.com/show/6eZ4lZ2bgA8aczPKY4Oqw6?si=J3UnBHmER66Tr9CpEF70mw&nd=1Subscribe to receive emails from Clarity on all things leadership: https://www.consultclarity.org/subscribeAre you interested in leadership coaching for you, your team or developing leaders in your organisation? More information here: https://consult-clarity.myshopify.com/products/coaching

About Speaker: Dheeraj Mehrotra, MS, MPhil, Ph.D. (Education Management) honoris causa., a white and a yellow belt in SIX SIGMA, a Certified NLP Business Diploma holder, is an Educational Innovator, Author, with expertise in Six Sigma In Education, Academic Audits, Neuro Linguistic Programming (NLP), Total Quality Management In Education, an Experiential Educator, a CBSE Resource towards School Assessment (SQAA), CCE, JIT, Five S and KAIZEN. He has authored over 40 books on Computer Science for ICSE/ ISC/ CBSE Students, over 20 books of academic interest for the field of education excellence and Six Sigma. A former Principal at De Indian Public School, New Delhi, (INDIA) with an ample teaching experience of over Two Decades, he is a certified Trainer for Quality Circles/ TQM in Education and QCI Standards for School Accreditation/ Six Sigma in Education. He has also been honored with the President of India's National Teacher Award in the year 2006 and the Best Science Teacher State Award (By the Ministry of Science and Technology, State of UP), Innovation in Education for his inception of Six Sigma In Education by Education Watch, New Delhi and Education World- Best Teacher Award, BOLT Learner Teacher Award by Air India, 'Innovation in Education Award 2016' by Higher Education Forum (HEF), Gujarat Chapter, among others. He has developed over 150 FREE EDUCATIONAL MOBILE Apps for the Google Play Store exclusively for Teachers, Students and Parents. This work has been recognized by the LIMCA BOOK OF RECORDS & INDIA BOOK OF RECORDS as the only Indian to draw that feast. Dr. Mehrotra is presently working as an Academic Evangelist in India. He has conducted over 1000 workshops globally on “Excellence In Education” integrated with Total Quality Management and Six Sigma, Technology Integration in Education (TIE), Developing towards being ROCKSTAR TEACHERS, including Cyberspace, Cyber Security, Classroom Management, School Leadership & Management and Innovative teaching within classrooms via Mind Maps, NLP and Experiential Learning in Academics. He is an active TEDx speaker and can be viewed at youtube tedX channel. As a Premium UDEMY Instructor he has published over 300 Online Courses catering to 7.5 Lakh Students Globally in 180 plus nations. #INFLUENCE #digitalsummit #NEP2020 --- Send in a voice message: https://anchor.fm/future-school-leaders/message

Dr. Val Brown is the Founder of NeurOptimal. He is called the “trainer of neurofeedback trainers” and in this episode shares his background in the space. Dr. Brown covers his Five Phase Model of neurofeedback and how Neuroptimal actually uses their own Period Three Approach to track the data that goes to your central nervous system. Dr. Val explains the claims behind how NeurOptimal can transform your brain and performance, and even help with things like PTSD. Who is Dr. Valdeane W. Brown? Dr. Brown had a long and varied history in the field of mental health before even pursuing his Ph.D. in Psychology. For over 25 years he taught Continuing Medical Education courses across a wide range of clinical topics including Rapid Transformation of Borderline Phenomenology, Dual Diagnosed Clients, Dynamics of Family Therapy, Working With Angry Adolescents. For many years he was a featured and keynote speaker at numerous national and international conferences in the fields of neurofeedback, child psychology, Total Quality Management, and others. He developed and published the Five Phase Model of Neurofeedback which was the first and still the only, approach to clinical neurofeedback that integrated multiple protocols into a single comprehensive approach that could be used regardless of clinical presentation.With his background in mathematics, physics, computer programming, designing and implementing automated outcome studies as well as multimodal assessment, he was able to co-develop, with his wife Dr. Sue Brown, the Period Three Approach to neurofeedback. Their Approach was fundamental to their new and revolutionary neurofeedback system (later to become NeurOptimal®), showcasing their vision of Dynamical Neurofeedback™. Over time this was refined, always with an overarching commitment to safe, effective and effortless personal transformation that anyone can use. Now retired from actively programming, Dr. Brown directs the ongoing architectural development of NeurOptimal® as well as being intimately involved in ongoing Research and Development at Zengar.Highlights[4:20] Dr. Val’s Journey into Neurofeedback[14:03] The Five Phase Model of Neurofeedback[28:15] The Period Three Approach[38:02] Early exploration into neurofeedback[47:30] The NeurOptimal Experience[56:25] Treating symptoms with NeurOptimalResourcesDr. Barry Sterman Cats sleep studyDr. Susan BrownEEG Brain Computer InterfaceLaws of Form by George Spencer-BrownSponsorsSomavedic Somavedic is a functional and broadly accessible frequency therapy device harmonizing the negative effects of EMF on our bodies by leveraging the principle of controlled release of energy from minerals, combining an Eastern medicine approach with frequency therapy technology. That may sound a little out there, but there’s been a lot of research validating the properties of minerals and the effect of their specific vibrations on the ambient environment and the human body — not to mention the thousands of years that humans have used crystals for a variety of purposes. If you want to try it out yourself, you can get 10% off using the promo code BOOMER at somavedic.com.CAR.O.LYou don’t have time for that 45 minute jog. You need something fast, efficient, and leaves you wanting more. My favorite tool for this is the CAR.O.L. She is a life-changing bike, that provides you all the endurance you need into two 20 second bursts. Yes, you read that right. That’s 40 seconds of max-effort, including the warm up and cool downs, you get a kick-ass workout in 8 minutes and 40 seconds. The CAR.O.L is a resistance bike powered by artificial intelligence, which personalizes and optimizes the resistance, so you hit your maximum intensity levels and maximize glycogen depletion every single time. The proof is really in the pudding. CAR.O.L’s effectiveness was independently verified by the American Council on Exercise. I gave the CAR.O.L bike spin at Health Optimization Summit in London this year, and she kicked my ass so much that I had to get one. Check out CAR.O.L at carolfitai.com If you have limited time and want a kick ass workout, which basically everyone that listens to this show does, use the code BOOMER for a big discount, head over to CarolfitAI.com to secure yours.Continue Your High Performance Journey with Dr. ValWebsiteFacebookLinkedInDisclaimer This information is being provided to you for educational and informational purposes only. This is being provided as a self-help tool to help you understand your genetics, biodata and other information to enhance your performance. It is not medical or psychological advice. Virtuosity LLC, or Decoding Superhuman, is not a doctor. Virtuosity LLC is not treating, preventing, healing, or diagnosing disease. This information is to be used at your own risk based on your own judgment. For the full Disclaimer, please go to (Decodingsuperhuman.com/disclaimer). See acast.com/privacy for privacy and opt-out information.

Discussion on I am Quality Philosophy; everyone is responsible for Quality. Let me know your thoughts. We are here to share and serve. Best regards, Luis luis@bio-cleaning.com.au www.bio-cleaning.com.au --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Putting Supply Chains on Autopilot with Ali Raza Ali Raza and Joe Lynch discuss putting supply chains on autopilot. Ali is a theory of constraints (TOC) practitioner who founded a company to help supply chains to improve throughput. About Ali Raza Ali Raza is the Founder and CEO of Throughput, Inc., an AI-Powered software to help companies run leaner, faster, smoother, and safer operations out of the box. Ali comes from a deep academic and real-world industrial operations in process simulations and operations management. He has managed onshore/offshore/war zone logistics as well as batch, continuous, and discrete manufacturing setups. At Schlumberger, he became one of the youngest Geomarket Production Services, pioneering 3 projects and serving 50+ industrial clients. His production teams were responsible for billions of dollars of hydrocarbon output to the global economy. Ali joined his first tech startup while still an undergraduate student at the University of Pennsylvania. Since then, he has been eliminating one global bottleneck after another, with his current focus on optimizing supply chains that extend to Mars. About ThroughPut, Inc. ThroughPut Inc. is the Artificial Intelligence (AI) Supply Chain pioneer that enables companies to optimize their Operations by leveraging their existing Data Systems to increase Output, Quality and Profitability across their entire enterprise. ThroughPut's AI software, ELI, includes the only Bottleneck Management System (BMS) that utilizes existing enterprise data systems, such as ERP, MES, IMS, TMS, WMS, PLC, EAM, POS, CRM, SCADA, Historian, and other data systems, to solve for the $25 Trillion of annual Waste across global supply chains already today. Such constraints to the $90 Trillion global Economy could otherwise be dedicated to more productive, useful and sustainable purposes for the benefit of all stakeholders and communities. ThroughPut's AI software is designed by Fortune 500 Supply Chain & Logistics leaders, Silicon Valley AI and Analytics pioneers, and top global Operations Experts in the areas of the Theory of Constraints, Lean Manufacturing, Supply Chain Automation, Total Quality Management, and over four-dozen other leading best practices now digitized as part of the ELI software, with hundreds of years of hands-on experience in the space. Key Takeaways: Putting Supply Chains on Autopilot In the podcast, Ali provides an overview of throughput, theory of constraints, and Eliyahu  Goldratt. Throughput is the amount of material or items passing through a system or process. Throughput can be calculated as Inventory = Rate multiplied by Time, where “rate” is the throughput. Ali and other followers of the theory of constraints believe that throughput is more like a way of life as opposed to a simple metric. The theory of constraints (TOC) is a management philosophy that views any manageable system as being limited in achieving more of its goals by a very small number of constraints. There is always at least one constraint, and TOC uses a process to identify the constraint and restructure the rest of the organization around it. Eliyahu Goldratt was an Israeli physicist turned management guru. Dr. Goldratt is best known as the father of the Theory of Constraints (TOC), a process of ongoing improvement that continuously identifies and leverages a system’s constraints to achieve its goals. He introduced TOC’s underlying concepts in his business novel, The Goal: A Process of Ongoing Improvement, which has been recognized as one of the best-selling business books of all time. At ThroughPut.ai they have a world class team of industrial experts from the fields of operational excellence, artificial intelligence, supply chain, manufacturing, distribution, industrial automation, and finance with the goal of making and moving thing more efficiently. Their approach reduces the time from order to cash and produces in increased free-cash-flow. ai uses AI to help decision-makers identify and eliminate process, and supply chain bottlenecks. This AI driven approach enables companies to put their supply chains on auto-pilot – an optimized system that yield high throughput and cash-flow. Learn More About Putting Supply Chains on Autopilot Ali Raza ThroughPut Inc  Throughput Economics: Making Good Management Decisions Overcoming Supply Chain Disruptions with Shanna Greathouse and Tony Nichols The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn

On this episode, Allen Oelschlaeger is joined by Mike Panebianco, a past vice president of the Southwest Airlines Pilot Association (https://www.swapa.org) and president of MRH (mission ready human) Performance, a consulting organization focused on peak human performance. The discussion focuses on the issue of intra-organizational conflict – i.e., conflict that is internal to an organization (rather than with clients or the general public). Some of the core principles discussed include: - Even at organization with strong values like Southwest Airlines, intra-organizational conflict still exists. Conflict is inevitable within any organization or team. - In most organizations, intra-organizational conflict is a bigger problem than the conflict that occurs with clients (patients, students, customers) or with the general public. - The impact of intra-organizational conflict is significant: sick leave goes up, stress-related illness goes up, turnover goes up. - In many organizations, conflict avoidance is often a bigger problem that in-your-face conflict - The airline industry has done a great job of training such that conflict avoidance within the cockpit is a rarity. - The Total Quality Management movement was largely based on training people to address issues head-on rather than avoid conflict. More about Mike: https://www.linkedin.com/in/michael-panebianco-7478bbb

On this episode, Allen Oelschlaeger is joined by Mike Panebianco, a past vice president of the Southwest Airlines Pilot Association (https://www.swapa.org) and president of MRH (mission ready human) Performance, a consulting organization focused on peak human performance. The discussion focuses on the issue of intra-organizational conflict – i.e., conflict that is internal to an organization (rather than with clients or the general public). Some of the core principles discussed include: - Even at organization with strong values like Southwest Airlines, intra-organizational conflict still exists. Conflict is inevitable within any organization or team. - In most organizations, intra-organizational conflict is a bigger problem than the conflict that occurs with clients (patients, students, customers) or with the general public. - The impact of intra-organizational conflict is significant: sick leave goes up, stress-related illness goes up, turnover goes up. - In many organizations, conflict avoidance is often a bigger problem that in-your-face conflict - The airline industry has done a great job of training such that conflict avoidance within the cockpit is a rarity. - The Total Quality Management movement was largely based on training people to address issues head-on rather than avoid conflict. More about Mike: https://www.linkedin.com/in/michael-panebianco-7478bbb

I'm talking to Dr. Jim Fantauzzo on Book Talk Radio Club. Dr. Fantauzzo is the President of Creative Training Solutions, an organization of specialized management consultants, management trainers and professional speakers. He is recognized as one of the industry's finest speakers and seminar leaders in the areas of Christian Leadership Coaching, Total Quality Management, Management Development, and Employee Motivation Programs. His philosophy utilizes a realistic hands-on approach in which to apply and implement training activities at all levels. His book On The Shoulders of Leaders was published in 2016 Find out more at https://www.booktalkradio.info/jim-fantauzzo

I'm talking to Dr. Jim Fantauzzo on Book Talk Radio Club. Dr. Fantauzzo is the President of Creative Training Solutions, an organization of specialized management consultants, management trainers and professional speakers. He is recognized as one of the industry's finest speakers and seminar leaders in the areas of Christian Leadership Coaching, Total Quality Management, Management Development, and Employee Motivation Programs. His philosophy utilizes a realistic hands-on approach in which to apply and implement training activities at all levels. His book On The Shoulders of Leaders was published in 2016 Find out more at https://www.booktalkradio.info/jim-fantauzzo

Total quality management is an ongoing process that helps reach the best quality possible.

This prefix “cyber” is pretty common in our vernacular today. Actually it was in the 90s and now seems reserved mostly for governmental references. But that prefix has a rich history. We got cyborg in 1960 from Manfred Clynes and Nathan S. Kline. And X-Men issue 48 in 1968 introduced a race of robots called Cybertrons, likely the inspiration for the name of the planet the Transformers would inhabit as they morphed from the Japanese Microman and Diaclone toys. We got cyberspace from William Gibson in 1982 and cyberpunk from the underground art scene in the 1980s. We got cybersex in the mid-90s with AOL. The term cybercrime rose to prominence in that same timeframe, being formalized in use by the G8 Lyons Group on High-Tech Crime. And we get cybercafes, cyberstalking, cyberattack, cyberanarchism, cyberporn, and even cyberphobia of all those sound kinda' ick.  And so today, the word cyber is used to prefix a meaning around the culture of computers, information technology, and virtual reality and the meaning is pretty instantly identifiable. But where did it come from? The word is actually short for cybernetic, which is greek for skilled in steering or governing. And  Cybernetics is a multi-disciplinary science, or psuedo-science according to who you talk to, that studies systems. And it's defined in its most truest form with the original 1948 definition from the author who pushed it into the mainstream, Norbert Wiener: “the scientific study of control and communication in the animal and the machine.”  Aaaactually, let's back up a minute. French physicist André-Marie Ampère coined the term cybernétique in 1934, which he called his attempt to classify human knowledge. His work on electricity and magnetism would result in studies that would earn him the honor of having the Amp named after him. But jump forward to World War Two and after huge strides in General Systems Theory and negative feedback loops and the amazing work done at Bell Labs, we started getting MIT's Jay Forrester (who would invent computer memory) and Gordon Brown, who defined automatic-feedback control systems and solidified servomechanisms, or servos in engineering applying systems thinking all over the place, which also resulted in Forrester applying that thinking to Management, resulting in the MIT Sloan School of Management. And Deming applied these concepts to process, resulting in Total Quality Management which has been a heavy influence on what we call Six Sigma today. And John Boyd would apply systems thinking and feedback loops into military strategy. So a lot of people around the world were taking a deeper look at process and feedback and loops and systems in general.  During World War II, systems thinking was on the rise. And seeing the rise of the computer, Norbert Wiener worked on anti-aircraft guns and was looking into what we now call information theory at about the same time Claude Shannon was. Whereas Claude Shannon went on to formalize Information Theory, Wiener formalized his work as cybernetics. He had published “A simplification in the logic of relations” in 1914, so he wasn't new to this philosophy of melding systems and engineering. But things were moving quickly. ENIAC had gone live in 1947. Claud Shannon published a paper in 1948 that would emerge as a book called “A Mathematical Theory of Communication” by 1949. So Wiener published his book called Cybernetics, or the Control and Communication in the Animal and the Machine, in 1948.  And Donald Mackay was releasing his book on Multiplication and division by electronic analogue methods in 1948 in England. Turing's now infamous work during World War II had helped turn the tides and after the war he was working on the Automatic Computing Engine. John von Neumann had gone from developing game theory to working on the Manhattan Project and nuclear bombs and working with ENIAC to working on computing at Princeton and starting to theorize on cellular automata. J.C.R. Licklider was just discovering the computer while working on psychoacoustics research at Harvard - work that would propel him to become the Johnny Appleseed of computing and the instigator at the center of what we now call the Internet and personal computers. Why am I mentioning so many of the great early thinkers in computing? Because while Wiener codified, he was not alone responsible for Cybernetics. In fact, the very name Cybernetics had been the name of a set of conferences held from 1946 to 1953 and organized by the Josiah Macy, Jr foundation. These conferences and that foundation are far more influential in Western computing in the 50s and 60s, and the principals that sprang from that and went around the world than credit is usually given. All of those people mentioned and dozens of others who are responsible for so many massive, massive discoveries were at those conferences and in the clubs around the world that sprang up from their alumni. They were looking for polymaths who could connect dots and deep thinkers in specialized fields to bring science forward through an interdisciplinary lens. In short, we had gone beyond a time when a given polymath could exceed at various aspects of the physical sciences and into a world where we needed brilliant specialists connected with those polymaths to gain quantum leaps in one discipline, effectively from another.  And so Wiener took his own research and sprinkled in bits from others and formalized Cybernetics in his groundbreaking book. From there, nearly every discipline integrated the concept of feedback loops. Plato, who the concept can be traced back to, would have been proud. And from there, the influence was massive.  The Cold War Military-Industrial-University complex was coming into focus. Paul Baran from RAND would read McCullough and Pitts' work from Cybernetcs and neural nets and use that as inspiration for packet switching. That work and the work of many others in the field is now the basis for how computers communicate with one another. The Soviets, beginning with Glushkov, would hide Cybernetics and dig it up from time to time restarting projects to network their cities and automate the command and control economy. Second order cybernetics would emerge to address observing systems and third order cybernetics would emerge as applied cybernetics from the first and second order. We would get system dynamics, behavioral psychology, cognitive psychology, organizational theory, neuropsychology, and the list goes on.  The book would go into a second edition in 1965. While at MIT, Wiener was also influential in early theories around robotics and automation. Applied cybernetics. But at the Dartmouth workshop in 1956, John McCarthy along with Marvin Minsky and Claude Shannon would effectively split the field into what they called artificial intelligence. The book Emergence is an excellent look at applying the philosophies to ant colonies and analogizing what human enterprises can extract from that work. Robotics is made possible by self-correcting mechanisms in the same way learning organizations and self-organization factor in. Cybernetics led to control theory, dynamic systems, and even chaos theory. We've even grown to bring biocybernetics into ecology, and synthetic and systems biology. Engineering and even management.  The social sciences have been heavily inspired by cybernetics. Attachment theory, the cognitive sciences, and psychovector analysis are areas where psychology took inspiration. Sociology, architecture, law. The list goes on.  And still, we use the term artificial intelligence a lot today. This is because we are more focused on productivity gains and the truths the hard sciences can tell us with statistical modeling than with the feedback loops and hard study we can apply to correcting systems. I tend to think this is related to what we might call “trusting our guts.” Or just moving so fast that it's easier to apply a simplistic formula to an array to find a k-nearest neighbor than it is to truly analyze patterns and build feedback loops into our systems. It's easier to do things because “that's the way we've always done that” than to set our ego to the side and look for more efficient ways. That is, until any engineer on a production line at a Toyota factory can shut the whole thing down due to a defect. But even then it's easier to apply principles from lean manufacturing than to truly look at our own processes, even if we think we're doing so by implementing the findings from another.  I guess no one ever said organizational theory was easy. And so whether it's the impact to the Internet, the revolutions inspired in applied and sciences, or just that Six Sigma Blackbelt we think we know, we owe Wiener and all of the others involved in the early and later days of Cybernetics a huge thank you. The philosophies they espoused truly changed the world.  And so think about this. The philosophies of Adam Smith were fundamental to a new world order in economics. At least, until Marx inspired Communism and the Great Depression inspired English economist John Maynard Keynes to give us Keynesian economics. Which is still applied to some degree, although one could argue incorrectly with Stimulus checks when compared to the New Deal. Necessity is the mother of invention. So what are the new philosophies emerging from the hallowed halls of academia? Or from the rest of the world at large? What comes after Cybernetics and Artificial Intelligence? Is a tough economy when we would expect the next round of innovative philosophy that could then be applied to achieve the same kinds of productivity gains we got out of the digitization of the world? Who knows. But I'm an optimist that we can get inspired - or I wouldn't have asked.  Thank you for tuning in to this episode of the history of computing podcast. We are so lucky to have you. Have a great day. 

Season 5: Total Quality ManagementBusiness Excellence and Total Quality Management go hand in hand. TQM is the key to organizational effectiveness and competitive advantage. This podcast explores how organizations of the 21st century must practice Business Excellence & Total Quality Management to remain eternal and everlasting.AtyaasaaOnline is an E-learning portal that people can preview and learn for free. You can also visit Niket Karajagi's body of knowledge on his Virtual Coaching Portal https://niketkarajagi.com. AtyaasaaOnline Tech-Enabled Borderless Organization Development Portal

Importance of listening to your heart and pursuing love. Luis Gonzáles is a global communications consultant, coach, and facilitator, with more than 15 years experience in helping improve business outcomes for global organizations via training and coaching. He has successfully driven learning initiatives for organizations and teams that encompass cultural assessment, systemic change, and training for associates worldwide. He works closely with CEOs, leadership teams, and Human Resources, positively impacting business outcomes through effective communication in global, multi-cultural, and remote work team settings. Luis' expertise is International Business Communication, Multicultural and Global Team Building, Managing Global Teams, and Cross-cultural Competency. His regional expertise: México, India, Latin America, and the US. At Microsoft in Bangalore, India, Luis developed and facilitated training workshops for global effectiveness, intercultural communication, and other targeted training sessions to improve customer satisfaction, resulting in measurable improvement in the quality of customer support soft skills, intercultural competency, and communications of customer support engineers working with premier Microsoft accounts in the US. With more than 15 years of experience in hospitality management with Marriott International and the Ritz-Carlton Hotel Company, Luis brings extensive hospitality leadership experience and a keen sense of customer service. At the Ritz-Carlton, he directed the implementation of Total Quality Management strategies, helping to win the prestigious Malcolm Baldrige National Quality Award twice as a result. Luis has the keen ability to initiate and build trust-based relationships across organizations and cultures. He has lived and worked in México, India, and Brazil. A native English speaker, Luis also speaks Spanish fluently and is conversant in Portuguese. He is a keynote speaker and is a member of the Association for Training and Development (ATD), Association of International Educators (NAFSA), and the Society for International Education, Training, and Research (SIETAR). Luis is from Los Angeles, California, a 2nd generation U.S. American of Mexican heritage. Based in San Diego, some of his passions include music of all kinds, world travel, yoga, and surfing. --- Send in a voice message: https://anchor.fm/americassupermom/message Support this podcast: https://anchor.fm/americassupermom/support

We here at David Sizemore think we know that it is better to transition macro-robustly than to maximize dynamically. We pride ourselves not only on our value-added feature set, but our user-proof administration and user-proof configuration. Think plug-and-play. Think social-network-based. Think web-enabled. But don't think all three at the same time. The metrics for applications are more well-understood if they are not affiliate-based. Our clicks-and-mortar feature set is unmatched, but our synergistic Total Quality Management and non-complex use is constantly considered a terrific achievement. If you actualize transparently, you may have to deploy iteravely. We believe we know that if you upgrade wirelessly then you may also actualize efficiently. We think that most real-time web applications use far too much ActionScript, and not enough Flash. What does the term "bricks-and-clicks" really mean? We believe we know that if you orchestrate holistically then you may also optimize strategically. We understand that it is better to enable robustly than to revolutionize dynamically.David Sizemore has revolutionized the conceptualization of Total Quality Management. Without CAD, you will lack data hygiene. What do we engineer? Anything and everything, regardless of unimportance! Imagine a combination of Perl and CSS. Our feature set is unmatched, but our B2B2C revolutionary, real-world, wireless blog-based, back-end, leading-edge TQM and simple operation is usually considered a terrific achievement. We usually repurpose killer bandwidth. That is an amazing achievement considering this quarter's conditions! We apply the proverb "A barking dog never bites" not only to our B2B social networks but our capability to productize. The six-sigma re-purposing factor can be summed up in one word: virally-distributed. We have come to know that if you mesh extensibly then you may also drive efficiently. Think clicks-and-mortar. What does it really mean to exploit "holistically"?At David Sizemore, we have come to know how to embrace intuitively. We will revolutionize the term "24/7, virally-distributed". Without cross-platform TQM, you will lack six-sigma, intuitive, plug-and-play accounting compliance. Is it more important for something to be collaborative or to be co-branded? Without well-planned e-services, initiatives are forced to become out-of-the-box, B2B2C. The metrics for structuring are more well-understood if they are not synergistic. Think dot-com. Think short-term, clicks-and-mortar, impactful. Think vertical. But don't think all three at the same time. We will augment our aptitude to redefine without depreciating our aptitude to enable. Our feature set is unmatched in the industry, but our robust compliance and newbie-proof operation is usually considered a remarkable achievement. What does the commonly-used term "front-end" really mean? Your budget for morphing should be at least three times your budget for transitioning.At David Sizemore, we have come to know how to expedite intuitively. We constantly repurpose frictionless development metrics. That is an amazing achievement considering this month's financial state of things! Do you have a game plan to become transparent? We think we know that if you matrix perfectly then you may also e-enable compellingly. What does the term "turn-key compliance" really mean? We will revolutionize the term "B2B". Quick: do you have a client-focused plan of action for regulating emerging eyeballs? Quick: do you have a out-of-the-box plan of action for monitoring emerging functionalities? A company that can innovate faithfully will (one day) be able to streamline fiercely. What do we target? Anything and everything, regardless of abstruseness!We here at David Sizemore believe we know that it is better to maximize mega-dynamically than to monetize magnetically. Your budget for meshing should be at least three times your budget for syndicating. Our technology takes the best features of VOIP and J2EE. Your budget for deploying should be at least one-third of your budget for scaling. We understand that if you enhance transparently then you may also synthesize mega-strategically. What does it really mean to evolve "intuitively"? Without well-chosen architectures, channels are forced to become impactful. Is it more important for something to be interactive or to be cross-media? Think macro-scalable. The functionalities factor is sexy. Imagine a combination of CSS and XForms.At David Sizemore, we think we know how to embrace strategically. What do we leverage? Anything and everything, regardless of obscureness! What does it really mean to reintermediate "seamlessly"? What do we reinvent? Anything and everything, regardless of abstruseness! Is it more important for something to be front-end or to be C2C2C? What does the commonly-used industry jargon "C2B2B" really mean? We will whiteboard the term "robust". We think that most out-of-the-box web applications use far too much Python, and not enough JavaScript. Think vertical. Think robust. Think C2C2B. But don't think all three at the same time. We have proven we know that it is better to repurpose wirelessly than to architect transparently. Think nano-frictionless, C2C2B. Our technology takes the best aspects of HTTP and VOIP.David Sizemore has refactored the concept of experiences. The macro-one-to-one, front-end Total Quality Control supervising factor can be summed up in one word: user-defined. What does it really mean to enable "holistically"? Your budget for morphing should be at least twice your budget for meshing. What does the commonly-accepted buzzword "viral" really mean? Think magnetic. Think transparent. Think e-business. But don't think all three at the same time. The metrics for cutting-edge portals are more well-understood if they are not open-source. If you drive globally, you may have to implement compellingly. We will innovate the ability of systems to e-enable. Think intra-B2B2C.

David Sizemore has revolutionized the conceptualization of Total Quality Management. Without CAD, you will lack data hygiene. What do we engineer? Anything and everything, regardless of unimportance! Imagine a combination of Perl and CSS. Our feature set is unmatched, but our B2B2C revolutionary, real-world, wireless blog-based, back-end, leading-edge TQM and simple operation is usually considered a terrific achievement. We usually repurpose killer bandwidth. That is an amazing achievement considering this quarter's conditions! We apply the proverb "A barking dog never bites" not only to our B2B social networks but our capability to productize. The six-sigma re-purposing factor can be summed up in one word: virally-distributed. We have come to know that if you mesh extensibly then you may also drive efficiently. Think clicks-and-mortar. What does it really mean to exploit "holistically"?This Is A V Important ListPoint number 01Point number 02Point number 03

We here at David Sizemore think we know that it is better to transition macro-robustly than to maximize dynamically. We pride ourselves not only on our value-added feature set, but our user-proof administration and user-proof configuration. Think plug-and-play. Think social-network-based. Think web-enabled. But don't think all three at the same time. The metrics for applications are more well-understood if they are not affiliate-based. Our clicks-and-mortar feature set is unmatched, but our synergistic Total Quality Management and non-complex use is constantly considered a terrific achievement. If you actualize transparently, you may have to deploy iteravely. We believe we know that if you upgrade wirelessly then you may also actualize efficiently. We think that most real-time web applications use far too much ActionScript, and not enough Flash. What does the term "bricks-and-clicks" really mean? We believe we know that if you orchestrate holistically then you may also optimize strategically. We understand that it is better to enable robustly than to revolutionize dynamically.

In this episode, we had talked about Quality in Civil Engineering. The Topic is really old, but we embrace in more detailed such as :Definition of QualityTotal Quality ManagementQuality Planning Quality AssuranceQuality Control Quality Improvement Six Sigma Vs TQM ( Total Quality Management)Quality in Health and safety (HSEQ)Quality in construction / Design Problem encountered in Quality in Project phaseShall we use AI in construction In addition, We spoke about a Paper we published together for the improvement of quality workmanship in construction. Here is the link:https://www.researchgate.net/profile/Ghanim_Kashwani/publication/331400127_Safety_Review_of_the_Quality_Ready-Mix_Concrete_RMC_and_Workmanship_in_the_Construction_Industry/links/5c77c119a6fdcc4715a1c711/Safety-Review-of-the-Quality-Ready-Mix-Concrete-RMC-and-Workmanship-in-the-Construction-Industry.pdfFeel free to listen to us!!please find the website of our Podcast below :http://www.civilengineeringvibes.comIf you have any inquires you can talk to us a record you voice Message via speakpipe which will reach to us in the link below :https://www.speakpipe.com/CivilEngineeringvibesOtherwise; Drop us an email through the email below:civilengineeringvibes@gmail.comYou can also check us and talk to us via the social platform below:https://linktr.ee/civilengineeringvibesPodcast Link:https://civilengineeringvibes.buzzsprout.com/Facebook:https://www.facebook.com/civilengineeringvibes/Instagram:https://www.instagram.com/civilengineeringvibes/Twitter:https://twitter.com/VibesCivil/Linkedin:https://www.linkedin.com/company/civil-engineering-vibesTik Tok:https://www.tiktok.com/@civilengineeringvibesFollow Us on Reddit:https://www.reddit.com/user/civilengineeringvibeAsk us about Civil Engineering in Quora !!https://www.quora.com/profile/Abdulrahman-AtifMusic: https://www.purple-planet.com

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Emma looks at the principles of total quality management or TQM for your A level Business exam. She also looks at the benefits and costs of improving quality. Perfect for AQA, Edexcel exam boards. Ideal for preparing you for your A Level Business exam. Click here for the full course, or visit this link: http://bit.ly/2NpTzGc

Yes, it is..... Quality is indeed free. Most of us have an idea of what it is when we hear the term quality or high-quality. And it's reasonable to assume that most of us have very different ideas about what it is when the notion comes up in conversation.There is an entire professional discipline dedicated to quality. Many have heard about Six Sigma, or Statistical Process Control. Total Quality Management or TQM was all the buzz in some circles a few years ago.If your business provides a product or service and you have not considered quality and ways to improve it, this podcast is a good place to jump-in.The guys discuss quality and how to get at it. Greg is a certified Quality professional and worked many years as a quality engineer across multiple business disciplines. He shares some of his wisdom, experience and training. More episodes are planned for the future, where we get a little more weedy with respect to quality metrics, statistics and process control. The nerd factor will really come into play for those episodes!Join the guys today and find out why quality is a topic we all should be considering in our companies, and how you can get it for free too.We would love your feedback, so please feel free to leave us a note and give us your thoughts. E-mail us your suggestions, ideas, comments and critiques to: podcast@worklogichr.comhttps://worklogichr.com/resources/podcasts/disclaimer/

Zapraszam do nowego podcastu Szkoła Jakości. Nazywam się Artur Mydlarz i chcę podzielić się z Wami swoją wiedzą i doświadczeniem na temat zarządzania jakością i ciągłego doskonalenia. W odcinku pierwszy dowiesz się czym jest TQM czyli total quality management poprzez poznanie ośmiu zasad TQM. Jakie to zasady? Koncentracja na klientaPrzywództwoZaangażowanie ludziPodejście procesowePodejście systemoweCiągłe doskonaleniePodejmowanie decyzji na podstawie faktówPartnerskie relacje z dostawcami Odnośniki na tematy padające w relacji: Blog: https://www.inzynierjakosci.plMapowanie procesów: https://inzynierjakosci.pl/2019/12/mapowanie-procesu/Kaizen: https://inzynierjakosci.pl/2018/03/kaizen/Szkoła Jakości: https://www.szkolajakosci.plFanpage https://www.facebook.com/InzynierJakosciQM/

Louis Altazan, President of AGCO Automotive Corporation. He studied under Dr. W. Edwards Demming the father of Quality Management. Louis’s approach to handling clients, leadership and auto repair is worthy of a series of interviews.  He is a regular contributor on the Shop Management forum on iATN. Key Talking Points Studied under Dr. Edwards Deming the father of Quality Revolution Technicians understand over owners when you talk processes Most managers in the US want a cafeteria plan for Quality Mangement.  They want to pick and choose what they want to implement To get it right you’ve got to implement all 14 principles of Total Quality Management The aftermarket has been slow to accept the principles of Quality Mangement When times are good Deming’s plan works. When times are bad it works even better You can survive the lean times even better In spite of itself,  the aftermarket does well Louis does not make a large margin on parts but makes it up on his labor charge. Anyone can find out the price of parts whenever they want Everyone in the shop contributes to improving processes and systems He assigns a project and pays for the time his people invest. Plan – Do – Study – Act. is the process for evaluating a project Some people are unwilling to implement and can use the Plan/Do/Study/Act discipline to start the project on a small scale without hurting the company Don’t overanalyze You’ll never know if it will work unless you try it White Shirts on the techs White Floors in the shop To become a continuous improvement leader: Have the theory of a system Understand numbers or statistics Knowledge of physiology. How people think Theory of knowledge. How do we know the things we know Resources: Thanks to Louis Altazan for his contribution to the aftermarket’s premier podcast. Link to the ‘BOOKS‘ page highlighting all books discussed in the podcast library  (https://remarkableresults.biz/books/) . Leaders are readers. Leave me an honest review on iTunes (https://airtable.com/tblOgQmbnkHekpl0L/viwSbPkieMNhLOmtK/recQNomCKr1D5I9x4) . Your ratings and reviews really help and I read each one of them. Love what we do, buy a cup of coffee (https://remarkableresults.biz/coffee/) . (http://eepurl.com/bhqME9) Be socially involved and in touch with the show: Speaking (https://remarkableresults.biz/speaking) Subscribe to a mobile listening app (https://remarkableresults.biz/app/) . (https://open.spotify.com/show/1lp4lTP8ZvWEWwEEXepBq6) (https://www.buymeacoffee.com/carm) The NAPA Smart Sign, previously known as Digital Menu Board, gives your shop a professional, state-of-the-art look and feel. It’s a great way to educate and inform your customers about needed repairs and service, plus increase awareness of your current promotions. NAPA AutoCare Center that have installed a Digital Menu Board found one out of five consumers ask for a repair or service they’ve seen on the board. Targeted promotions resulted in double-digit increases. You choose the content from a library of auto care service and repair topics. The latest NAPA national promotions are downloaded to you automatically. And with the Digital Menu Board it’s easy to change your services, prices, and video content anytime you’d like. Talk to your servicing NAPA store to find out more.

 Valdeane W. Brown, Ph.D. Co-Founder & President of NeuroOptimal   Dr. Brown had a long and varied history in the field of mental health before even pursuing his Ph.D. in Psychology. For over 25 years he taught Continuing Medical Education courses across a wide range of clinical topics including Rapid Transformation of Borderline Phenomenology, Dual Diagnosed Clients, Dynamics of Family Therapy, Working With Angry Adolescents. For many years he was a featured and keynote speaker at numerous national and international conferences in the fields of neurofeedback, child psychology, Total Quality Management, and others. He developed and published the Five Phase Model of Neurofeedback which was the first and still the only, approach to clinical neurofeedback that integrated multiple protocols into a single comprehensive approach that could be used regardless of clinical presentation. With his background in mathematics, physics, computer programming, designing and implementing automated outcome studies as well as multimodal assessment, he was able to co-develop, with his wife Dr. Sue Brown, the Period Three Approach to neurofeedback. Their Approach was fundamental to their new and revolutionary neurofeedback system (later to become NeurOptimal®), showcasing their vision of Dynamical Neurofeedback™. Over time this was refined, always with an overarching commitment to safe, effective and effortless personal transformation that anyone can use. Now retired from actively programming, Dr. Brown directs the ongoing architectural development of NeurOptimal® as well as being intimately involved in ongoing Research and Development at Zengar. www.neuroptimal.com Instagram.com/neuroptimal www.twitter.com/neuroptimal YouTube: NeurOptimal  https://youtu.be/kCbquL0a7yU www.facebook.com/neuroptimalneurofeedback www.lifestylelocker.com/valbrown www.facebook.com/lifestylelocker.com www.instagram.com/drjoshhandt www.linkedin.com/drjoshhandt www.twitter.com/drjoshhandt www.newyorkchiropractic.com    

This week I'm excited to welcome Dr Valdeane Browne. Dr. Brown had a long and varied history in the field of mental health before even pursuing his Ph.D. in Psychology. For over 25 years he taught Continuing Medical Education courses across a wide range of clinical topics including Rapid Transformation of Borderline Phenomenology, Dual Diagnosed Clients, Dynamics of Family Therapy, Working With Angry Adolescents. For many years he was a featured and keynote speaker at numerous national and international conferences in the fields of neurofeedback, child psychology, Total Quality Management, and others. He developed and published the Five Phase Model of Neurofeedback which was the first and still the only, approach to clinical neurofeedback that integrated multiple protocols into a single comprehensive approach that could be used regardless of clinical presentation. With his background in mathematics, physics, computer programming, designing and implementing automated outcome studies as well as multimodal assessment, he was able to co-develop, with his wife Dr. Sue Brown, the Period Three Approach to neurofeedback. Their Approach was fundamental to their new and revolutionary neurofeedback system (later to become NeurOptimal®), showcasing their vision of Dynamical Neurofeedback™. Over time this was refined, always with an overarching commitment to safe, effective and effortless personal transformation that anyone can use. Now retired from actively programming, Dr. Brown directs the ongoing architectural development of NeurOptimal® as well as being intimately involved in ongoing Research and Development at Zengar. Questions we ask in this episode: What are the main principles of neural feedback? What would a typical brain training session look like? How safe is the practice of brain training? https://180nutrition.com.au/shop/   Hi Guys, this is Stu from 180 Nutrition, and I am delighted to welcome Dr. Valdeane Brown, PhD to the podcast. Dr. Brown, how are you? Dr. Valdeane 01:30 I'm good. How about you Stuart? Stu 01:31 Yeah, very well thank you. Again, thank you so much for sharing some of your time today. I'm very, very intrigued and keen to dive into some of the questions, but before we do that, I just wondered if you could tell our audience who may not be familiar with you, a little bit about who you are and what you do? Dr. Valdeane 01:50 Yes. I'm licensed as a psychologist on inactive status in the US, and my wife is too, Dr. Sue Brown. She and I are the co developers of NeurOptimal brain training system, and we're the co founders of Zengar Institute Incorporated. It's the easiest to use, safest, and overall most interesting brain training system. Let's put it that way. Certainly the most advanced, in my opinion, and it really is about giving brain directly information about what it just did, so the brain itself sorts out what is best for it at that moment. It's not driving it any place in particular. 02:41 About 20 years ago, Sue and I decided that we really needed to create our own neuro feedback program. I was teaching at that time, neuro feedback, across a wide range of systems. Various conferences and things of that nature, and I just had had a very different vision for what neuro feedback could be. I actually had that vision all the way back in 1970, and that's kind of been my life's work. Most of that time waiting for technology to catch up to the place where it could implement what I had envisioned. So I'm definitely the visionary, shall we say? For full transcript and interview: https://180nutrition.com.au/180-tv/dr-valdeane-brown-interview/  

Karen Jaw-Madson is an organizational change and culture expert who enjoyed success as a corporate executive before pursuing a “portfolio career” comprised of research, writing, consulting, teaching/speaking, and creative pursuits. Her book "Culture Your Culture: Innovating Experiences @Work" was released in June 2018. This book is a guide for implementing the methodology she created -- Design of Work Experience (DOWE) – which combines organizational culture with design thinking, learning, appreciative inquiry and values-based leadership to help people innovate and solve challenging problems at work. Find out more about Karen and the DOWE methodology at www.designofworkexperience.com and connect with Karen on Twitter, Facebook, Instagram and LinkedIn. You can also purchase Karen’s book on Amazon: Culture Your Culture: Innovating Experiences @Work.  We've also got a bonus episode with Karen Jaw-Madson, where she talks about finding and working with a publisher for her book “Culture Your Culture: Innovating Experiences @Work” – and why she describes her experience as a “soap opera!” Listen to the bonus episode here.   Karen’s full bio: Organizational expert Karen Jaw-Madson enjoyed success as a corporate executive before pursuing a "portfolio career" comprised of research, writing, consulting, teaching/speaking, and creative pursuits. As a versatile leader across multiple industries, Karen developed, led, and implemented numerous organizational initiatives around the globe. Today, this East Coast transplant to Silicon Valley (via Ireland and the Midwest) is principal of Co.-Design of Work Experience, where she enables organizations with innovative approaches and customized solutions for intimidating challenges. Focus areas include culture, organizational change, and people strategies. Her book, Culture Your Culture: Innovating Experiences @Work (Emerald Group Publishing) was released in June, 2018. She has a BA in Ethnic and Cultural Studies from Bryn Mawr College and a MA in Social-Organizational Psychology from Columbia University. Visit her website at www.designofworkexperience.com.   Links to other organizational change influencers that Karen mentions during the podcast: Free Agent Nation by Daniel Pink (the book that inspired Karen to create her portfolio career) Prof. Jeanne M. Liedka, Darden School of Business  Total Quality Management by W. Edwards Deming Appreciative Inquiry by David Cooperrider (Karen’s intellectual hero)

Stever Robbins is a serial entrepreneur, top-10 iTunes podcaster, and productivity expert. He co-founded the early internet success story FTP Software, served as COO of Building Blocks Interactive, CEO of JobTacToe.com, and has been an initial team member of ten start-ups, including four IPOs and three acquisitions. He currently runs Get-it-Done Groups™, which help people make extreme progress on important projects and habits. He was project manager at Intuit, where he co-led the development of the award-winning Quicken VISA Card. He serves as business plan judge for the Harvard Business School business plan competition, the MIT $100K competition, the Pete Conrad Spirit of Innovation Awards, the William James Foundation social enterprise competition, and the Mass Challenge entrepreneurship competition. His experience developing organizational leaders began as co-designer of Harvard Business School’s “Leadership and Learning” curriculum redesign, and has gone on to include being an advisor and mentor to senior managers in several high-growth companies. His Get-It-Done-Guy podcast has spent weeks as #1 in the iTunes business category and has been downloaded more than 36 million times. He has been a repeat commentator on CNN-fn’s Entrepreneurs Only and hosted a regular segment on the nationally syndicated radio show Entrepreneurs, Living the American Dream. He is a featured expert in Harvard Business School Publishing’s Harvard Manage Mentor, as well as appearing as an expert in critical thinking and memory in Houghton-Mifflin’s forthcoming Skillbuilders series. He has been interviewed in numerous publications including The Wall Street Journal, NBC Nightly News, The New York Times, ABC News Now, MSNBC, FOX News, BusinessWeek Online, and Investor’s Business Daily. He has written for Harvard Business Review, The Boston Business Journal and has had columns on Entrepreneur.com, Harvard Business School’s Working Knowledge, and the Quick and Dirty Tips network. He is the author of It Takes a Lot More than Attitude…to Build a Stellar Organization and Get-it-Done Guy’s 9 Steps to Work Less and Do More. Stever holds an MBA from the Harvard Business School and a BS in Computer Sciences from MIT He is a graduate of W. Edward Deming’s Total Quality Management training program, a Certified Master Trainer Elite of NLP.   Connect with Stever: Website #1 - http://www.steverrobbins.com Website #2 - https://www.getitdonegroups.com Facebook - https://www.facebook.com/GetItDoneGuy Twitter  - https://twitter.com/getitdoneguy   PEAK PERFORMANCE NATION A community dedicated to raising your game to the next level by learning how to Execute at the highest level and eliminating the obstacles that keep you from being the leader you were born to be. Join group here:  https://www.facebook.com/groups/PeakPerformanceNation/     Acuity Scheduling - Stop Wasting Time Setting Up Meetings Peak Accountability - http://www.thorconklin.com/accountability/ Thank you once again for listening Please follow us on: Facebook: Thor Conklin    Twitter: @ThorConklin Website: http://www.thorconklin.com   ThorConklin.com Thor Conklin Media Peak Performers Podcast Peak Performance Nation   #1 Podcast on how to get things done.  Learn from Peak Performers in all areas of life and Business.  Do you know what to do but can't figure out why you are not executing what you already know?   If so, this Podcast will give you the tools, strategies and psychology to not only break through the choke point but to truly become a Peak Performer.     Thor will be sharing his tools and strategies as well as interviewing inspiring Peak Performers that are Entrepreneur's, Professional Athletes, Business leaders, Military, Technology guru's, Health and Fitness masters, Relationships Experts as well as Music & Entertainment superstars.     Mission and Purpose - To engage, educate, entertain and inspire listeners to excel in any area of life through mastering the science of execution and Peak Performance.  You will learn the necessary road map, strategies, tools and psychology to win this game.

The 7 Wastes In our series on the 7 levers, we unearth the 7 wastes, which your business probably needs to address. The seventh lever is all about your profit margin and keeping costs in check. This podcast highlights the wastes we find and how you can overcome them to drive a healthier profit. Our inspiration for the 7 Levers comes from Pete Williams. He recently released Cadence, his very readable book about the 7 levers. You can buy this book here: Cadence by Pete Williams It is a story about the 7 levers. Kevin read it in about a day. We reprise the 7 Levers Suspects - these people have got a feint sniff of your business. Prospects - opt-ins, those people who have taken a step beyond looking. Conversions - the % of prospects who spend money. Items per sale - average number of items purchased by each customer. Average item value - divide the total value of items sold by total number of items sold. Transaction per customer - repeat purchases. Profit margin - average profit margin, get your cost of sale down. We interviewed Pete about the 7 levers and the Cadence book back in episode 110   Lean - The 7 Wastes Get better deals from suppliers is one way - have a listen to our podcast with Jo Summers, an expert buyer. The other way is to look for the wastes in your business. Can you spot a 10% improvement across the whole area of costs. Kevin teaches Lean and the 7 wastes as part of his 4 day Budgeting and Cost Control course he runs in conjunction with IASeminars. Overproduction - do you make or buy in more than you need. Do you get locked into minimum orders, or in advance or for a longer period? Are these examples of wastes? Do you make it yourself? Outsourcing? Are you outsourcing too much? Should you be doing more of the tasks yourself? You have to consider the value of your own time. Waiting Time, time in queues. Have you got bottlenecks in processes? Who is keeping you waiting? Is red-tape getting in the way? Transportation - moving product around. If you are moving product it represents another of the seven wastes. A services example is about spending time on the train visiting people.  How much non-productive time have you had this week? Non value adding processes - all the things that your client appreciates and pays for is value adding. What falls outside that are non-value adding processes. Do you do everything yourself? Should you as a business owner design your own website? Inventory - Ties up cash and space. Do you need a warehouse full of raw materials. Just in time may be affected by Brexit. Motion - is everything in the most convenient place? Is your stock and materials in the right place? How long does it take you to find stuff? Cost of quality - the cost of scrap, re-work and poor quality. Kevin mentioned Phillip Crosby, who helped develop Total Quality Management, here he is in a video.   Summary http://thenext100days.org/wp-content/uploads/2018/08/The-7-Wastes.mp4   If you would like to explore how to make the 7 levers work for your business contact Kevin Appleby or Graham Arrowsmith.

Amal Al-Najjar, Bsc Pharm., MS FTox. Drug & Poison Information Center Supervisor Security Force Hospital Program-Riyadh Amal AL-Najjar, a drug & poison information supervisor at Security Force Hospital Program-Riyadh. She was graduated from College of Pharmacy, King Saud University (KSU) at 1990 with a bachelor's degree of general pharmaceutical science. Immediately, joined King Abdulaziz University Hospital (KAUH) as a staff pharmacist and worked at different sections of the Pharmaceutical Care Division for one year, then promoted to King Khalid University Hospital (KKUH) and enrolled in a two-years clinical toxicology program (1995-1997) under the supervision of very selected experts in collaboration with KSU. After finishing this program, started working as independent drug & poison information pharmacist covering on-call poisoning cases all over the kingdom and gulf area. In 2003, Amal moved to SFHP and was appointed as the in-charge person of DPIC as well as she was appointed as an Adjunct Clinical Assistant Professor, College of Pharmacy, KSU. In 2014, August, she finished Barnett's Clinical Research Assistance On-Boarding Program. In 2015, August, she got Diploma of Total Quality Management, From American University in Cairo. However, in 2016 she got her master's degree in forensic toxicology from Naïf Arab University for security Sciences. Amal is working currently as the drug information supervisor, as an Institution Review Board Member, and as Pharmacy & Therapeutic Committee Coordinator. She worked as NICU clinical pharmacist for more than 8 years. Amal acts as a clinical preceptor for trainees from different educational programs, including pharmacy internship, residents, and postgraduate master's students. In addition, involves in teaching activity for pharmacy students at KSU, Prince Nora University, and Qassim University. Interested in management of poisoning cases, education, and drug information management. Published number of scientific articles in highly recognized international journals. Presented many presentations at international events inside and outside the Kingdome of Saudi Arabia.

Jay Arthur, President of KnowWare International, has 21 years of experience helping companies solve problems of delays, defects, and deviation using Lean Six Sigma. Jay shares it’s a journey of learning how to make improvements. To take your business to the next level, you’re going to need some data about defects, delays and deviation, which are the silent killers of productivity and profitability. Once you start to analyze and start to be able to pinpoint exactly what’s broken and where to fix it, your business smooths out and gets better. Watch the episode here: Listen to the podcast: Using Lean Six Sigma To Solve Problems Of Delays, Defects And Deviation with “The KnowWare Man” Jay Arthur   We’re here with Jay Arthur known as the KnowWare Man in Denver, Colorado. He’s the President of (https://www.qimacros.com/spc-software-for-excel/index2.php?utm_expid=8009240-48.NlTuaYIbRsuGSjerj7Skrw.1&utm_referrer=https%3A%2F%2Fwww.qimacros.com%2F) . Jay, it’s a pleasure to have you on Business Leaders Podcast.  Thanks for having me. How did you get started?  I spent 21 years in the phone company building software and everything from mainframes to mini computers to microcomputers. About 1989, our VP of Technology decided that he wanted to get involved with Total Quality Management, which was the early version of Six Sigma, so that’s what we did. It turned out it was a journey of learning how to make improvements. Most people think of Six Sigma as performance improvement. It’s really what it is. The “Six Sigma” word came out of Motorola. They invented that term. Over at Motorola University, it says, “In God we trust. All others must bring data.” Most people get successful in business through gut feel, common sense, trial and error. Consequently, they get good at it through just nuts and bolts stuff, but to take your business to the next level, you’re going to need some data about defects, delays, and deviation, which I call the three silent killers of productivity and profitability. Once you start to analyze and start to be able to pinpoint exactly what’s broken and where to fix it, your business smoothens out and it gets better. Lean Six Sigma: Combining Six Sigma Quality with Lean Production Speed In the phone company, the odd thing was Six Sigma was always considered to be about the manufacturing, not about service industries like telephony or healthcare, whatever it is. One of the biggest complaints I get from people is they say, “Six Sigma, isn’t that just for manufacturing?” I go, “No.” “Do you have a process? Does it do things? Do you have errors and mistakes and stuff?” “We can fix all that with a little bit of data.” I got involved with that and we learned how to not successfully implement Total Quality because after five years in the quality department, they shut down the quality department because most of them weren’t delivering any returns. I’ve been working with the head of finance and she had this problem. All of a sudden postage costs went up $20 million in one year. I got a little bit of data and started to do some analysis. I don’t know if you remember back in the ’90s, everybody was putting up their own little mom-and-pop long distance company, and we offered to put that on our bill. If you put enough mom-and-pop things on a bill, the bill increases in price by $0.23 or whatever it was back then. Those $0.23 and three-ounce rates added up to $20 million in a given year because we send out like 20 million bills a month. We’ve got 150,000 of them back because they had the wrong address. That’s a different problem. That’s a type of waste and rework. Even in my little company, we have things that come back because we don’t have the right address. All of these things start to add up and...

Come Join Me to Study Lean & Kaizen for Healthcare: Japan 2018 In the past year or two, it seems like I have heard more about people and organizations leading Lean study trips to Japan. This has gone on for decades, but there seems to be a resurgence. I first partnered with Kaizen Institute in 2012 to lead a "Lean Healthcare" study tour, we did another in 2014, and we're actively planning our next trip in early 2018. Click here to learn more via a web page that I run. You can also click here for a PDF that previews the 2018 tour. Registration has not yet opened, but contact me if you'd like to be notified with details. The dates are February 26 to March 2, 2018. Details are still being finalized, but the tour would start in Tokyo and end in Nagoya. The plan is to not just visit some hospitals that are leaders in Lean and quality improvement practices, but to also visit Toyota and some other world-class organizations. The trip costs 5400 euros, which is currently about $6300. This cost includes everything from the start of the tour on Monday morning to the end on Friday evening. Your airfare to Japan and back is a separate, independent cost to you. In the past two trips, we've had a very international group (a majority of attendees have been from Europe and Asia). This creates a special opportunity to not just learn from our Japanese hosts, but to compare notes and learn from others around the world. Our trips are intentionally a mix of hospital visits and other types of organizations that we can all learn from. It's great to see a Japanese hospital with a CEO who has been leading their quality and continuous improvement efforts for 20+ years and to hear their perspectives. At the same time, the hospitals we have visited were, at the time of our visits, relatively new to formal "Lean" practices - as they were building upon their "Total Quality Management" engagement and improvement practices... something that was NOT a fad for these hospitals or their leaders. These trips are rich learning experiences. It's not just the formal visits, but the time talking on buses and trains, the meals together, and the networking and sharing that, for me, has continued with attendees long after the week is over. Here are my past blog posts about visiting Japan, with a few links below. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/lean-blog-audio/support

Join us today for Women Lead Radio as Michelle Bergquist, your host of Women Who Lead, interviews Pattie Vargas, Principal at The Vargas Group. Pattie and Michelle discuss Resilience! Pattie shares her leadership philosophy that resilience alters your perception on change. Changes in the workplace can cause anxiety. Pattie tells us how we can manage change with resilience. Listen to our show with Pattie if you are you leading a change effort for your organization or team and embrace change as TRANSFORMATION! Pattie is a frequent conference speaker on the topics of change management, personal resilience, team dynamics and issues facing women in the workplace, with a delivery that is humorous, practical and backed by years of personal experience, both painful and pleasant! Pattie holds a graduate degree in Organizational Management and a Bachelor’s degree in Business Management. She is certified in the use of DISC Behavioral Assessments and is a certified speaker, coach and trainer with the John Maxwell Company. Pattie holds the Project Management Professional (PMP) certification from Project Management Institute as well as a certification in Total Quality Management and Process Improvement from University of California, San Diego. Be sure to check out Pattie’s SUE Talk “You’re Not the Boss of Me” As the CEO and Co-Founder of Connected Women of Influence, Michelle Bergquist is a passionate advocate for women in business. At Connected Women of Influence, we believe that more women need to lead in business and everything we do is center-focused on designing platforms, programs, connections and collaborative opportunities for b2b women to prosper, succeed and lead the way in business today!

Stever Robbins creates online and in-person programs to help people "Live an Extraordinary Life." His programs combine business savvy, "life hacking," and personal development to help people make their lives extraordinary. When he's not being a thought leader himself, Stever is CEO of Ideas Unleashed, a company that helps thought leaders build businesses around their areas of expertise. He is a serial entrepreneur, executive coach, and executive curriculum designer. He co-founded the early internet success story FTP Software, served as COO of Building Blocks Interactive, CEO of JobTacToe.com, and has been an initial team member of ten start-ups, including four IPOs and three acquisitions. He was project manager at Intuit, where he co-led the development of the award-winning Quicken VISA Card. He serves as business plan judge for the Harvard Business School business plan competition, the Pete Conrad Spirit of Innovation Awards, the William James Foundation social enterprise competition, and the Mass Challenge entrepreneurship competition. His experience developing organizational leaders began as co-designer of Harvard Business School’s “Leadership and Learning” curriculum redesign, and has gone on to include being an advisor and mentor to senior managers in several high-growth companies. His Get-It-Done-Guy podcast has spent weeks as #1 in the iTunes business category and has been downloaded more than 23 million times. He has been a repeat commentator on CNN-fn's Entrepreneurs Only and hosted a regular segment on the nationally syndicated radio show Entrepreneurs, Living the American Dream. He is a featured expert in Harvard Business School Publishing's Harvard Manage Mentor, as well as appearing as an expert in critical thinking and memory in Houghton-Mifflin's forthcoming Skillbuilders series. He has been interviewed in numerous publications including The Wall Street Journal, NBC Nightly News, The New York Times, ABC News Now, MSNBC, FOX News, BusinessWeek Online, and Investor's Business Daily. He has written for Harvard Business Review, The Boston Business Journal and has had columns on Entrepreneur.com, Harvard Business School's Working Knowledge, and the Quick and Dirty Tips network. He is the author of It Takes a Lot More than Attitude...to Lead a Stellar Organization and Get-it-Done Guy's 9 Steps to Work Less and Do More, an Amazon Business & Investing top-10 best-seller. Stever is co-writer and lyricist of the musical Work Less and Do More: The (Zombie) Musical. He served as producer and executive producer of the promotional video for the musical. Stever holds an MBA from the Harvard Business School and a BS in Computer Sciences from MIT He is a graduate of W. Edward Deming's Total Quality Management training program, a Certified Master Trainer Elite of NLP.   Projects currently working on: * The Ideas Unleashed Academy, a set of online and offline programs to help people develop an alternative approach to careers and life * Toying with new ideas about how to help people meet other in ways that facilitate true connection * Chapter 1 of my book, "Life Maps." It's a technique for mapping your life and seeing what's in and out of alignment. You can get it by texting CHAPTER to 33444 or by visiting http://www.steverrobbins.com/lel/    For more information about the upcoming exclusive live Business Execution Summit, text the word BESUMMIT to 41411 This event is for Business Owners, Corporate Executives, Entrepreneurs and Coaches that want to take their game to the next level and master execution once and for all.  It does not matter what you know, only what you can execute that counts.    Thank you once again for listening   Please follow us on:   Facebook: Thor Conklin      Twitter: @ThorConklin    Website: http://www.thorconklin.com       ThorConklin.com Thor Conklin Media Peak Performers Podcast Peak Performance Nation     #1 Podcast on how to get things done.  Learn from Peak Performers in all areas of life and Business.  Do you know what to do but can't figure out why you are not executing what you already know?   If so, this Podcast will give you the tools, strategies and psychology to not only break through the choke point but to truly become a Peak Performer.   Thor will be sharing his tools and strategies as well as interviewing inspiring Peak Performers that are Entrepreneur's, Professional Athletes, Business leaders, Military, Technology guru's, Health and Fitness masters, Relationships Experts as well as Music & Entertainment superstars.   Mission and Purpose - To engage, educate, entertain and inspire listeners to excel in any area of life through mastering the science of execution and Peak Performance.  You will learn the necessary road map, strategies, tools and psychology to win this game.

  Stever Robbins creates online and in-person programs to help people "Live an Extraordinary Life." His programs combine business savvy, "life hacking," and personal development to help people make their lives extraordinary. When he's not being a thought leader himself, Stever is CEO of Ideas Unleashed, a company that helps thought leaders build businesses around their areas of expertise. He is a serial entrepreneur, executive coach, and executive curriculum designer. He co-founded the early internet success story FTP Software, served as COO of Building Blocks Interactive, CEO of JobTacToe.com, and has been an initial team member of ten start-ups, including four IPOs and three acquisitions. He was project manager at Intuit, where he co-led the development of the award-winning Quicken VISA Card. He serves as business plan judge for the Harvard Business School business plan competition, the Pete Conrad Spirit of Innovation Awards, the William James Foundation social enterprise competition, and the Mass Challenge entrepreneurship competition. His experience developing organizational leaders began as co-designer of Harvard Business School’s “Leadership and Learning” curriculum redesign, and has gone on to include being an advisor and mentor to senior managers in several high-growth companies. His Get-It-Done-Guy podcast has spent weeks as #1 in the iTunes business category and has been downloaded more than 23 million times. He has been a repeat commentator on CNN-fn's Entrepreneurs Only and hosted a regular segment on the nationally syndicated radio show Entrepreneurs, Living the American Dream. He is a featured expert in Harvard Business School Publishing's Harvard Manage Mentor, as well as appearing as an expert in critical thinking and memory in Houghton-Mifflin's forthcoming Skillbuilders series. He has been interviewed in numerous publications including The Wall Street Journal, NBC Nightly News, The New York Times, ABC News Now, MSNBC, FOX News, BusinessWeek Online, and Investor's Business Daily. He has written for Harvard Business Review, The Boston Business Journal and has had columns on Entrepreneur.com, Harvard Business School's Working Knowledge, and the Quick and Dirty Tips network. He is the author of It Takes a Lot More than Attitude...to Lead a Stellar Organization and Get-it-Done Guy's 9 Steps to Work Less and Do More, an Amazon Business & Investing top-10 best-seller. Stever is co-writer and lyricist of the musical Work Less and Do More: The (Zombie) Musical. He served as producer and executive producer of the promotional video for the musical. Stever holds an MBA from the Harvard Business School and a BS in Computer Sciences from MIT He is a graduate of W. Edward Deming's Total Quality Management training program, a Certified Master Trainer Elite of NLP.   Projects currently working on: * The Ideas Unleashed Academy, a set of online and offline programs to help people develop an alternative approach to careers and life * Toying with new ideas about how to help people meet other in ways that facilitate true connection * Chapter 1 of my book, "Life Maps." It's a technique for mapping your life and seeing what's in and out of alignment. You can get it by texting CHAPTER to 33444 or by visiting http://www.steverrobbins.com/lel/    For more information about the upcoming exclusive live Business Execution Summit, text the word BESUMMIT to 41411 This event is for Business Owners, Corporate Executives, Entrepreneurs and Coaches that want to take their game to the next level and master execution once and for all.  It does not matter what you know, only what you can execute that counts.    Thank you once again for listening   Please follow us on:   Facebook: Thor Conklin      Twitter: @ThorConklin    Website: http://www.thorconklin.com       ThorConklin.com Thor Conklin Media Peak Performers Podcast Peak Performance Nation     #1 Podcast on how to get things done.  Learn from Peak Performers in all areas of life and Business.  Do you know what to do but can't figure out why you are not executing what you already know?   If so, this Podcast will give you the tools, strategies and psychology to not only break through the choke point but to truly become a Peak Performer.   Thor will be sharing his tools and strategies as well as interviewing inspiring Peak Performers that are Entrepreneur's, Professional Athletes, Business leaders, Military, Technology guru's, Health and Fitness masters, Relationships Experts as well as Music & Entertainment superstars.   Mission and Purpose - To engage, educate, entertain and inspire listeners to excel in any area of life through mastering the science of execution and Peak Performance.  You will learn the necessary road map, strategies, tools and psychology to win this game.  

Stever Robbins creates online and in-person programs to help people "Live an Extraordinary Life." His programs combine business savvy, "life hacking," and personal development to help people make their lives extraordinary. When he's not being a thought leader himself, Stever is CEO of Ideas Unleashed, a company that helps thought leaders build businesses around their areas of expertise. He is a serial entrepreneur, executive coach, and executive curriculum designer. He co-founded the early internet success story FTP Software, served as COO of Building Blocks Interactive, CEO of JobTacToe.com, and has been an initial team member of ten start-ups, including four IPOs and three acquisitions. He was project manager at Intuit, where he co-led the development of the award-winning Quicken VISA Card. He serves as business plan judge for the Harvard Business School business plan competition, the Pete Conrad Spirit of Innovation Awards, the William James Foundation social enterprise competition, and the Mass Challenge entrepreneurship competition. His experience developing organizational leaders began as co-designer of Harvard Business School’s “Leadership and Learning” curriculum redesign, and has gone on to include being an advisor and mentor to senior managers in several high-growth companies. His Get-It-Done-Guy podcast has spent weeks as #1 in the iTunes business category and has been downloaded more than 23 million times. He has been a repeat commentator on CNN-fn's Entrepreneurs Only and hosted a regular segment on the nationally syndicated radio show Entrepreneurs, Living the American Dream. He is a featured expert in Harvard Business School Publishing's Harvard Manage Mentor, as well as appearing as an expert in critical thinking and memory in Houghton-Mifflin's forthcoming Skillbuilders series. He has been interviewed in numerous publications including The Wall Street Journal, NBC Nightly News, The New York Times, ABC News Now, MSNBC, FOX News, BusinessWeek Online, and Investor's Business Daily. He has written for Harvard Business Review, The Boston Business Journal and has had columns on Entrepreneur.com, Harvard Business School's Working Knowledge, and the Quick and Dirty Tips network. He is the author of It Takes a Lot More than Attitude...to Lead a Stellar Organization and Get-it-Done Guy's 9 Steps to Work Less and Do More, an Amazon Business & Investing top-10 best-seller. Stever is co-writer and lyricist of the musical Work Less and Do More: The (Zombie) Musical. He served as producer and executive producer of the promotional video for the musical. Stever holds an MBA from the Harvard Business School and a BS in Computer Sciences from MIT He is a graduate of W. Edward Deming's Total Quality Management training program, a Certified Master Trainer Elite of NLP.   Projects currently working on: * The Ideas Unleashed Academy, a set of online and offline programs to help people develop an alternative approach to careers and life * Toying with new ideas about how to help people meet other in ways that facilitate true connection * Chapter 1 of my book, "Life Maps." It's a technique for mapping your life and seeing what's in and out of alignment. You can get it by texting CHAPTER to 33444 or by visiting http://www.steverrobbins.com/lel/    For more information about the upcoming exclusive live Business Execution Summit, text the word BESUMMIT to 41411 This event is for Business Owners, Corporate Executives, Entrepreneurs and Coaches that want to take their game to the next level and master execution once and for all.  It does not matter what you know, only what you can execute that counts.    Thank you once again for listening   Please follow us on:   Facebook: Thor Conklin      Twitter: @ThorConklin    Website: http://www.thorconklin.com       ThorConklin.com Thor Conklin Media Peak Performers Podcast Peak Performance Nation     #1 Podcast on how to get things done.  Learn from Peak Performers in all areas of life and Business.  Do you know what to do but can't figure out why you are not executing what you already know?   If so, this Podcast will give you the tools, strategies and psychology to not only break through the choke point but to truly become a Peak Performer.   Thor will be sharing his tools and strategies as well as interviewing inspiring Peak Performers that are Entrepreneur's, Professional Athletes, Business leaders, Military, Technology guru's, Health and Fitness masters, Relationships Experts as well as Music & Entertainment superstars.   Mission and Purpose - To engage, educate, entertain and inspire listeners to excel in any area of life through mastering the science of execution and Peak Performance.  You will learn the necessary road map, strategies, tools and psychology to win this game.

Episode 6 discusses the fundamental approaches, leadership, customers' satisfaction, continuous process improvement, measurements of quality, techniques as well as DemingÊs 14 Points that have withstood the test of time.

http://leanblog.org/audio76 The Kaizen approach to continuous improvement is important to me, of course. The Japanese hospitals we've visited have a strong tradition of practicing Total Quality Management. Some are now embracing Kaizen as "daily continuous improvement" in addition to their six month long TQM projects.We're again organizing a Lean Healthcare Study Trip to Japan, which will take place September 13 to 19 in Nagoya and Tokyo. Learn more via http://www.japanleantrip.com. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/lean-blog-audio/support

Cueball Carmichael, who competes in the Mid-Atlantic and East Coast independent circuit. He has wrestled and won titles in the Allied Powers Wrestling Federation, King Kong Bundy's Devastation Wrestling Federation, Maryland Championship Wrestling, Mid-Eastern Wrestling Federation, the National Wrestling Alliance, Phoenix Championship Wrestling, Southern Championship Wrestling and Steel City Wrestling.  He formed successful tag teams with several independent wrestlers during the 1990s including The Darkside Rebel, Mad Dog O'Malley, Jimmy Cicero and sometimes rival Johnny Gunn. As one-half of The Northern Exposure with C.W. Anderson, he won the SCW Tag Team Championship in 1997. While part of the MCW heel stable Total Quality Management, he and stablemate Dino Devine won the MCW Tag Team Championship in 2000. Jackson was also the booker and part owner of the now defunct Virginia-based Independent Professional Wrestling Alliance. All of that will be covered plus so much more. This is the interview you do not want to miss. 

Randy Cooper has had many jobs and careers, ranging from lumberjack in the woods of the Pacific Northwest to serving as a special education teacher, from an operator at a Westinghouse plant to a developer and teacher of the Total Quality Management program at two of their facilities. As an artist, he credits his attention to detail to this latter experience at Westinghouse. Randy's mother was a master carver of birds and gunstocks, and one of his sisters is an accomplished painter, sculptor, and author. It wasn't until Randy was nearly 50 that he discovered his own penchant for art. His first experience with art education was taking a 6-week course with sculptor Wren Prather-Stroud. He also attended a week-long course with Tuck Langland at the Scottsdale Artists' School. After working successfully in clays, artificial stone, and bronzes, Randy discovered wire mesh, which soon became his medium. He began creating intriguing and magical sculptures in wire mesh and has developed all of the techniques that he uses in making his “Shadow Sculptures” on his own. These are forms created in wire screen that cast lovely shadows on the wall when lit with a light source. Indeed, sometimes the shadows seem to show more detail than the original sculpture and instill a feeling of magic into the creation. These “Shadow Sculptures” have been sweeping the United States and the world for the past few years, highlighting many private collections throughout the world, and Randy Cooper has become a major force among America's contemporary artists. Randy works as a full-time sculptor and lives in New Mexico with his wife, Susan, a former environmental engineer who is now a writer and an artist who has worked primarily in pastels, oils, and acrylics. Join Dave Nassaney, The Caregiver's Caregiver, author, speaker, life coach, and radio talk-show host for caregivers.  DaveNass.com ,  Call (213) 943 3630 to listen.  

Making Life Easy with Gwen Gistarb with special guest Danyelle Beaudry - Author and Management Consultant Co-founder and president of Axion consulting firm Danyelle provided services in Total Quality Management, Reorganization/Reengineering and Team Implementation Programs. Projects budgeted at $15,000 to $3,000,000; Clients received prestigious awards such as the Motorola Excellence Award for Suppliers and numerous H.R. awards. Danyelle was responsible for: Management of major projects with clients; Marketing, design and development of all programs; Consulting with and training senior management on strategic planning, leadership, coaching and personal development programs and on implementation of major projects. VOEL TECHNOLOGIES:  2000 to Today Recognizing that success in business is created by successful individuals. Danyelle designed the Voel Technology – a set of 30 tools to support individuals, couples and organizations to achieve mastery in the five dimensions of being: the mind, the heart, the body, the will and the spirit. Mastery engenders harmony which translates into high quality personal and organizational relationships, financial success and physical, emotional and mental health. Danyelle's work as founder of this program includes Weekend workshops across Canada and the USA; Private coaching sessions for individuals and couples; Transformational work for organizations; A two-year Self-Mastery program;Speaker at conferences, radio shows and on television.

In this Sapphire in Review mega-edition podcast, Jon Reed Interviews Kent Bettisworth, President of Bettisworth and Associates, and gets his take on the key themes of Sapphire 2008. Kent is a senior Project Systems snd Fixed Asset consultant whose company also offers SAP System Access in conjunction with Michael Management. After you listen to this podcast, you will understand why Kent is one of Jon's "go to" people when it comes to analyzing SAP skills trends and staying ahead of the skills curve. During this back-and-forth discussion, Jon asks Kent for his reaction to the SAP keynotes and the trends Kent noticed in terms of SAP-for-the-BlackBerry, Business by Design, Role-Based Portals and beyond, and the emphasis on personalization and useability of SAP - not always SAP's strongest aspect historically. A major focus of the podcast is a closer look at the so-called "SAP Skills Shortage" and how SAP professionals should respond. Topics covered in this podcast include: - Kent's take on the keynotes, and why he was struck by Hasso Plattner's emphasis not only on Role-Based Portals but even more personalized user experiences, leveraging the technology being developed for Business By Design. Kent also talks about the SAP-for-the-BlackBerry announcement and which parts of the enterprise should be most impacted. - Jon asks Kent for the key trends driving SAP staffing, and Kent explains that at the conference and in his own client work, the major driver is still core upgrades as well as merger and acquisition implementation activity. Kent does make a distinction between the type of SAP consulting activity we see today versus what we saw in the mid-90s. He talks about the focus on technical upgrades, but that his clients are also doing functional enhancements in targeted areas. Business Intelligence is also a factor now. - The so-called "SAP Skills Shortage" was a major talking point at the SAP press conference. Jon asks Kent for his view, and Kent agrees that the skills shortage is not so much across the board as targeted in specialized areas of higher demand. He also thinks that part of the issue is that SAP customers have a harder time leveraging the skills of less-experienced SAP folks (under five years). Kent shares some ideas around a mentoring structure that would allow clients to take better advantage of less experience talent in conjunction with senior mentors such as Kent. - Jon asks for Kent's take on how specialized an SAP consultant needs to be in order to be successful, and gets Kent's take on a situation where his work was balanced on a project by another expert in the product costing area. - Kent delves into the Project Systems area of specialization, and related skills in Fixed Assets and Portfolio Management. He shares the latest trends in Project Systems consulting in areas related to capital management, revenue, and investment management. Kent also tells Jon what the value is in the xRPM xApp and how it fits into the landscape of SAP functionality. xRPM is different from classic PS work in that it involves more technical skills in BI and Portals work in order to implement it. - The talk then moved into a discussion of how SAP system access can help a consultant get a better feel for these emerging areas in PS and Investment Management, as well as other new areas of SAP. Jon and Kent talk about how the SAP ecosystem can be a great source of self-education for the SAP professional in transition. - Last but not least, the last segment of the podcast gets into Jon and Kent's debate about the Business Process Expert skill set. Kent has maintained that the best SAP consultants have always had a business process focus. But Kent also agrees that today's BPX world has new communities (like the BPX community) and new tools to master. Kent talks about how he always saw the value of business process management expertise, whether it was Six Sigma or Total Quality Management. - Jon and Kent talk about the pieces Jon has done on SAP configuration skills and whether they are going away anytime soon. Jon and Kent talk about the ideal skill set for the SAP consultant - a combination of focused specialization in a marketable niche with a broader (but related) business process and industry expertise.